The document outlines a rubric for evaluating collaborative planning sessions among teachers with categories and criteria for a score of 1-4. A score of 4 indicates the session fully met all criteria within a category, such as adhering to the scheduled time, having all materials readily available, and ensuring all topics were addressed. A score of 1 means the session did not meet the criteria within a category. The rubric includes 14 categories for evaluating aspects of the planning session like facilitation, leadership, participation, and keeping of session notes.
This document discusses crisis management solutions for project management. It begins with definitions of crisis management and conflict resolution, noting that the latter involves finding root causes of gaps that create conflicts. Common root causes are flaws in planning, priorities, resource management, financial control, emphasis on technical over management aspects, personalities, cultures, communication and understanding of management systems. Solutions proposed include improving planning, defining priorities, comprehensive resource scheduling, financial training, management training, workshops to facilitate relationships, and communication planning. Mitigating measures include understanding personalities, encouraging open communication, preparing for cultural differences, and culture awareness training.
This document provides guidelines for effectively managing meetings in the workplace. It discusses why people find meetings challenging, such as the wrong people attending, short notice, and meetings running too long. It then offers guidelines for running efficient meetings, including having a clear purpose, agenda, and timelines. A useful meeting template is also provided with sections for input, output, decisions, actions, and deadlines. Finally, the document discusses how effective governance of meetings can be incorporated into corporate culture through defined roles, types of meetings, and procedures like setting agendas, quorums, and reporting.
The document discusses achieving success through the review process. It has two main aims: to provide an understanding of the review process and to introduce the SMART approach to objective setting. The review process benefits both individuals and the university by clarifying expectations, improving communication, and celebrating successes. It also discusses different levels of objectives, the annual review cycle, roles and responsibilities, examples of SMART objectives, receiving feedback, and types of development.
The document discusses board recruitment and orientation for nonprofits. It provides an overview of organizational effectiveness and the importance of board recruitment and orientation. It also lists resources for nonprofits and outlines steps for board recruitment, orientation, and ensuring board effectiveness through assessment and training. The goal is to introduce the key components of recruiting and onboarding board members and improving overall board functioning.
This document discusses criteria for evaluating an online course management system's registration process. It lists 8 criteria: ease of registration; a pre-scheduled timetable; availability of course information for students; clarity of login/logout issues; availability of password restoration; allowing students to observe without participating; advertising related courses; and providing full instructor/facilitator information. The document appears to be collecting agreement or disagreement with the importance of these criteria.
The document presents an evaluation rubric for leadership skills with 10 criteria: teambuilding, discipline, time management, communication skills, balanced thinking, interpersonal relations, flexibility in attitude, intellect, goal orientation, and risk management. Each criterion is rated on a scale from exceptional to effective to acceptable to unsatisfactory based on clearly described behaviors.
This document provides a scoring rubric to evaluate logic models at three levels: Beginner, Developing, and Accomplished. At the Beginner level, a problem or need is identified but not quantified. At the Developing level, the problem or need is more clearly defined and related to the target population. At the Accomplished level, clear data is used to establish the degree of impact on the target population. Similarly, the rubric evaluates solutions, indicators of success, and targets for change at each level based on the use of evidence and data to support the logic model.
The document is a rubric for evaluating time management skills. It contains 10 criteria rated on a scale from 1 (Novice) to 4 (Expert): maintaining focus on goals and plans, setting clear expectations, having an effective planning system, scheduling regular meetings, follow-up systems, delegation, classroom supervision, preventing crises, work-life balance, and self-assessment. Someone scoring at the Expert level demonstrates strong skills in all areas, while a Novice struggles with focus, organization, delegation and allows crises to disrupt their work.
This document discusses crisis management solutions for project management. It begins with definitions of crisis management and conflict resolution, noting that the latter involves finding root causes of gaps that create conflicts. Common root causes are flaws in planning, priorities, resource management, financial control, emphasis on technical over management aspects, personalities, cultures, communication and understanding of management systems. Solutions proposed include improving planning, defining priorities, comprehensive resource scheduling, financial training, management training, workshops to facilitate relationships, and communication planning. Mitigating measures include understanding personalities, encouraging open communication, preparing for cultural differences, and culture awareness training.
This document provides guidelines for effectively managing meetings in the workplace. It discusses why people find meetings challenging, such as the wrong people attending, short notice, and meetings running too long. It then offers guidelines for running efficient meetings, including having a clear purpose, agenda, and timelines. A useful meeting template is also provided with sections for input, output, decisions, actions, and deadlines. Finally, the document discusses how effective governance of meetings can be incorporated into corporate culture through defined roles, types of meetings, and procedures like setting agendas, quorums, and reporting.
The document discusses achieving success through the review process. It has two main aims: to provide an understanding of the review process and to introduce the SMART approach to objective setting. The review process benefits both individuals and the university by clarifying expectations, improving communication, and celebrating successes. It also discusses different levels of objectives, the annual review cycle, roles and responsibilities, examples of SMART objectives, receiving feedback, and types of development.
The document discusses board recruitment and orientation for nonprofits. It provides an overview of organizational effectiveness and the importance of board recruitment and orientation. It also lists resources for nonprofits and outlines steps for board recruitment, orientation, and ensuring board effectiveness through assessment and training. The goal is to introduce the key components of recruiting and onboarding board members and improving overall board functioning.
This document discusses criteria for evaluating an online course management system's registration process. It lists 8 criteria: ease of registration; a pre-scheduled timetable; availability of course information for students; clarity of login/logout issues; availability of password restoration; allowing students to observe without participating; advertising related courses; and providing full instructor/facilitator information. The document appears to be collecting agreement or disagreement with the importance of these criteria.
The document presents an evaluation rubric for leadership skills with 10 criteria: teambuilding, discipline, time management, communication skills, balanced thinking, interpersonal relations, flexibility in attitude, intellect, goal orientation, and risk management. Each criterion is rated on a scale from exceptional to effective to acceptable to unsatisfactory based on clearly described behaviors.
This document provides a scoring rubric to evaluate logic models at three levels: Beginner, Developing, and Accomplished. At the Beginner level, a problem or need is identified but not quantified. At the Developing level, the problem or need is more clearly defined and related to the target population. At the Accomplished level, clear data is used to establish the degree of impact on the target population. Similarly, the rubric evaluates solutions, indicators of success, and targets for change at each level based on the use of evidence and data to support the logic model.
The document is a rubric for evaluating time management skills. It contains 10 criteria rated on a scale from 1 (Novice) to 4 (Expert): maintaining focus on goals and plans, setting clear expectations, having an effective planning system, scheduling regular meetings, follow-up systems, delegation, classroom supervision, preventing crises, work-life balance, and self-assessment. Someone scoring at the Expert level demonstrates strong skills in all areas, while a Novice struggles with focus, organization, delegation and allows crises to disrupt their work.
A facilitator's role is to ensure an effective process, not contribute directly to the task or lead the team. A facilitator sets the agenda, ensures a plan is made to complete the task, and observes team behavior to provide feedback. In contrast, a team leader directly contributes to achieving the task, supports individuals, and participates in reviewing the meeting outcomes. A facilitator manages the process, while a team leader leads the team.
This rubric outlines four levels of proficiency for the learning expectation of being a collaborative worker. Level 4 is proficient with distinction, level 3 is proficient, level 2 is partially proficient, and level 1 is substantially below proficient. The rubric evaluates focus on the task, dependability and shared responsibility, listening, questioning and discussing, and group/partner teamwork. For each category, it describes the behaviors expected at each proficiency level.
The document outlines the steps in the transition process from one leadership team to the next in AIESEC. It discusses preparing both the outgoing and incoming teams. The outgoing team prepares by setting objectives and defining responsibilities. They help the incoming team by involving them and preparing them personally and professionally. The transition culminates with the delivery phase where knowledge and information is passed from the outgoing to incoming team through various methods like meetings and materials. The goal is a successful leadership transition that continues the work of AIESEC.
Group Exercise_Best Practices for Meetingsdaniel_hart
I developed this exercise for a technical writing class. It helped students work together and was an excellent introduction to best practices for meetings.
Here is a suggested teacher script to guide students through the facilitated WebQuest on cyberbullying:
Begin the discussion by asking students what they think cyberbullying is and if they feel many people their age are affected by it. After a few responses, introduce the first video and play it. Ask students to watch closely and be prepared to discuss what they observed.
Play the first video. After it finishes, have a brief discussion about the scenarios depicted and what constitutes cyberbullying based on the video. Then introduce the second video and play it, asking students to again watch closely.
Play the second video. Lead a discussion about what additional insights students gained from this video regarding cyberbullying behaviors and impacts. Ask if any
The Debate in the Neighbourhood mentor training programme provides all of the material that you need to begin exploring debate with teaching staff and youth workers in your institution or youth group.
This document provides information about effective meeting skills. It defines a meeting as intended communication between people to make decisions together and check their execution. It outlines meeting objectives, roles, and processes.
The key points are:
1. A meeting aims to discuss topics for information, discussion, and decision-making using a UDDI model with phases for understanding, design, decision-making, and implementation.
2. Meeting roles include the chairperson who prepares and leads discussion, the secretary who handles logistics, and participants who contribute constructively.
3. Effective meetings have clear objectives, follow rules for discussion and decision-making, and produce action items to implement decisions.
The Work-Out - solve your business issuesSteven Tseng
The document outlines the GE Work-Out process, which addresses organizational problems through small cross-functional groups. It describes the roles of leaders, facilitators, and participants. Leaders sponsor and champion the Work-Out, selecting a focus area. Facilitators prepare the teams and run the session. Participants generate and present recommendations to leaders at a Town Meeting. If approved, participants implement the ideas. The three-stage process includes planning the Work-Out event, conducting the event, and implementing approved recommendations.
This document outlines a rubric for evaluating student contributions and participation in a group project. It includes categories for contributions, problem-solving, attitude, focus, instructional goals and objectives, instructional strategies, assessment methods, reading activities, listening activities, organization, word choice and grammar usage, and mechanics. The rubric provides ratings from 1 to 4, with 4 being the highest or most positive rating.
Purpose-Driven Meeting Design and Facilitation for Stakeholder Engagementghpc
The Georgia Health Policy Center presented this poster at the HIA of the Americas Conference in Oakland, CA in October 2011.
Stakeholder engagement is crucial to Health Impact Assessments (HIA). Valuable information for each step of HIA can be obtained through stakeholder meetings
and important relationships can be developed among diverse participants. For stakeholder engagement to be most effective, meetings should utilize adult
learning principles to enhance varied learning styles and an active information exchange.
This document provides an overview of protocols for professional conversations and how they can be used. It defines protocols as structured guides for conversations that help focus discussions and deepen understanding. Several specific protocols are described, including the microlab protocol for examining questions in small groups, the tuning protocol for analyzing student or adult work, and the consultancy protocol for exploring dilemmas. The document emphasizes that protocols provide routines to support reflective, equitable conversations among educators and allocate time for essential professional discussions about teaching and learning. When used appropriately, protocols can enhance clarity, safety, equity and learning in professional interactions.
This document provides an overview of protocols for professional conversations and how they can be used. It defines protocols as structured guides for conversations that help focus discussions and deepen understanding. Several specific protocols are described, including the microlab protocol for examining questions in small groups, the tuning protocol for analyzing student or adult work, and the consultancy protocol for exploring dilemmas. The document emphasizes that protocols provide routines to support reflective, equitable conversations among educators and allocate time for essential discussions about teaching and learning. When used appropriately, protocols can enhance clarity, safety, equity and learning in professional interactions.
This guide provides materials for conducting monitoring and evaluation training sessions ranging from 1.5 hours to 2 days, including session agendas, exercises, and instructions for facilitators. It offers guidance on preparing for and adapting the training sessions to meet participant needs. The materials are meant to help trainers and participants better understand the concepts of monitoring and evaluation in the UNDP results framework.
The document outlines an agenda for a facilitation skills training program. The program will cover understanding the roles and responsibilities of facilitators, learning basic facilitation skills, and techniques over its 5 modules taking place from 8:30am to 5pm. It includes breaks and details the topics to be covered in each module including getting started, basic responsibilities, facilitation maps, and techniques with conclusions.
The document outlines an agenda for a training on facilitation skills. It includes the following:
- Learning objectives around understanding the roles and responsibilities of facilitators as well as basic facilitation skills and structure.
- A detailed timetable outlining sessions on getting started, basic responsibilities of facilitators, basic facilitation map, facilitation techniques, and conclusion.
- An overview of the modules including getting started, basic responsibilities, basic facilitation map, and basic facilitation techniques.
1. The document discusses utilizing a model for organizational change to implement a performance management system at the University of the Free State (UFS) over three cycles.
2. The first cycle involved identifying work environment factors through discussions. The second cycle facilitated development of performance plans for top management to ensure commitment. The third cycle provided training to staff on completing performance plans.
3. Results showed improved understanding of performance management and an 85% completion rate for performance plans after the training. Lessons learned included the importance of driving change from those most affected and ensuring policies support performance management outcomes.
This document provides an overview of protocols for professional conversations. It begins by defining protocols as structured guides for conversations. It then discusses how protocols can help deepen understanding of teaching and learning, as well as improve skills and focus when working with students and colleagues. Several specific protocols are described, including the Microlab Protocol, Tuning Protocol, and Consultancy Protocol. The document outlines features of effective protocols and challenges to using them well. It emphasizes that protocols are tools to support learning, not replace the work itself, and benefit from practice over time.
This document provides a checklist and guidelines for a challenge-based learning project focused on increasing interest in math and science. It outlines roles for group members, including a product manager, public relations director, media specialist, documentarian, researcher, and social media director. A timeline is presented dividing the project into stages for establishing a foundation, setting guiding questions and activities, identifying solutions, implementing solutions, and publishing results. Assessment criteria are also defined in a rubric covering the big idea, essential question, challenge, guiding questions and activities, solution, implementation, evaluation, reflection, and use of guiding questions and resources.
A facilitator's role is to ensure an effective process, not contribute directly to the task or lead the team. A facilitator sets the agenda, ensures a plan is made to complete the task, and observes team behavior to provide feedback. In contrast, a team leader directly contributes to achieving the task, supports individuals, and participates in reviewing the meeting outcomes. A facilitator manages the process, while a team leader leads the team.
This rubric outlines four levels of proficiency for the learning expectation of being a collaborative worker. Level 4 is proficient with distinction, level 3 is proficient, level 2 is partially proficient, and level 1 is substantially below proficient. The rubric evaluates focus on the task, dependability and shared responsibility, listening, questioning and discussing, and group/partner teamwork. For each category, it describes the behaviors expected at each proficiency level.
The document outlines the steps in the transition process from one leadership team to the next in AIESEC. It discusses preparing both the outgoing and incoming teams. The outgoing team prepares by setting objectives and defining responsibilities. They help the incoming team by involving them and preparing them personally and professionally. The transition culminates with the delivery phase where knowledge and information is passed from the outgoing to incoming team through various methods like meetings and materials. The goal is a successful leadership transition that continues the work of AIESEC.
Group Exercise_Best Practices for Meetingsdaniel_hart
I developed this exercise for a technical writing class. It helped students work together and was an excellent introduction to best practices for meetings.
Here is a suggested teacher script to guide students through the facilitated WebQuest on cyberbullying:
Begin the discussion by asking students what they think cyberbullying is and if they feel many people their age are affected by it. After a few responses, introduce the first video and play it. Ask students to watch closely and be prepared to discuss what they observed.
Play the first video. After it finishes, have a brief discussion about the scenarios depicted and what constitutes cyberbullying based on the video. Then introduce the second video and play it, asking students to again watch closely.
Play the second video. Lead a discussion about what additional insights students gained from this video regarding cyberbullying behaviors and impacts. Ask if any
The Debate in the Neighbourhood mentor training programme provides all of the material that you need to begin exploring debate with teaching staff and youth workers in your institution or youth group.
This document provides information about effective meeting skills. It defines a meeting as intended communication between people to make decisions together and check their execution. It outlines meeting objectives, roles, and processes.
The key points are:
1. A meeting aims to discuss topics for information, discussion, and decision-making using a UDDI model with phases for understanding, design, decision-making, and implementation.
2. Meeting roles include the chairperson who prepares and leads discussion, the secretary who handles logistics, and participants who contribute constructively.
3. Effective meetings have clear objectives, follow rules for discussion and decision-making, and produce action items to implement decisions.
The Work-Out - solve your business issuesSteven Tseng
The document outlines the GE Work-Out process, which addresses organizational problems through small cross-functional groups. It describes the roles of leaders, facilitators, and participants. Leaders sponsor and champion the Work-Out, selecting a focus area. Facilitators prepare the teams and run the session. Participants generate and present recommendations to leaders at a Town Meeting. If approved, participants implement the ideas. The three-stage process includes planning the Work-Out event, conducting the event, and implementing approved recommendations.
This document outlines a rubric for evaluating student contributions and participation in a group project. It includes categories for contributions, problem-solving, attitude, focus, instructional goals and objectives, instructional strategies, assessment methods, reading activities, listening activities, organization, word choice and grammar usage, and mechanics. The rubric provides ratings from 1 to 4, with 4 being the highest or most positive rating.
Purpose-Driven Meeting Design and Facilitation for Stakeholder Engagementghpc
The Georgia Health Policy Center presented this poster at the HIA of the Americas Conference in Oakland, CA in October 2011.
Stakeholder engagement is crucial to Health Impact Assessments (HIA). Valuable information for each step of HIA can be obtained through stakeholder meetings
and important relationships can be developed among diverse participants. For stakeholder engagement to be most effective, meetings should utilize adult
learning principles to enhance varied learning styles and an active information exchange.
This document provides an overview of protocols for professional conversations and how they can be used. It defines protocols as structured guides for conversations that help focus discussions and deepen understanding. Several specific protocols are described, including the microlab protocol for examining questions in small groups, the tuning protocol for analyzing student or adult work, and the consultancy protocol for exploring dilemmas. The document emphasizes that protocols provide routines to support reflective, equitable conversations among educators and allocate time for essential professional discussions about teaching and learning. When used appropriately, protocols can enhance clarity, safety, equity and learning in professional interactions.
This document provides an overview of protocols for professional conversations and how they can be used. It defines protocols as structured guides for conversations that help focus discussions and deepen understanding. Several specific protocols are described, including the microlab protocol for examining questions in small groups, the tuning protocol for analyzing student or adult work, and the consultancy protocol for exploring dilemmas. The document emphasizes that protocols provide routines to support reflective, equitable conversations among educators and allocate time for essential discussions about teaching and learning. When used appropriately, protocols can enhance clarity, safety, equity and learning in professional interactions.
This guide provides materials for conducting monitoring and evaluation training sessions ranging from 1.5 hours to 2 days, including session agendas, exercises, and instructions for facilitators. It offers guidance on preparing for and adapting the training sessions to meet participant needs. The materials are meant to help trainers and participants better understand the concepts of monitoring and evaluation in the UNDP results framework.
The document outlines an agenda for a facilitation skills training program. The program will cover understanding the roles and responsibilities of facilitators, learning basic facilitation skills, and techniques over its 5 modules taking place from 8:30am to 5pm. It includes breaks and details the topics to be covered in each module including getting started, basic responsibilities, facilitation maps, and techniques with conclusions.
The document outlines an agenda for a training on facilitation skills. It includes the following:
- Learning objectives around understanding the roles and responsibilities of facilitators as well as basic facilitation skills and structure.
- A detailed timetable outlining sessions on getting started, basic responsibilities of facilitators, basic facilitation map, facilitation techniques, and conclusion.
- An overview of the modules including getting started, basic responsibilities, basic facilitation map, and basic facilitation techniques.
1. The document discusses utilizing a model for organizational change to implement a performance management system at the University of the Free State (UFS) over three cycles.
2. The first cycle involved identifying work environment factors through discussions. The second cycle facilitated development of performance plans for top management to ensure commitment. The third cycle provided training to staff on completing performance plans.
3. Results showed improved understanding of performance management and an 85% completion rate for performance plans after the training. Lessons learned included the importance of driving change from those most affected and ensuring policies support performance management outcomes.
This document provides an overview of protocols for professional conversations. It begins by defining protocols as structured guides for conversations. It then discusses how protocols can help deepen understanding of teaching and learning, as well as improve skills and focus when working with students and colleagues. Several specific protocols are described, including the Microlab Protocol, Tuning Protocol, and Consultancy Protocol. The document outlines features of effective protocols and challenges to using them well. It emphasizes that protocols are tools to support learning, not replace the work itself, and benefit from practice over time.
This document provides a checklist and guidelines for a challenge-based learning project focused on increasing interest in math and science. It outlines roles for group members, including a product manager, public relations director, media specialist, documentarian, researcher, and social media director. A timeline is presented dividing the project into stages for establishing a foundation, setting guiding questions and activities, identifying solutions, implementing solutions, and publishing results. Assessment criteria are also defined in a rubric covering the big idea, essential question, challenge, guiding questions and activities, solution, implementation, evaluation, reflection, and use of guiding questions and resources.
1. Rubric for Collaborative Planning Teaching
4 3 2 1
Time Session adheres to all Session adheres to Session adheres to Session does not
of the items on the most of the items on some of the items on adhere to planned
planned schedule the planned schedule the planned schedule schedule.
including beginning including beginning including beginning
and ending on time. and ending on time. and ending on time.
Materials All materials are Most materials are Some of the materials Materials are not
readily available. readily available. are readily available. readily available.
Facilitation
The collaborative The collaborative The collaborative The collaborative
session leader ensures session leader ensures session leader ensures session leader does
that all topics are that most topics are that some topics are not ensure that topics
addressed. addressed. addressed. are addressed.
Leadership All participants are Most participants are Some of the Participants are not
included in the included in the participants are included in the
for discussion. discussion. included in the discussion.
discussion.
Collaboration
Participation A collaborative spirit Most participants Some of the The planning process
exists with all contribute in the participants contribute is dominated by one
participants planning process. in the planning or more participants.
contributing to the process.
process.
Communication All participants are Most of the Some of the The meeting details,
notified about participants are participants are including time,
meeting details, notified about notified about location, and purpose
including time, meeting details, meeting details, are not
location, and purpose. including time, including time, communicated.
location, and purpose. location, and purpose.
Roles/ Clear assignments for Clear assignments for Clear assignments for No clear assignments
Responsibilities all responsibilities are most responsibilities some of the for responsibilities are
made. are made. responsibilities are made.
made.
On Task The entire session is Most of the session is Very little time is The entire session is
dedicated to dedicated to spent on curriculum dedicated to
curriculum planning curriculum planning planning with most of administrative or
with no time devoted with a minimum the time devoted to management tasks
to administrative or amount of time administrative or (reports, etc.)
management tasks devoted to management tasks.
(reports, etc.) administrative or
management tasks
(reports, etc.)
Evaluation Participants discuss Participants discuss Participants discuss Participants do not
and evaluate recent and evaluate most of collaborative discuss or evaluate
collaborative the recent instruction, noting previous collaborative
Of instruction and collaborative successes and failures. instruction.
suggest strategies for instruction, noting
Collaborative
improvement. successes and failures.
Instruction
Personnel All necessary persons Grade level or Grade level or Not all grade level or
participate, including departmental teachers departmental teachers departmental teachers
administrator, grade meet with media plan together without plan together and
level or department coordinator and media coordinator or other teachers had
teachers, media technology specialist, technology specialist little or no knowledge
coordinator, with reports of and administrators, of the session.
technology facilitator, discussions provided and other teachers had
2. and resource/special to administrators and little or no knowledge
teachers. resource/special of the session.
teachers.
Record Session notes are Session notes provide Session notes provide No session notes are
detailed and include a a summary. some details of the recorded.
Keeping summary. meeting.