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Sugerencias Para Llevar a Cabo Reuniones EficacesPCL Módulo 5 Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Objectivas Aprender estrategias para formar grupos de manera que sus reuniones sean eficaz Aprender sobre procesos que se pueden usar para asegurar reuniones efectivas Aprender estrategias que los líderes, y otros, puedan usar para facilitar reuniones efectivas Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Cuestiones Esenciales¿Cuales son las caracteristicass de reuniones eficaz? ¿Que estructuras y procesos pueden usar los grupos para asegurar que sus reuniones sean efectivas? ¿Que destrezas de facilitación pueden usar los líderes, y miembros del grupo, para animar a sus miembros a participar en reuniones eficaz? Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Agenda Generar ideas para llevar a cabo reuniones efectivas: Actividad: “Pensar, Emparejar, Compartir” (15 minutos) Presentación y discusión sobre estrategias para formentar reuniones efectivas (25 minutos) Resolver Problemas en Grupo (20 minutes) Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
This module focuses on ways to organize, structure, and facilitate effective team meetings. To begin the activities associated with this module, have participants think back to their own experiences to recall a time when they have attended a meeting that they considered to be effective. As a way of building the rationale for the activities to follow, ask participants to talk about how effective team meetings contribute to an overall sense of collaboration. Discusión Inicial Piense en una reunion en la que ud. participo recientemente que en su opinion fue efectiva. ¿Como es que reuniones efectivas contribuyen a la colaboración? Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Actividad: Pensar, Emparejar, CompartirThe think, pair, share activity uses three steps to get people to talk about ways to conduct effective meetings. It serves as a way for participants to get to know one another and their perspectives and is an “opener” for the power point that follows. In addition, the activity is one that participants can use later in their own team meetings as a strategy for promoting participation of all team members when a specific topic is being discussed. To being the activity, ask participants to take about 2 minutes to individually list as many ideas as they can about factors that contribute to effective team meetings. They may choose to think about the ideas and/or to write them down. Second, ask participants to form pairs or triads. Give them about 3 minutes to share their ideas with one another and to identify five ideas that they find most critical to effective team meetings. Finally, ask a representative of each pair or triad to share the five ideas with the whole group. As the facilitator, you can model good meeting facilitation by recording these ideas on flip chart paper, a white board, etc. At the conclusion of this whole group sharing, let participants know that in general, effective team meetings have three main characteristics: good structures, good processes, and effective facilitation (or leadership). If possible, show participants how their ideas fall into these categories. This will serve as a lead in to the power point slides that follow and provide more specific ideas in each of the three areas. Individualmente, haga una lista de ideas sobre factores que contribuyen a reuniones efectivas. En pares ó en grupos de 3, intercambien sus ideas y identifiquen cinco ideas que ud. y su pareja/compañero consideran ser las mas importantes en llevar a cabo reuniones de grupos de manera eficaz. Comparta sus ideas con todo el grupo para que empezemos a pensar en sugerencias de como llevar a cabo reuniones efectivas. Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Sugeriencias Para Dirigir Reuniones EfectivasThe slides that follow talk about three ways to create effective team meetings through the ensuring that teams have good structures, productive processes, and effective facilitation. “Structures” refer to the building blocks of teams that define when and how groups will come together to do their work. “Processes” refer to communication and related strategies that help groups organize their work. “Facilitation” refers to the set of skills that a team leader or facilitator needs to have in order to ensure that team structures and processes are used effectively during team meetings to 1)accomplish the team’s tasks and 2) promote relationship building and the participation of all team members. You may choose to ask participants for a show of hands as to whether or not they work with facilitators whom they consider to be effective. It is important to note that team members who are not official facilitators can also help to promote effective facilitation by modeling effective strategies or making suggestions for more effective facilitation. The slides covering the three aspects of effective team meetings should be discussed in about 15 – 20 minutes. If the “Think, Pair, Share” activity generated a lot of ideas from participants that are repeated in the power point slides, feel free to go more quickly through this information. If possible, print slides 6 – 11 as handouts so that participants may take notes. Sugeriencias Para Dirigir Reuniones Efectivas Reuniones Efectivas Necesitan Tener: Buena estructura Buen proceso Buen líderazgo Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Crear Estructuras FuertesIn order to promote effectiveness, collaborative teams need to have good structures that define how they will organize and structure themselves to do their work. Decisions about team structures are best made when teams begin to form, but they may be modified as teams move through the stages of team development. To begin, effective collaborative teams need to have some specific and regular times that they will meet together. This is especially important when teams are beginning to form, as they will need extra time for team members to get to know one another and to discuss basic ground rules and team processes. When team members choose a time to meet, they should be sure that it works for all members’ schedules and that members are going to remain committed to attending meetings at that time. Second, teams need to identify their group norms and purpose. It is critical for new teams to know what their purpose is and what they would like to accomplish. The establishment of group norms provides an opportunity for team members to discuss how they would like to function and communicate with one another. Examples of group norms typically used by collaborative teams include: We will not interrupt one another. We will respect diverse points of view. We may judge ideas, but not people. We will strive for equal participation (e.g., equal talking time for everyone). We will promote creative problem solving and risk taking. We will tell people when we think their ideas are valuable. We will clarify decisions that have been made. We will start and end meetings on time. Teams also need to decide on the processes they will use to work together, including what roles will be used, how agendas and minutes will be used, how decisions will be made, and how they will monitor their progress as a team. Leaders of newly forming teams may need to provide a lot of guidance to the team in order to accomplish all that needs to be done to form an effective team. Finally, teams need to decide what communication systems they will use to convey information when they are not meeting. Examples include phone calls, , written minutes that are distributed following each meeting, etc. Each of these strategies needs to be inclusive and take into account the different language and communication styles of team members. It is critical to note that team decisions need to be made during face-to-face meetings only, while other communication systems may be used to disseminate information. For more information on team structures, see the notes pages for Modules 3 and 4. Crear Estructuras Fuertes Los grupos tienen que decidir como seran estructurados para llevar a cabo su trabajo Decidir la hora precisa para reunirse Identificar las normas y el proposito del grupo Decidir como las reuniones seran dirigidas (e.g., uso de agendas y rols, etc.) Dialogar sobre como las decisiones seran hechas (e.g., consenso, democratamente, etc.) Dialogar sobre come se comunicaran entre reuniones Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Crear Procesos ProductivosThe “productive processes” discussed in this slide are processes that effective teams use to ensure that they can accomplish their goals while promoting positive relationships and a sense of participation among all team members. For more information on the use of agendas and roles, please refer to modules 3 and 4. Although the term “effective” teams sometimes sound synonymous with “efficient” teams, truly effective teams must go beyond efficiency to focus on the “heart” of the team. These teams bring out the importance of trust and caring that allow the team to truly reflect on tasks as well as relationships. It is critical for all team members to use good communication skills and to build in specific time to reflect on strengths and challenges that the team may be encountering. Team members need to feel that they are comfortable enough to talk about individual concerns as well. Crear Procesos Productivos Usar agendas con plazo de tiempo Llegar a un acuerdo antes de tiempo, ó Empezar con una agenda parcial y pedir aporte Si no hay much que hacer, establesca un orden de prioriades y mantengase a su plazo de tiempo Usar rols y compartirlas cuando sea posible Funciones tipicas incluyen: facilitador, registrador, cronometrador El rol del facilitador puede ser compartida, aunque haiga un líder “official” Compartir funciones ayuda a crear el sentido de que todos los miembros son valorados igualmente Encuentrar maneras de desarollar confianza y un sentido de responsabilidad en comun Preste atención al buen uso de las deztresas de comunicación Permita tiempo para procesar y dialogar sobre lo que el grupo esta haciendo bien y lo que necesita mejoras Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Poner Atención al Liderazgo y a la FacilitaciónThe above tips are primarily directed at team facilitators who can help to ensure that teams balance the need to focus on tasks as well as relationships. Teams that primarily focus on accomplishing tasks may get a lot done at the expense of building strong relationships, trust and fun in the team process. Teams that focus only on relationships and process may have members who feel better about one another but who do not get much done. Effective facilitators monitor the degree to which teams are able to achieve this balance and intervene as necessary to help the team find a balance between the two. For example, if the team is too task focused, the facilitator can help team members to check in with one another to see that all team members are being heard and that their ideas are valued. If the team is too focused on process and relationship building, the facilitator can bring team members back to the agenda and to reviews of “to do” lists, timelines, etc. Different teams have different energies and team facilitators can help to speed up or slow down the conversations that occur during meetings. While humor can often be effective in re-focusing a group or in identifying minor conflicts, facilitators need to be careful not to over-use humor, to use humor in ways that others don’t understand, or to sound cynical or demeaning instead of supportive and empathetic. Poner Atención al Liderazgo y a la Facilitación No olvide balanzear la tarea y los aspectos de las relaciones de colaboración Enfocar en completar las tareas y en desarollar buenas relaciones Tratar de descifrar la energia del grupo y adaptarse como sea necesario Utilizar humor -- prudentemente Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Poner Atención al Liderazgo y a la Facilitación (cont’d)A key role of the facilitator is to create a sense of respect and equity among all team members. Effective facilitators need to monitor the contributions being made by each team member. They can encourage members who are less vocal to speak up, and remind talkative members that team participation means listening as well as talking. Team members who talk less than others may need more time to process their ideas. Facilitators can help to address this by using “wait time” before ideas are shared, asking all members to jot their ideas on a piece of paper before sharing them with the whole team, or breaking large teams into small groups when new or more controversial topics are being discussed. When facilitators encounter overly talkative or domineering members, they can remind the team of its group norms related to equal participation, re-direct the conversation to another person or topic, re-direct the team back to its agenda, or invite the participation of others by asking questions such as “Does anyone else have another idea?,” “We’ve heard from a few members, but I’d like to invite those who haven't had a chance to speak to offer their ideas,” etc. Participation can also be threatened by too much conflict. On the one hand, effective facilitators can be helpful in encouraging team members to express varied perspectives on a given topic. On the other hand, facilitators may need to step in when these differences of opinion turn into personal conflicts. For more information on conflict resolution, see Modules 4 and 7. Poner Atención al Liderazgo y a la Facilitación (cont’d) Usar su función para ayudar a desarollar un sentido de igualdad entre todos los miembros Fomentar participación por igual entre todos los miembros Recordarle a los miembros que participatar significa escuchar y tambien hablar Usar su rol para idenficar cuando se estan haciendo decisiones Note la diferencia enre “tiempo para discusión” y “tiempo para decidir” Cuando sea necesario, intervenga y/ó ayude a resolver conflictos Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
Actividad Para Resolver ProblemasAs a closing activity, ask participants to think about times when they have been members of ineffective teams. Ask three or four volunteers to share their situations with the whole group, focusing on what happened and why the situation appeared as a challenge. Have the remaining group members brainstorm alternatives to the situation presented. These may come from participants’ own experiences as well as from applications of the information presented in this module. As a final reflection, ask participants to engage in a “round robin” activity in which you ask people to “go around the room” so that each participant can share his/her perspectives. Remind participants that they have “the right to pass” if they are not comfortable sharing an idea. In addition, you can let participants know that the round robin activity is a good facilitation strategy for encouraging equal participation among group members. Actividad Para Resolver Problemas Piense en alguna(s) occasion cuando las reuniones no han sido eficaz Describir al grupo: Lo que sucedio y porque ud. vio esto como un reto Miembros: De sus propias experiencias y tambien de las discusiones de hoy dia, favor generar alternativas a esas situaciones. Reflexiones Ultimas: ¿Que 2 ó 3 cosas aprendio ud. como resultado de las actividades de hoy? Tips for Leading Effective Meetings ©2008, University of Vermont and PACER Center
TRABAJO EN EQUIPO Para que un equipo sea un equipo…sus miembros dejan su “yo” y lo reemplazan por un “nosotros”.
Diplomado en gestión estratégica del Recurso Humano
Módulo 7 Reclutamiento y conservación de miembros del CAB Manual del instructor.
Modalidad a distancia.
“El desierto de los negocios está cubierto por los huesos de quienes creyeron saberlo todo y dejaron de aprender. De hecho, el liderazgo no se enseña,
ATENCIÓN SOCIOSANITARIA 2º
Semana 1 APRENDIZAJE COLABORATIVO
“EXEMPLARY LEADERSHIP” James M. Kouzes Barry Z. Posner
1 Re-framing Agendas ©2008, University of Vermont and PACER Center Re-Enmarcando las Agendas: De un nivel personal a un nivel político PCL Modulo 8.
Infant/Toddler Reflective Curriculum Planning
Equipo de trabajo eficaz
TRABAJO EN EQUIPO.
exitosas Reuniones por Thais Wilson
EL CONSEJO DE CURSO.
Destrezas para una abogacía eficaz de parte de los padres
“8 Principios de la Gestión Administrativa”
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