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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... values, and expectations of collaboration is a serious issue in today's organizations. This book contributes much to this work.” —Jon C. Jenkins, Imaginal Training, The Netherlands; coauthor, The 9 Disciplines of a Facilitator “If you ...
... values, and expectations of collaboration is a serious issue in today's organizations. This book contributes much to this work.” —Jon C. Jenkins, Imaginal Training, The Netherlands; coauthor, The 9 Disciplines of a Facilitator “If you ...
Página vii
... values into practice. PART ONE: THE BASES OF COLLABORATION 2 Renewing Social Capital: The Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil ...
... values into practice. PART ONE: THE BASES OF COLLABORATION 2 Renewing Social Capital: The Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil ...
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... values into practice. They discussed the pressures they faced and the trade-offs they had to make. They shared insights and traded war stories. When is it OK to take shortcuts? How does one handle “resistance”? How can one ...
... values into practice. They discussed the pressures they faced and the trade-offs they had to make. They shared insights and traded war stories. When is it OK to take shortcuts? How does one handle “resistance”? How can one ...
Página xiv
... values across the existing conflicting memberships. Thus effective civil dialogue enables individuals to develop cosmopolitan social trust, which then has the potential to move them toward a situation of renewed confidence and social ...
... values across the existing conflicting memberships. Thus effective civil dialogue enables individuals to develop cosmopolitan social trust, which then has the potential to move them toward a situation of renewed confidence and social ...
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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