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 vii
... Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It demonstrates the need for facilitated processes to ensure effective civil dialogue ...
... Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It demonstrates the need for facilitated processes to ensure effective civil dialogue ...
Página xiv
... Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It seeks to demonstrate the need for facilitated processes to ensure effective civil ...
... Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It seeks to demonstrate the need for facilitated processes to ensure effective civil ...
Página xvi
... Roles in Collaboration Leadership 129 Mirja P. Hanson Successful group deliberation and engagement require more than a “state of the art” process or a charismatic facilitator. Three make-or-break players inhibit or enhance the effective ...
... Roles in Collaboration Leadership 129 Mirja P. Hanson Successful group deliberation and engagement require more than a “state of the art” process or a charismatic facilitator. Three make-or-break players inhibit or enhance the effective ...
Página xvii
... role of the facilitator is to develop a rich metaphorical landscape; and (3) the facilitator's job is also to ensure that the metaphor remains the property of the group. The chapter authors set forth a five-step process for using ...
... role of the facilitator is to develop a rich metaphorical landscape; and (3) the facilitator's job is also to ensure that the metaphor remains the property of the group. The chapter authors set forth a five-step process for using ...
Página xviii
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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