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. |
Dentro del libro
Resultados 1-5 de 41
Página xiii
... described and critiqued their guiding principles and strategies for putting participatory values into practice. They discussed the pressures they faced and the trade-offs they had to make. They shared insights and traded war stories ...
... described and critiqued their guiding principles and strategies for putting participatory values into practice. They discussed the pressures they faced and the trade-offs they had to make. They shared insights and traded war stories ...
Página xvi
... described, and thirteen cultural assumptions required for collaborative relationships based on interpersonal clarity are offered. 9 Metaphors at Work: Building Multiagency Collaboration Through a Five-Stage Process 173 Carol Sherriff ...
... described, and thirteen cultural assumptions required for collaborative relationships based on interpersonal clarity are offered. 9 Metaphors at Work: Building Multiagency Collaboration Through a Five-Stage Process 173 Carol Sherriff ...
Página xvii
... described as the paradox of collaboration, as its destructive and constructive attributes challenge individual viewpoints and bring about change. The manifestation of cooperative and competitive states of mind are shown to arise from ...
... described as the paradox of collaboration, as its destructive and constructive attributes challenge individual viewpoints and bring about change. The manifestation of cooperative and competitive states of mind are shown to arise from ...
Página xviii
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Lo sentimos, el contenido de esta página está restringido..
Página xxiv
Lo sentimos, el contenido de esta página está restringido..
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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