Preface ix Acknowledgments xiii Foreword xv Introduction 1 Chapter One: Getting Acquainted 11 1. Alphabetical Circle: A Fun Way to Learn Names and a Lot More 12 2. Group Resume: Who We Are Collectively 14 3. Things We Have in Common: Getting to Know You 16 4. Predictions: Making Guesses About Co-Participants 18 5. Introductory Go-Arounds: Brief Self-Disclosures 20 6. What's in a Name? My Story 22 Chapter Two: Communication 25 7. Communication Tokens: An Awareness Exercise 26 8. Direct Communication: You Write the Scripts 28 9. Explaining Something Complicated: Avoiding Information Dumps 30 10. Obtaining Participation: Using Different Formats 34 Chapter Three: Assertive Behavior 41 11. Concerns About Confronting Employees: Overcoming the Anxiety 42 12. Assertive Starters: Ways to Begin an Assertive Message 46 13. Non-Verbal Persuasion: Assessing Its Impact 50 14. Refusing Unwanted Requests: Practicing Saying No 52 15. Stating Complaints and Requesting Change: Skill Practice 56 Chapter Four: Influencing Others 59 16. Alligator River: Looking at People with Different Glasses 60 17. Question First: The Best Way to Overcome Resistance 65 18. Influencing Others: Four Role-Play Scenarios 68 19. Getting Your Foot in the Door: Avoiding Rejection 72 Chapter Five: Conflict and Negotiation 75 20. Views of Conflict: A Word Association Game 76 21. What You Bring to Conflict Situations: Experiencing Different Styles 79 22. The Ten-Thousand-Dollar Challenge: Working Through a Conflict 85 23. Role Reversal: Arguing the Flip Side 89 24. Rating Methods to Deal with Conflict: Yours and Theirs 92 25. Breaking a Stalemate: Steps to Move Forward 95 Chapter Six: Creativity and Problem Solving 99 26. Getting Ready for Brainstorming: Creative Warm-Ups 100 27. Part Changing: Demonstrating a Technique to Increase Creativity 105 28. Brainwriting: An Alternative to Generating Ideas Verbally 108 29. Inspired Cut-Outs: Freeing the Mind 110 30. Wearing Someone Else's Shoes: Taking a Different Perspective 113 31. Making Decisions After Brainstorming: Narrowing the Options 116 Chapter Seven: Diversity 119 32. Being in the Minority: Simulating an Everyday Reality 120 33. I've Been Curious: Questions I Have Been Afraid to Ask 124 34. Setting the Record Straight: Things About Me and Others Like Me 127 35. Unlocking Memories: Self-Disclosures in a Diverse Group 130 Chapter Eight: Facilitating Teams 133 36. Multi-Voting: A Constructive Way to Make Decisions 134 37. Rotating Facilitators: Practicing Effective Facilitation 137 38. Card Exchange: A Unique Way to Stimulate Discussion 142 39. The Problem with Majority Voting: A Double Whammy 145 40. Changing the Rules: Altering Group Process 148 41. Removing Egos: A Tool for Team Facilitators 151 Chapter Nine: Exchanging Feedback 155 42. Animal Metaphors: An Exercise in Obtaining Honest Feedback 156 43. Giving Effective Feedback: Wheaties Over Donuts 163 44. Judging the Impact of Words: Applications to Giving Feedback 168 45. When Asking for or Giving Feedback Is Challenging: Your Advice 173 Chapter Ten: Leadership 177 46. The Window Shade: Depicting Different Approaches to Decision Making 178 47. Mirroring: Experiencing the Joys and Tribulations of Being a Leader 181 48. Going Outside Comfort Zones: Brief Exercises in Change 185 49. Changes You Would Make: Dreaming Beyond the Status Quo 190 Chapter Eleven: Teaching and Coaching Employees 195 50. Making Butterflies: It's Not What You Say That Counts 196 51. Brain-Friendly Teaching: Using Four Key Principles 202 52. Building Skills Through Role Plays: You Have Options 208 53. The Components of Effective Coaching: Observing the Process 218 54. Show But Not Tell: Upping the Stakes 218 Chapter Twelve: Understanding Others 221 55. Avoiding Labels: Interpreting Behavior Objectively 222 56. Be Curious, Not Furious: Five Ways to Understand Others 227 57. Comparing Yourself to Others: Looking for Differences and Similarities 231 58. The Three C's: What Makes People Difficult 234 Chapter Thirteen: Sales and Customer Service 239 59. A Convincing Sales Presentation: Warm-up Practice 240 60. Dissatisfied Customers: How to Win Them Over 243 61. To Consult or Not Consult: Assessing Your Selling Style 248 62. Your Company's Sales Philosophy: How Do You Treat Customers? 251 Chapter Fourteen: Team Building 255 63. The Stages of Team Development: A Card Sorting Activity 256 64. Television Commercial: An Unusual Team-Building Activity 262 65. Creative House Building: An Exercise in Teamwork 264 66. Fishbowl Meeting: Observing Group Process 266 67. Making Paper Cups: Simulating a Learning Organization 269 68. Are You a Team Player? Things Team Players Do 274 69. Paper Airplanes: The Power of Collaboration 278 Chapter Fifteen: Train the Trainer 281 70. Active Vacations: Topics Versus Objectives 282 71. Design Challenges: Planning How to Achieve Training Objectives 286 72. Energizers: Ways to Wake Up or Relax a Training Group 289 73. Has This Ever Happened to You? Making Team Learning Work 292 74. Training Styles: Three Continua 296 75. You Have Many Options: Increasing Your Training Repertoire 298 About the Author 301
Mel Silberman, Ph.D. is former Professor of Adult and Organizational Development at Temple University, where he received?the Great Teacher Award. He is also president of Active Training, Princeton, NJ, a consulting firm that provides courses on active training techniques, interpersonal intelligence, and team facilitation. Dr. Silberman is a graduate of Brandeis University and holds an M.A. and Ph.D. in educational psychology from the University of Chicago. He is the author and editor of over 30 books, including Active Training 2e?(Pfeiffer, 1998), 101 Ways to Make Training Active (Pfeiffer, 1998), and The Consultant's Tool Kit (McGraw-Hill, 2002). He is?a member of American Society of Training and Development's (ASTD)?Hall of Fame, and a regular conference speaker for ASTD and the International Society for Performance Improvement (ISPI).