Don't Just Do Something, Stand There!

Ten Principles for Leading Meetings that Matter

Marvin Weisbord (Author) | Sandra Janoff (Author)

Publication date: 07/16/2007

Don't Just Do Something, Stand There!
Presents often contrarian insights into how to design meetings that actually accomplish something Filled with case examples and exercises Draws on the authors' decades of experience working with businesses, nonprofits, and government agencies worldwide This practical guide details ten key principles that will profoundly change the way you think about, organize, and lead the meetings that matter most. Rather than trying to change anyone's behavior, Weisbord and Janoff show you how to change the conditions under which people interact. By doing less, you help others do more. With examples from around the world, and practical tips and exercises in every chapter, Don't Just Do Something, Stand There! gives you many new techniques for helping people discover common ground, make productive use of dissension, and take responsibility for action.
  • Presents often contrarian insights into how to design meetings that actually accomplish something
  • Filled with case examples and exercises
  • Draws on the authors' decades of experience working with businesses, nonprofits, and government agencies worldwide

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Book Details
Overview
Presents often contrarian insights into how to design meetings that actually accomplish something Filled with case examples and exercises Draws on the authors' decades of experience working with businesses, nonprofits, and government agencies worldwide This practical guide details ten key principles that will profoundly change the way you think about, organize, and lead the meetings that matter most. Rather than trying to change anyone's behavior, Weisbord and Janoff show you how to change the conditions under which people interact. By doing less, you help others do more. With examples from around the world, and practical tips and exercises in every chapter, Don't Just Do Something, Stand There! gives you many new techniques for helping people discover common ground, make productive use of dissension, and take responsibility for action.
  • Presents often contrarian insights into how to design meetings that actually accomplish something
  • Filled with case examples and exercises
  • Draws on the authors' decades of experience working with businesses, nonprofits, and government agencies worldwide
About the Authors
Excerpt

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