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 89
Página ix
... Collaboration Through a Five-Stage Process 173 Carol Sherriff, Simon Wilson How to harness the power of metaphors for compelling collaboration and effective change. Utilizing Uncertainty 193 Kim Sander Wright This chapter explores how ...
... Collaboration Through a Five-Stage Process 173 Carol Sherriff, Simon Wilson How to harness the power of metaphors for compelling collaboration and effective change. Utilizing Uncertainty 193 Kim Sander Wright This chapter explores how ...
Página xiv
... process. It is a failure to appreciate and understand the complexity of the dialogue process and the need to provide people with a process and setting that moves toward cosmopolitan social trust. Effective civil dialogue happens when ...
... process. It is a failure to appreciate and understand the complexity of the dialogue process and the need to provide people with a process and setting that moves toward cosmopolitan social trust. Effective civil dialogue happens when ...
Página xvi
... collaboration processes. Project sponsors position a meaningful project by making sure that collaborative efforts connect to official decision making and influence mainstream actions. Facilitators design and deliver a unifying “due process ...
... collaboration processes. Project sponsors position a meaningful project by making sure that collaborative efforts connect to official decision making and influence mainstream actions. Facilitators design and deliver a unifying “due process ...
Página xvii
... process facilitators can use and encourage varying degrees of uncertainty and certainty at different stages of the collaborative process in order to maximize the creativity and longevity of the outcomes. Bertrand Russell said, “About ...
... process facilitators can use and encourage varying degrees of uncertainty and certainty at different stages of the collaborative process in order to maximize the creativity and longevity of the outcomes. Bertrand Russell said, “About ...
Página xix
... process. Also explained is that any work by interveners needs to start with themselves as they are embedded in the ... collaborative culture can facilitate social change. The authors describe conditions and values that support ...
... process. Also explained is that any work by interveners needs to start with themselves as they are embedded in the ... collaborative culture can facilitate social change. The authors describe conditions and values that support ...
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