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 43
Página ix
... engagement in conflict during collaboration. 11 Sustainable Cooperative Processes in Organizations 211 Dale Hunter This chapter explores cooperative processes in organizations and their sustainability and investigates the social and ...
... engagement in conflict during collaboration. 11 Sustainable Cooperative Processes in Organizations 211 Dale Hunter This chapter explores cooperative processes in organizations and their sustainability and investigates the social and ...
Página xv
... engagement, results, perceptions of trust, and learning over time. In this sense, the way to improve collaboration is to pay attention to how knowledge is managed in collaborative efforts, results are produced and understood, and ...
... engagement, results, perceptions of trust, and learning over time. In this sense, the way to improve collaboration is to pay attention to how knowledge is managed in collaborative efforts, results are produced and understood, and ...
Página xvi
... engagement require more than a “state of the art” process or a charismatic facilitator. Three make-or-break players inhibit or enhance the effective exchange of ideas, power, resources, opinions, and solutions for the sake of ...
... engagement require more than a “state of the art” process or a charismatic facilitator. Three make-or-break players inhibit or enhance the effective exchange of ideas, power, resources, opinions, and solutions for the sake of ...
Página xvii
... engagement in conflict during collaboration. Conflict is described as the paradox of collaboration, as its destructive and constructive attributes challenge individual viewpoints and bring about change. The manifestation of cooperative ...
... engagement in conflict during collaboration. Conflict is described as the paradox of collaboration, as its destructive and constructive attributes challenge individual viewpoints and bring about change. The manifestation of cooperative ...
Página xxiv
Lo sentimos, el contenido de esta página está restringido..
Lo sentimos, el contenido de esta página está restringido..
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