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explicit ground rules already may <br />have implicit (and possibly ineffec- <br />tive) rules that might conflict with <br />new ones. In such cases, a group <br />may have to identify its existing <br />ground rules and officially agree to <br />replace them. Ultimately, the more <br />open a group is about discussing <br />how it is using ground rules, the <br />sooner it will become more effective. <br />Using explicitly stated ground rules <br />may require some risk taking, espe- <br />cially if there is distrust between some <br />group members. People may have to <br />share information that they fear will <br />be used against them. To reduce the <br />risk, group members — especially <br />supervisors and managers —can agree <br />not to retaliate. In addition, the group <br />can decide that if members believe <br />they've been retaliated against, they <br />can discuss it in the group. <br />Is it OK to use only some of the <br />ground rules? Each of the ground <br />rules supports the others. Removing <br />even one reduces the degree to which <br />a group behaves consistently with the <br />three values: valid information, free <br />and informed choice, and internal <br />commitment. Still, it's probably more <br />effective to use some of the rules than <br />to use none. Groups that want to use <br />a subset of the ground rules should at <br />least include the ones designed to <br />maximize valid information, because <br />that value supports the others. <br />Overall, ground rules help build <br />trust among group members. In turn, <br />such trust helps increase a group's <br />effectiveness. When you consider <br />those two benefits, the risks seem <br />worthwhile. ■ <br />Roger Schwarz is an associate profes- <br />sor of public management and gov- <br />ernment and assistant director at the <br />Institute of Government, Unive;sit), of <br />North Carolina, Chapel Hill, NC <br />27599-3330. He is author of the <br />book, The Skilled Facilitator: Practical <br />Wisdom for Developing Effective <br />Groups (Jossey- Bass). <br />To purchase reprints of this article, <br />please send your order to ASTD <br />Customer Service, 1640 King Street, <br />Box 1443, Alexandria, VA 2231_"- <br />2043. Use pi-iority coda BUM. Single <br />photocopies, at $6 each, must be pre- <br />paid. Bulk orders (50 or more) of <br />custom reprints tnay be billed. Phone <br />70_�168�- 8100fin -price info)- oration. <br />D yZ� <br />•: Diversity Assessment and Consulting <br />Skills -Based Training <br />• Systematic and Integrated Approach, <br />Programs Tailored to You, r Company and Industry <br />- - • Programs�Complement Your :&isting Initiatives <br />• Train - the - Trainer Certification <br />For:informavon_please -call, fax -or- writer' <br />\` \ 30Q Bonita R ad • . DeBa 321713 <br />Circle No. 188 on Reader Service Card <br />HELP WANTED <br />Global company needs visionary <br />Chief Training Officer. Must be Big <br />Picture leader and Bottom Line re- <br />sponsible. Must be business execu- <br />tive first, training manager second. <br />Must have the tools to build a high - <br />performance workplace. Familiarity <br />with computer- mediated learning <br />and performance technology a big <br />plus. Possible six - figure salary for <br />the person who can deliver on all of <br />the above. <br />EOE <br />Prepare yourself. <br />Attend... <br />The 1994 <br />Training Officers' <br />Workshops <br />Sponsored by <br />the American Society for Training and Development and <br />Andersen Consulting <br />October 17 -20 November 1 -4 <br />St. Charles, Illinois <br />Call 703/683 -9218 for more information. <br />Ai ASTD <br />Registration is limited. Priority Code CTJ F" t'HAVIINCAN" <br />Circle No. 223 on Reader Service Card <br />Training c= Development. August 1994 53 <br />