By Hans-Werner Franz

This booklet builds a bridge among facilitation ideas and management in undertaking and community administration. It presents methodical Messages, a Facilitator Curriculum, and the wealth of forty rigorously chosen and reality-proof instruments, a lot of that have no longer been released in any respect or a minimum of by no means been released in English. The reader will profit as a lot from studying by means of doing as from doing via studying; this e-book is for managers who ultimately are answerable for winning co-operation in initiatives in and throughout agencies or networks of organizations, and who need to know and percentage larger what they'll do and to do larger what they've got deliberate to do jointly. it's a sensible booklet, even though it relies on clinical ideas, and it attracts at the authors` adventure in consultancy and administration.

All ready-for-use instruments may be downloaded from the book´s web page at www.springer.com/978-3-540-93955-9

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Hans-Werner Franz is a senior researcher and advisor in addition to a member of the administration Board on the Social study Centre (Sozialforschungsstelle) at Dortmund college of expertise, Germany. His good confirmed song list contains overall caliber administration, agency improvement, and vocational training.

Ruggiera Sarcina is a senior researcher and advisor, taking part with the Italian Chambers of trade in Italy and overseas. Her concentration is on tasks facing neighborhood improvement guidelines, cluster improvement, and innovation and internationalisation of small and medium-sized enterprises.

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Extra info for Building Leadership in Project and Network Management: A Facilitator's Tool Set

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It consists of no more than the four levels and lines in the table. We have taken it from O’Connor and Seymour (1996) but the three exemplary explanations of it given here are completely ours. The first explanation is an individual one applied to certain stages in life; the second one refers to an individual in a company in the context of training needs analysis; the third and most extended one applies to a fictitious wind energy cluster. g. Nonaka and Takeuchi 1997; Polanyi 1985). In this wording, one facet of facilitation is the task or role of leading people from level 4 of implicit knowledge and competence to level 3 of explicit competence or even level 2 of no competence (in a specific skill or aspect) but the consciousness and readiness of achieving conscious, explicit competence and eventually of leading them to his own, the facilitator’s level of making co-operation easy.

They may be managers at the same time, but then facilitating is a distinct way to be a manager. In our view, managers who are good facilitators tend to be leaders, too. 2M8 46 2M8 Basic concepts of management and leadership While management is responsible for organising a company, managers leading a company are responsible for organising a company in a way which makes people want to work and learn. Hence, to resume the management function we refer to a management and leadership philosophy which comes close to this idea.

Tool 4A1: To-do form Aim/s Learningprocess Resources Time 58 2M11 To do (minutes) WHAT (issue, measure, aim) Cf. Message 2M12: The nature of quality: continuous improvement, continuous learning Say what you do. Do what you say. Project Date: Project work as a work style Participants: HOW (organisation, implementation, steps) WHO till WHEN Done Thus, the tool not only supports you in planning and organising your own and your community’s work in a practical manner, but if applied in the way described here it also fulfils an ongoing evaluation function following the classical control cycle of planning, doing, checking and new planning or doing better (see Message 2M12).

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