The workplace is changing. For managers in almost every organization these changes are sometimes exching, sometimes painful. Managers are expected to do new things in new ways with fewer people and fewer dollars. The old ways of managing?specifying work and closely supervising its completion?just does not work as well now. Most managers have not only more people reporting directly to them than ever before, but also more demands on their time. It is simply not practical for mangaers to tell people exactly how they must complete their tasks. There is simply not enought time. The amount of work demanded is more than individuals can produce working alone. This need to get more people working better with others has led to the creation of a great number of teams. Some teams have been quite effective, whereas others have not. Inf act, the experience in many cases has been so bad that many people react negatively to the word team itself. Helping groups complete their work and improve the ways they work together is a new role for many managers. We call this role FACILITATOR. It is quite different from the traditional manager role, which "plans, directs, and controls." It is also different from the traditional leader role, which "sets vision, tone, and direction."

Managers know they are being asked to do things differently. But most have never been trained in helping groups get their work done. Some have done well because of their experience and natural talents; others have struggled.

Facilitating is much more than running smooth meetings. Effective faciliation is about helping people get their work done, whether it is done in groups , with a few people, or alone. It is also about helping people work together more effectively.

Managers as Faciliators is a practical guide to this new facilitator role. Both theoretically strong and practical. This book offers readers tools for manaigng change and organizational boundaries to achieve the results they want. The authors explain how a facilitator draws on his or her own self and an understanding of group dynamics and group processes to help people focus on their assigned tasks.

Look to this book to find a model and concepts that have been applied successfully in manufacturing, telecommunications, health care, education, retail and other services businesses, and government and other non-profit organizations.

"Managers as Facilitators is a great reference to use as a team develops and changes. The Quick Fix section offers excellent clues to solving everyday management problems. " -- Rebecca L. Erdahl, The Pillsbury Company

"This is a keep-it-out-on-the-credenza handbook for the coach/manager. It is well organized, with lots of easy-to-find summaries, charts, and tables. I highly reommend it." -- Larry Newman, Regional Vice President, AT&T