Creating a Culture of Collaboration: The International Association of Facilitators HandbookSandy Schuman John Wiley & Sons, 2006 M09 18 - 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 83
Página ix
... chapter describes theory and various approaches as to how practitioners can learn to use perhaps the most important aspect of a successful intervention: themselves. PART THREE: COLLABORATION IN ACTION 16 17 18 19 20 Contents ix.
... chapter describes theory and various approaches as to how practitioners can learn to use perhaps the most important aspect of a successful intervention: themselves. PART THREE: COLLABORATION IN ACTION 16 17 18 19 20 Contents ix.
Página x
... Action: Building Collaboration in a County Public Agency 345 Jamie O. Harris, David Straus This chapter relates how a five-pronged approach to building collaborative cultures was applied in the public works department of a county agency ...
... Action: Building Collaboration in a County Public Agency 345 Jamie O. Harris, David Straus This chapter relates how a five-pronged approach to building collaborative cultures was applied in the public works department of a county agency ...
Página xiii
... the territory of participatory, transformational leadership. PART ONE: THE BASES OF COLLABORATION 2 Renewing Social Capital: 1 Five Transformational Leaders Discuss What They've Learned 1 PART THREE: COLLABORATION IN ACTION. xiii.
... the territory of participatory, transformational leadership. PART ONE: THE BASES OF COLLABORATION 2 Renewing Social Capital: 1 Five Transformational Leaders Discuss What They've Learned 1 PART THREE: COLLABORATION IN ACTION. xiii.
Página xvi
... actions. Facilitators design and deliver a unifying “due process” for consensus development. Participants contribute ... action at the table. This chapter examines the on- and off-stage roles of the three key players and how each adopts ...
... actions. Facilitators design and deliver a unifying “due process” for consensus development. Participants contribute ... action at the table. This chapter examines the on- and off-stage roles of the three key players and how each adopts ...
Página xviii
... action and concrete results, these methods foster the deep collaboration described by Herb Shepard as “secondary mentality,” whereby natural synergy is experienced between individual perspectives and group well-being. Schein's framework ...
... action and concrete results, these methods foster the deep collaboration described by Herb Shepard as “secondary mentality,” whereby natural synergy is experienced between individual perspectives and group well-being. Schein's framework ...
Contenido
| 1 | |
| 41 | |
The International Association of Facilitators Handbook Chapter 3 THE DEVELOPMENT OF CROSSSECTOR COLLABORATIONS IN A SOCIAL C... | 55 |
The International Association of Facilitators Handbook Chapter 4 EXPLORING THE DYNAMICS OF COLLABORATION IN INTERORGANIZATI... | 69 |
The International Association of Facilitators Handbook Chapter 5 EQUITY DIVERSITY AND INTERDEPENDENCE | 87 |
The International Association of Facilitators Handbook Chapter 6 WHAT KEEPS IT TOGETHER | 105 |
The International Association of Facilitators Handbook Chapter 7 MAKEORBREAK ROLES IN COLLABORATION LEADERSHIP | 129 |
The International Association of Facilitators Handbook Chapter 8 SENSE MAKING AND THE PROBLEMS OF LEARNING FROM EXPERIENCE | 151 |
The International Association of Facilitators Handbook Chapter 14 USING THE FACILITATIVE LEADER APPROACH TO CREATE AN ORGANI... | 281 |
The International Association of Facilitators Handbook Chapter 15 USE OF SELF IN CREATING A CULTURE OF COLLABORATION | 304 |
The International Association of Facilitators Handbook Chapter 16 COLLABORATION FOR SOCIAL CHANGE | 322 |
The International Association of Facilitators Handbook Chapter 17 THEORY IN ACTION | 345 |
The International Association of Facilitators Handbook Chapter 18 LEADERSHIP FOR THE COMMON GOOD | 367 |
The International Association of Facilitators Handbook Chapter 19 USING DELIBERATIVE DEMOCRACY TO FACILITATE A LOCAL CULTUR... | 399 |
The International Association of Facilitators Handbook Chapter 20 AVOIDING GHETTOS OF LIKEMINDED PEOPLE | 419 |
The International Association of Facilitators Handbook Chapter 21 INVOLVING MULTIPLE STAKEHOLDERS IN LARGESCALE COLLABORAT... | 435 |
The International Association of Facilitators Handbook Chapter 9 METAPHORS AT WORK | 173 |
The International Association of Facilitators Handbook Chapter 10 UTILIZING UNCERTAINTY | 193 |
The International Association of Facilitators Handbook Chapter 11 SUSTAINABLE COOPERATIVE PROCESSES IN ORGANIZATIONS | 211 |
The International Association of Facilitators Handbook Chapter 12 IS YOUR ORGANIZATION AN OBSTACLE COURSE OR A RELAY TEAM? | 229 |
The International Association of Facilitators Handbook Chapter 13 PRACTICAL DIALOGUE | 257 |
The International Association of Facilitators Handbook Appendix COLLABORATIVE VALUES PRINCIPLES AND BELIEFS | 449 |
The International Association of Facilitators Handbook KEY CONCEPTS | 469 |
The International Association of Facilitators Handbook NAME INDEX | 479 |
The International Association of Facilitators Handbook SUBJECT INDEX | 485 |
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 African American Agencies alignment approach assumptions behavior building challenges Chapter collaborative culture collaborative process commitment conflict consensus consortium consulting context conversation core values creative culture of collaboration Dale Hunter decision deliberative deliberative democracy discussion diversity dynamic dynamic facilitation effective effort employees engagement example experience explore feedback feel forums Gary Cunningham goals Group Facilitation Hennepin County implementation important individuals initial interaction interorganizational involved issues leaders leadership learning space meeting mental models metaphor networks Northern Ireland one’s organization organizational culture organizational learning outcomes participants Penn’s Landing project people’s person perspectives political positive positive psychology practice practitioners problem relational relationships role San Francisco:Jossey-Bass shared skills social capital social trust society solutions strategy structure sustainability system dynamics theory theory of collaboration tion transformation understanding vision