Needing to create a meeting succession plan with specific questions

Individual Project

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Changing for Success

Tue, 10/3/17




4-5 pages

The planning for the community building session is almost complete. The last details are how to conduct the plenary sessions for sharing information across groups to develop key priorities and themes that will need to be addressed.

There are 2 sessions that need to be planned. One is to review the work done by intact work teams. In this larger session, the goal is to spot patterns and identify themes that can be used to plan actions. These patterns or themes will come from the stop–continue–start charts developed by each functional group. In this way, not only will the changes that need to happen be identified, but aspects of effective work (those things that work well and should be continued) can also be reinforced.

The external consulting team strongly recommended a “cross-functional, by-level grouping” for the first step. Their aim is to promote understanding of priorities and show how different issues at different levels of the organization can be aligned. The internal consulting team is excited about being the primary facilitators for these sessions. Everyone recognizes that a structured approach will be critical (for timing and to control decision–making inputs). The approach called Nominal Group Technique (NGT) seems to be ideally suited to this task.

You want to prepare yourself for conducting the session. Use the library, Internet, or other resources to research NGT. Because each grouping will be of a differing size, you want to tailor the overall steps of NGT to the situation you will facilitate. To do this, you must create a meeting session plan (a document of 4–5 pages) that will answer the following questions:

  • What is the goal of the session?
  • How will the nominal group technique be used to achieve this goal?
  • How will the members of the team work together (guidelines for effective participation)?
  • What specific steps and tasks will be involved in achieving the goal?
  • How much time will be allocated to each step or task? What voting mechanism is most appropriate for the size of the group and the specific stage of the process?
  • What will the outcome look like? What will the group present to the other levels?

Download a sample format here. Your assignment is to complete the missing sections (in red) and develop any additional participant materials or instructions to assist the group in completing the task.
Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials.

Individual Project Rubric

Grading Criteria


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The following are several types of interviews.

  • Pre-screening interviews are typically performed on the phone.
  • One-on-one interviews are typically a little more relaxed.
  • Group or panel interviews are more stressful. Sometimes that is the intent, especially if the position is one with a high level of stress.
  • Stress interviews can be either one-on-one or a group interview. What makes this interview different from the above two types is that the interviewer takes an aggressive approach to see how the candidate responds. These can be used for positions such as air traffic controllers or police officers.

Within these formats, the interview can be highly structured, and the same questions are asked of every candidate. While that can be wise to avoid discrimination, it is important for the interviewer to listen very closely because sometimes a follow-up question is necessary. In many experts’ opinions, a blend of structured and unstructured produces the best results. The goal is to discern as much as possible about the candidate so a good selection can be made. Dr. G.

Objectives of laboratory training… 9/19/17, 8:21 AM

Laboratory training or learning provides insight into personal behavior and how one affects others. The goal is for participants to develop self-insight and awareness, to increase sensitivity to one’s effect on others, and to bring to the surface data on one’s blind spots and hidden areas. The laboratory provides a safe climate away from the work organization where participants can try new behaviors and receive candid feedback from others on the effectiveness of those behaviors. Participants can then take back to their work new ways of behaving and working with others.

This “change” issue maybe a little harder to understand then we think………

* One who creates dialogue on the most difficult subjects, because they need to be learned, even though the audience may not initially see the benefits.

* One who uses creativity and innovation in trying out new ways, even though the product may not be popular at the start.

* One who looks for challenges and opportunities, and translates them into action, even though time does not permit the effort.

* One who seeks advice and counsel from the very top, and often gives it, even though the risk may be high.

* One who continually searches for personal growth and development, even though the struggle sometimes doesn’t seem worth it.

* One who finds satisfaction and fun in human development, and who permeates others with a positive attitude, even in the presence of adversity.