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
... societies characterized by low social confidence in order to establish successful cross-sector collaborative endeavors. 4 Exploring the Dynamics of Collaboration in Interorganizational Settings 69 Ignacio J. Martinez-Moyano Using system ...
... societies characterized by low social confidence in order to establish successful cross-sector collaborative endeavors. 4 Exploring the Dynamics of Collaboration in Interorganizational Settings 69 Ignacio J. Martinez-Moyano Using system ...
Página xiv
... society and through them new modes and systems of confidence (social capital). The key strategy to do this is communication. An operating definition of civil dialogue is cosmopolitan social trust building that engenders new shared ...
... society and through them new modes and systems of confidence (social capital). The key strategy to do this is communication. An operating definition of civil dialogue is cosmopolitan social trust building that engenders new shared ...
Página xv
... society is to embrace inclusiveness more fully and respect the diversity of citizens, the service support organizations with which it interacts must do the same. This applies to the delivery agencies of central government, local ...
... society is to embrace inclusiveness more fully and respect the diversity of citizens, the service support organizations with which it interacts must do the same. This applies to the delivery agencies of central government, local ...
Página xvii
... societies, and the natural environment and by mentally encompassing time spans beyond the short term, collaborative ... society, region, and planet, the perspectives, insights, and decisions made will alter. Such a holistic approach ...
... societies, and the natural environment and by mentally encompassing time spans beyond the short term, collaborative ... society, region, and planet, the perspectives, insights, and decisions made will alter. Such a holistic approach ...
Página xxii
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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