Creating a Culture of Collaboration: The International Association of Facilitators HandbookSandy Schuman John Wiley & Sons, 2006 M08 25 - 536 páginas Collaboration is often viewed as a one-time or project-oriented activity. An increasing challenge is to help organizations incorporate collaborative values and practices in their everyday ways of working. In Creating a Culture of Collaboration, an international group of practitioners and researchers–from Australia, Belgium, Canada, Chile, New Zealand, Northern Ireland, United Kingdom, and the United States–provide proven approaches to creating a culture of collaboration within and among groups, organizations, communities, and societies. |
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Página viii
... challenges. 7 Make-or-Break Roles in Collaboration Leadership 129 Mirja P. Hanson Collaborative problem solving succeeds if three key players—participants, facilitators and sponsors—contribute formally and informally to tackling the ...
... challenges. 7 Make-or-Break Roles in Collaboration Leadership 129 Mirja P. Hanson Collaborative problem solving succeeds if three key players—participants, facilitators and sponsors—contribute formally and informally to tackling the ...
Página x
... challenges. 19 Using Deliberative Democracy to Facilitate a Local Culture of Collaboration: The Penn's Landing Project 399 William J. Ball Philadelphia's Penn's Landing project provides an important cautionary tale of the difficulties ...
... challenges. 19 Using Deliberative Democracy to Facilitate a Local Culture of Collaboration: The Penn's Landing Project 399 William J. Ball Philadelphia's Penn's Landing project provides an important cautionary tale of the difficulties ...
Página xiii
... , breathing portrait of the challenges and the conviction that come with the territory of participatory, transformational leadership. xiv Annotated Contents PART ONE: THE BASES OF COLLABORATION 2 xiii Schuman.ftoc 7/10/06 11:33 AM Page ...
... , breathing portrait of the challenges and the conviction that come with the territory of participatory, transformational leadership. xiv Annotated Contents PART ONE: THE BASES OF COLLABORATION 2 xiii Schuman.ftoc 7/10/06 11:33 AM Page ...
Página xvii
... challenge individual viewpoints and bring about change. The manifestation of cooperative and competitive states of mind are shown to arise from individual uncertainty or certainty about having the right viewpoint during such conflicts ...
... challenge individual viewpoints and bring about change. The manifestation of cooperative and competitive states of mind are shown to arise from individual uncertainty or certainty about having the right viewpoint during such conflicts ...
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Contenido
Five Transformational Leaders Discuss What Theyve Learned | 1 |
THE BASES OF COLLABORATION | 41 |
The Development of CrossSector Collaborations | 55 |
Exploring the Dynamics of Collaboration | 69 |
MakeorBreak Roles in Collaboration Leadership | 129 |
APPROACHES TO COLLABORATION | 151 |
Contents | 173 |
Utilizing Uncertainty | 193 |
Is Your Organization an Obstacle Course or a Relay Team? | 229 |
Using the Facilitative Leader Approach to Create | 281 |
Use of Self in Creating a Culture of Collaboration | 304 |
Leadership for the Common Good | 367 |
Using Deliberative Democracy to Facilitate a Local | 399 |
Involving Multiple Stakeholders in LargeScale | 435 |
Contents | 449 |
Sustainable Cooperative Processes in Organizations | 211 |
Otras ediciones - Ver todas
Creating a Culture of Collaboration: The International Association of ... Sandy Schuman Vista previa limitada - 2006 |
Creating a Culture of Collaboration: The International Association of ... Sandy Schuman Sin vista previa disponible - 2006 |
Creating a Culture of Collaboration: The International Association of ... Sandy Schuman Sin vista previa disponible - 2006 |
Términos y frases comunes
achieve action approach assumptions become behavior belief better build capital challenges chapter collaborative culture commitment consultant conversation core Creating a Culture Culture of Collaboration decision described dialogue Discuss diversity dynamic effective effort emerging employees engagement example experience explore facilitator feel Figure Five goals going human ideas important increase individuals initial interaction interests involved issues John keep knowledge lead leaders leadership learning meaning meeting metaphor networks organization organizational outcomes participants person planning political positive practical presented problem question relational relationships requires responsibility role sense shared situation skills social social trust society solutions staff stakeholders strategy structure success sustainable talk theory things tion transformation trust trying understanding University values vision