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 87
Página 6
... people with short attention spans and lots of work to do back in their own program areas. The lowering of morale that can come with that. And there's a discomfort many people feel at being expected to speak their minds when they aren't ...
... people with short attention spans and lots of work to do back in their own program areas. The lowering of morale that can come with that. And there's a discomfort many people feel at being expected to speak their minds when they aren't ...
Página 7
... people who don't intuitively appreciate this value, so I agree. I put a lot of effort into communicating and staying committed to the value. Kathy: Different leaders may have different reasons they think collaboration is important to ...
... people who don't intuitively appreciate this value, so I agree. I put a lot of effort into communicating and staying committed to the value. Kathy: Different leaders may have different reasons they think collaboration is important to ...
Página 8
... People can see through that, of course, and it becomes a setback. Listening to Deborah, I realize that we are going to end up being true to who we are. If as a leader you are a person who operates best in a hierarchical structure, then ...
... People can see through that, of course, and it becomes a setback. Listening to Deborah, I realize that we are going to end up being true to who we are. If as a leader you are a person who operates best in a hierarchical structure, then ...
Página 9
... people bring up are ones you've thought about and already dismissed months ago. . . . So tell me, how do you balance this tension? Kathy: Let's suppose you do have a clear, compelling vision; you have already done the groundwork, the ...
... people bring up are ones you've thought about and already dismissed months ago. . . . So tell me, how do you balance this tension? Kathy: Let's suppose you do have a clear, compelling vision; you have already done the groundwork, the ...
Página 11
... people feel that it is ac- ceptable for them to sit quietly in a meeting, keeping their opinions to themselves so they don't have to risk dealing with others who might disagree with them. I can understand that some people might feel ...
... people feel that it is ac- ceptable for them to sit quietly in a meeting, keeping their opinions to themselves so they don't have to risk dealing with others who might disagree with them. I can understand that some people might feel ...
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