Conducting Successful Retreats

dc.contributor.authorMalvicini, Peter
dc.contributor.authorSerrat, Olivier
dc.date.accessioned2020-12-02T22:20:51Z
dc.date.available2020-12-02T22:20:51Z
dc.date.issued2008-12-01
dc.description.abstract{Excerpt} People look forward to retreats (or workshops) with excitement or dread. At best, it is a time for renewal, team building, and focusing work. At worst, it is a dull two days of lectures or extended meetings. A good retreat works in three dimensions—the practical, the ideal, and the political—ignore anyone and you are headed for trouble. There are as many reasons for conducting a retreat as there are issues and challenges facing an organization. Among the most common uses of retreats are • Helping set or change strategic direction. • Fostering a collective vision. • Creating a common framework and point of reference. • Developing annual goals, objectives, and budgets. • Discussing specific issues or challenges facing the organization. • Dealing with sources of conflict and confusion. • Generating creative solutions for entrenched problems. • Improving working relationships and increasing trust. • Encouraging honest and enlightened conversations. • Letting people be heard on issues that are important to them. • Orienting new staff.
dc.description.legacydownloadsConducting_Successful_Retreats.pdf: 484 downloads, before Oct. 1, 2020.
dc.identifier.other2504384
dc.identifier.urihttps://hdl.handle.net/1813/87355
dc.language.isoen_US
dc.rightsRequired Publisher Statement: This article was first published by the Asian Development Bank (www.adb.org).
dc.subjectAsian Development Bank
dc.subjectADB
dc.subjectpoverty
dc.subjecteconomic growth
dc.subjectsustainability
dc.subjectdevelopment
dc.titleConducting Successful Retreats
dc.typearticle
local.authorAffiliationMalvicini, Peter: Asian Development Bank
local.authorAffiliationSerrat, Olivier: Asian Development Bank
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