1 / 35

Functional Meetings? Vs. Dysfunctional Meetings?

Functional Meetings? Vs. Dysfunctional Meetings?. Purpose of meetings Action/Outcome. Communicate Administrate Decide. Really Effective Meetings:. Process Problem Solving. Implement/Natural Fit:. Maximize Current Expertise Maximize Current Structure. An Ideal Problem Solving Meeting?.

hogan
Télécharger la présentation

Functional Meetings? Vs. Dysfunctional Meetings?

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Functional Meetings?Vs.Dysfunctional Meetings?

  2. Purpose of meetingsAction/Outcome • Communicate • Administrate • Decide

  3. Really Effective Meetings: • Process • Problem Solving

  4. Implement/Natural Fit: • Maximize Current Expertise • Maximize Current Structure

  5. An Ideal Problem Solving Meeting?

  6. INFRASTRUCTURE • MEETING MECHANICS: • DEVELOP AND PROTECT THE IDEA • A B C PARADIGM: • ORGANIZE THE IDEA • LEARNING HIERARCHY: • PERSONALIZE THE IDEA • TEAM PROCESS: • IMPLEMENT THE IDEA

  7. MEETING MECHANICS: Develop and Protect the Idea Assign Responsibilities Problem Identification Implementation Variables Problem Specification Brainstorm Cluster/ Prioritize

  8. MEETING MECHANICS Problem Identification Assign Responsibilities Open Ended Group Developed Perspectives Considered Gaining Consensus Problem Specification Implementation Variables Brainstorm Cluster/ Prioritize

  9. MEETING MECHANICS Problem Identification Assign Responsibilities Behavioral Strategies Operational DefinitionsData Analysis Antecedent Variables Problem Specification Implementation Variables Brainstorm Cluster/ Prioritize

  10. MEETING MECHANICS Problem Identification True Brainstorm Strategies Time Frame / Facilitator Board Driven ALL Ideas are Good Ideas Channeling / Democratize Do not Over-Explain, Defend, Convince Assign Responsibilities Problem Specification Implementation Variables Brainstorm Cluster/ Prioritize

  11. MEETING MECHANICS Problem Identification Assign Responsibilities Clarify Ideas Cluster Similar Ideas Idea Dependency Prioritize Ideas Through Sequencing Problem Specification Implementation Variables Brainstorm Cluster/ Prioritize

  12. MEETING MECHANICS Problem Identification Assign Responsibilities Problem Specification Implementation Variables Resources Needed Overcoming Restraining Variables Brainstorm Cluster/ Prioritize

  13. A Bugs Life – Restraining Variables VIDEO

  14. MEETING MECHANICS Problem Identification Assign Responsibilities Problem Specification Implementation Variables Team Process Role and Functions Academic, Behavior, Social Brainstorm Cluster/ Prioritize

  15. Problem Specification Cluster Prioritize Assign Responsibilities Path of least Resistance (Default) Brainstorm Implementation Variables Problem Identification

  16. MEETING MECHANICS: Child Study Team Assign Responsibilities Background Information Implementation Variables Specific Concern Brainstorm Pros/ Cons

  17. Meeting MechanicsA B C Paradigm A B C Antecedent Behavior Consequence Before Prevent Teach Specify Select Agree Limitations of Consequation

  18. Terry Tate VIDEO

  19. INFRASTRUCTURE MEETING MECHANICS Problem Identification Problem Specification Brainstorm Cluster/Prioritize Implementation Variables Assign Responsibilities A B C PARADIGM A B C Antecedent Behavior Consequence

  20. INFRASTRUCTURE MEETING MECHANICS Problem Identification Problem Specification Brainstorm Cluster/Prioritize Implementation Variables Assign Responsibilities A B C PARADIGM A B C Antecedent Behavior Consequence What is the problem/behavior? Operationalize Definition

  21. INFRASTRUCTURE MEETING MECHANICS Problem Identification Problem Specification Brainstorm Cluster/Prioritize Implementation Variables Assign Responsibilities A B C PARADIGM A B C Antecedent Behavior Consequence Antecedent Analysis / Assessment What is the problem/behavior? Operationalize Definition Strategies: Preventative Proactive Instructional

  22. EXAMPLE A B C Paradigm:Drew A B C Antecedent Behavior Consequence Pre Academic Skills Sort by color/shape/size Match Sight Words Patterning Computer-can manipulate Mouse Match words Match letters Trace with highlighter Puzzle w/ high motivation Fine motor – Lite Brite Pegs / Pattern Children invite him to play: some desire for interaction Down Time Disconnected from Activities No independent skills Adult Dependent Sequence skills Order / Predictability Visual Supports Motivators Oral motor-chewing on tubes Unifix Cubes Likes Food Video-Thomas / Wiggles Out of Seat Clean-Up Transition Yelling

  23. Apollo 13 VIDEO

  24. EXAMPLE A B C Paradigm:Drew A B C Antecedent Behavior Consequence Break Cards Sensory diet Visual schedule / Transition strategy Place for all his things Parent Communication Blocks (unifix cubes) Extra computer Academic modifications Warning card Bathroom break Social plan – peer to peer Cooking Drums Imitator Tactile – deep pressure Out of Seat Clean-Up Transition Yelling

  25. Introduction to Team Problem Solving VIDEO

  26. Team Problem Solving Approach VIDEO

  27. INFRASTRUCTURE MEETING MECHANICS Problem Identification Problem Specification Brainstorm Cluster/Prioritize Implementation Variables Assign Responsibilities A B C PARADIGM A B C Antecedent Behavior Consequence Antecedent Analysis / Assessment What is the problem/behavior? Operationalize Definition Strategies: Preventative Proactive Instructional Implementation Variables

  28. LEARNING HIERARCHY: Personalize the Idea GENERALIZATION PROFICIENCY practice ACCURACY SPEED FLUENCY teaching AQUISITION

  29. EXAMPLE A B C Paradigm:Drew A B C Antecedent Behavior Consequence Break Cards Sensory diet Visual schedule / Transition strategy Place for all his things Parent Communication Blocks (unifix cubes) Extra computer Academic modifications Warning card Bathroom break Social plan – peer to peer Cooking Drums Imitator Tactile – deep pressure Out of Seat Clean-Up Transition Yelling

  30. INFRASTRUCTURE LEARNING HIERARCHY INDIVIDUALIZE Generalization Proficiency Fluency Acquisition MEETING MECHANICS Problem Identification Problem Specification Brainstorm Cluster/Prioritize Implementation Variables Assign Responsibilities A B C PARADIGM A B C Antecedent Behavior Consequence Behavior Identification / Specification Assessment / Analysis Strategy Development Assign Responsibilities

  31. TEAM PROCESS: Implement the Idea BEHAVIOR Caseload Teacher AND Psychologist SOCIAL Caseload Teacher AND Social Worker ACADEMIC Caseload Teacher AND SLP

  32. INFRASTRUCTURE MEETING MECHANICS Problem Identification Problem Specification Brainstorm Cluster/Prioritize Implementation Variables Assign Responsibilities A B C PARADIGM A B C Antecedent Behavior Consequence LEARNING HIERARCHY Generalization Proficiency Fluency Acquisition TEAM PROCESS Behavior Identification / Specification Behavior Change Sequence Assessment / Analysis Strategy Development SOCIAL Caseload Teacher AND Social Worker BEHAVIOR Caseload Teacher AND Psychologist ACADEMIC Caseload Teacher AND SLP

  33. INFRASTRUCTURE • MEETING MECHANICS: • DEVELOP AND PROTECT THE IDEA • A B C PARADIGM: • ORGANIZE THE IDEA • LEARNING HIERARCHY: • PERSONALIZE THE IDEA • TEAM PROCESS: • IMPLEMENT THE IDEA

  34. INFRASTRUCTUREGuiding Principles • Open ended formats • Stimulus statements for focus • Developing the best idea in the room • Democratize the process • Enhance implementation possibilities • Rotate roles

  35. 10 Commandments of Meetings

More Related