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<title>Groupsmith</title>

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<copyright>Copyright 2008 Groupsmith</copyright>
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<atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="self" type="application/rss+xml" href="http://feeds.feedburner.com/Groupsmithrssfeed" /><feedburner:info xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0" uri="groupsmithrssfeed" /><atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="hub" href="http://pubsubhubbub.appspot.com/" /><feedburner:emailServiceId xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0">Groupsmithrssfeed</feedburner:emailServiceId><feedburner:feedburnerHostname xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0">http://feedburner.google.com</feedburner:feedburnerHostname><item><title><![CDATA[Are you an emerging OD pracitioner?]]></title>
<pubDate>Fri, 11 Jan 2013 16:20:07 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/resources/are-you-an-emerging-od-pracitioner.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/resources/are-you-an-emerging-od-pracitioner.html]]></guid>
<description><![CDATA[ Are you an emerging OD practioner?
Over the years, I&rsquo;ve had countless lunches and coffee meetings with folks who are interested in becoming organization development professionals. Some are interested in advice in choosing a graduate program, others are interested in making mid-career change, and still others are freshly-minted OD graduates. Much as I try to help, there is too much to share  &nbsp;<a href="http://www.groupsmith.com/resources/are-you-an-emerging-od-pracitioner.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[Dangerous Decisions white paper]]></title>
<pubDate>Wed, 30 Nov 2011 15:11:27 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/resources/dangerous-decisions-white-paper.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/resources/dangerous-decisions-white-paper.html]]></guid>
<description><![CDATA[ Dangerous Decisions white paper
Here is how to involve people in decision making. People regularly complain about how decisions are handled&mdash;even if they agree with the decision itself. This white paper lays out my Dangerous Decisions model, which shows you how to run decision making so that you can make decisions on-time, reduce resistance, and eliminate resentment.
&nbsp; &nbsp;<a href="http://www.groupsmith.com/resources/dangerous-decisions-white-paper.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[Interest-based bargaining introduction]]></title>
<pubDate>Wed, 30 Nov 2011 14:59:00 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/resources/interestbased-bargaining-introduction.html]]></link>
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<description><![CDATA[ Interest-based bargaining
Here is a brief white paper on interest-based bargaining I wrote in November 2011 for the HR Advisor column on the Municipal Research and Services Center website.
&nbsp; &nbsp;<a href="http://www.groupsmith.com/resources/interestbased-bargaining-introduction.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[Traps of the influence leader]]></title>
<pubDate>Tue, 25 Jan 2011 13:33:21 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/resources/traps-of-the-influence-leader.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/resources/traps-of-the-influence-leader.html]]></guid>
<description><![CDATA[ Six common traps of influence leaders. This packet is for my presentation to 2011 Symposium, a conference on 8 February 2011 hosted by the Lake Washington Human Resource Association (LWHRA).
&nbsp; &nbsp;<a href="http://www.groupsmith.com/resources/traps-of-the-influence-leader.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[When emotions run high]]></title>
<pubDate>Tue, 28 Sep 2010 13:31:54 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/resources/when-emotions-run-high.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/resources/when-emotions-run-high.html]]></guid>
<description><![CDATA[ When emotions run high. How do you handle broken work relationships? What do you do when conflict seems to be bubbling just under the surface? How do you begin to restore trust and respect when anger and frustration are running high? This short paper describes the process of clearing the air of negative emotions and getting a group back to work.
&nbsp; &nbsp;<a href="http://www.groupsmith.com/resources/when-emotions-run-high.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[What &quot;good venting&quot; looks like]]></title>
<pubDate>Tue, 14 Sep 2010 14:53:04 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/blog/what-good-venting-looks-like.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/blog/what-good-venting-looks-like.html]]></guid>
<description><![CDATA[ In successful venting, the players lay out those issues and work through them together. This means that each person has an opportunity to express their concerns, perspectives and intentions&mdash;to unload what&rsquo;s on their mind. Others listen respectfully, ask genuine questions, and then share their intentions and perspectives.
&nbsp;
After everyone has had a turn to say their piece and be  &nbsp;<a href="http://www.groupsmith.com/blog/what-good-venting-looks-like.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[Where to begin?]]></title>
<pubDate>Tue, 17 Aug 2010 13:32:33 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/resources/where-to-begin.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/resources/where-to-begin.html]]></guid>
<description><![CDATA[ Where to begin? When trying to improve a team, agency or company, one of the first questions you face is deciding where to begin. The Waterline Model suggests what to focus on first, and helps you avoid going deeper than necessary (and possibly making things worse).
&nbsp; &nbsp;<a href="http://www.groupsmith.com/resources/where-to-begin.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[When people need to vent]]></title>
<pubDate>Tue, 17 Aug 2010 12:36:39 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/blog/when-people-need-to-vent.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/blog/when-people-need-to-vent.html]]></guid>
<description><![CDATA[ You&rsquo;ve just announced another round of layoffs. A recent high-visibility project went very badly, leaving work relationships in tatters. Staff members are giving each other the cold shoulder. When you ask questions to understand what&rsquo;s going on, all you get are vague statements and veiled references.
&nbsp;
How do you handle broken work relationships? What do you do when conflict see &nbsp;<a href="http://www.groupsmith.com/blog/when-people-need-to-vent.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[Working hard to stay in conflict]]></title>
<pubDate>Thu, 03 Jun 2010 14:50:59 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/blog/working-hard-to-stay-in-conflict.html]]></link>
<guid><![CDATA[ http://www.groupsmith.com/blog/working-hard-to-stay-in-conflict.html]]></guid>
<description><![CDATA[ What&rsquo;s the most surprising thing about working on resolving conflict? That was the question put to me by a graduate student interviewing me about my work. It was an easy question to answer: I am surprised at how hard people in conflict work to maintain it. 
&nbsp;
When relationships get tense and conflict flares, we stop talking with each other, which dramatically reduces the chance that a &nbsp;<a href="http://www.groupsmith.com/blog/working-hard-to-stay-in-conflict.html">[&#8230;read more]</a>]]></description>
</item>
<item><title><![CDATA[The one question you&#039;ll get asked at the retreat]]></title>
<pubDate>Wed, 26 May 2010 15:14:22 PDT</pubDate>
<link><![CDATA[ http://www.groupsmith.com/blog/the-one-question-youll-get-asked-at-the-retreat.html]]></link>
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<description><![CDATA[ It&rsquo;s 3 pm at a daylong off-site meeting. You are feeling great about the progress the group has made over the last six hours. A new direction has been set, expectations are clearer, and people are feeling good about their work, their colleagues, and the entire enterprise. You&rsquo;re &ldquo;firing on all cylinders.&rdquo;
&nbsp;
Mission accomplished? No, not yet.
&nbsp;
I have planned a &nbsp;<a href="http://www.groupsmith.com/blog/the-one-question-youll-get-asked-at-the-retreat.html">[&#8230;read more]</a>]]></description>
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