1. Marvin Weisbord and Sandra Janoff Leading Meetings that Matter

2. Don’t Just Do Something, Stand There! Ten Principles For Leading Meetings That Matter

3. Marvin Weisbord and Sandra Janoff have led meetings for decades all over the world. They co- direct the Future Search Network, an international non-profit (NGO) dedicated to offering collaborative planning services in any language, any culture, for whatever people can afford. They are co-authors of Future Search: An Action Guide, 2nd Edition (2000). They have trained more than 3000 people in using their principles. They are members of the European Institute for Transnational Studies and the Organization Development Network. Leading Meetings that Matter

4. Marvin Weisbord was a professional consultant with business firms and medical schools from 1969 to 1992. He is a fellow of the World Academy of Productivity Science and for 20 years was a partner in the firm Block Petrella Weisbord, Inc. and a member of NTL Institute for Applied Behavioral Science. He received a Lifetime Achievement Award in 2004 from the Organization Development Network which voted his book Productive Workplaces (1987) among the five most influential books of the past 40 years. He also is author of Organizational Diagnosis (1978), Discovering Common Ground (1992), and Productive Workplaces Revisited (2004). Leading Meetings that Matter

5. Sandra Janoff, a psychologist and consultant, has worked with corporations, government agencies, and communities worldwide on issues of globalization, sustainability, and humane practices. She was a staff member in Tavistock conferences sponsored by Temple University in Philadelphia and The Tavistock Institute of Human Relations in Oxford, England. She also has run training workshops in Systems- Oriented group dynamics. Sandra taught mathematics, physics and chemistry from 1974 to 1984 in an experimental high school and ran workshops in Pennsylvania schools on alternative practices in education. She is co-author with Yvonne Agazarian of "Systems Thinking and Small Groups" for the Comprehensive Textbook of Group Psychotherapy. Her research on the relationship between moral reasoning and legal education was a lead article in the University of Minnesota Law Review. Leading Meetings that Matter

6. What Led Us To This Book Non-stop Change More Diversity Than Ever Leading Meetings that Matter

7. Why People Hate Meetings Wrong People in the Room Not Enough Time Together Bogged Down in Differences Leading Meetings that Matter

8. TEN PRINCIPLES

9. Part One: Leading Meetings 1.Get the Whole System in the Room 2. Control What You Can, Let Go What You Can’t 3. Explore the “Whole Elephant” 4. Let People Be Responsible 5. Find Common Ground 6. Master the Art of Subgrouping Leading Meetings that Matter

10. Part Two: Managing Yourself 7. Make Friends with Anxiety 8. Get Used to Projections 9. Be a Dependable Authority 10. Learn to Say “No” If You Want “Yes” to Mean Something Leading Meetings that Matter

11. Principle #1 Get the Whole System in the Room Leading Meetings that Matter

12. Principle #2 Control What You Can, Let Go What You Can't

13. Principle #3 Explore the Whole elephant Leading Meetings that Matter

14. Principle #4 Let People Be Responsible Leading Meetings that Matter

15. Principle #5 Find Common Ground Leading Meetings that Matter

16. Principle #6 Master the Art of Subgrouping Leading Meetings that Matter

17. Principle #7 Make Friends with Anxiety Leading Meetings that Matter

18. Principle #8 Get Used to Projections Leading Meetings that Matter

19. Principle #9 Be A Dependable Authority Leading Meetings that Matter

20. Principle #10 Learn to Say "No" If you Want "Yes" to Mean Something Leading Meetings that Matter

21. Changing the World One Meeting at a Time Leading Meetings that Matter

22. Thank you for joining us! Contact the authors: mweisbord@futuresearch.net sjanoff@futuresearch.net www.futuresearch.net Leading Meetings that Matter