Most local government leaders understand that in order to move from good to great, everyone must join together, working as a team to deliver seamless service to citizens. This means creating an engaged culture where everyone, no matter age, ethnicity, skill level or gender feels able to provide contributions about their work. This programme reveals the key ingredients that make meetings great and allow individuals to achieve consensus
- 19 Feb 2018
- 08:30 - 17:00
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- AREA, Wellington, New Zealand
- 460.00 (plus GST) Members
- 520.00 (plus GST) Non Members
About this event
Most local government leaders understand that in order to move from good to great, everyone must join together, working as a team to deliver seamless service to citizens. This means creating an engaged culture where everyone, no matter age, ethnicity, skill level or gender feels able to provide contributions about their work. By bridging silos and developing innovative solutions for today and tomorrow’s workplace, citizens are better served and the next generation of leaders is grown.
This can only be accomplished when key leaders learn tangible skills for building consensus and solving problems. This will be more relevant than ever as the New Zealand workforce becomes more diverse and our workplaces become more digitised, screen-based and dispersed. For the last 39 years Drs. Susan and Peter Glaser have been providing organisations with the primary ingredients that fuel successful dialogue, thoughtful engagement, and creative problem solving.
This programme has evolved from three decades of their own published research, and it reveals the key ingredients that make meetings great and allow individuals with very different opinions to achieve consensus from disagreement.
Participants will learn research based skills, protocols, and models to:
- BUILD agreement, coalition, and support from divergent positions.
- AVOID pitfalls that polarise and torpedo creative thinking.
- CREATE a meeting climate free from personal attack, wheel spinning, and negativity.
- FACILITATE meetings that generate involvement from everyone.
- IMPLEMENT a model that keeps comments brief, persuasive and on point.
- APPLY a five-step problem-solving approach that crafts agreements which convert to action.
- BALANCE input from the dominating and quiet people.
- LEARN when and how to use the three decision-making models: Command, Consultive, Consensus.
Presenters
The Glasers
Read ProfileThe Glasers
Peter A. Glaser, Ph.D. and Susan R. Glaser, Ph.D. received their doctorates in Communication from the Pennsylvania State University. Authors of the internationally acclaimed book, Be Quiet, Be Heard: The Paradox of Persuasion, they have been married business partners and co-presenters for four decades. Drs. Glaser have published three books and more than 40 research articles. Their research on transforming organisational culture has received the International Association of Business Communication Research Foundation Award for bridging communication theory and practice. Feature stories have been written about them in Business Week, Newsday, Nation’s Business, National Business Review, Working Woman, Success Magazine, and the Washington Post.
The Glasers joined the faculty of the University of Oregon in 1975. Active consultants since then, their programmes have taken them around the world working with federal, state, and local government leaders throughout the US, New Zealand, Canada, and the U.K., including their ongoing work with the US Congress. They have been featured presenters at the International City/County Managers Association and also at regional local government leadership conferences throughout the U.S. They have also been keynote speakers at the Society of Local Government managers in New Zealand and the Society of Local Authority Chief Executives in Great Britain.
Learn more about the Glasers by visiting theglasers.com.