Creating a Culture of Collaboration: The International Association of Facilitators HandbookSandy Schuman John Wiley & Sons, 2006 M09 18 - 544 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 54
Página vii
... Social Capital: The Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It demonstrates the need for facilitated processes to ensure ...
... Social Capital: The Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It demonstrates the need for facilitated processes to ensure ...
Página viii
... Social Context of Low Trust 55 Mladen Koljatic, Mónica Silva, Eduardo Valenzuela This chapter addresses the obstacles that need to be overcome in societies characterized by low social confidence in order to establish successful cross ...
... Social Context of Low Trust 55 Mladen Koljatic, Mónica Silva, Eduardo Valenzuela This chapter addresses the obstacles that need to be overcome in societies characterized by low social confidence in order to establish successful cross ...
Página xiv
... social networks with most of the population participating in these networks is rich in social capital and maintains a high level of confidence. Social capital is not a property of social trust; it is a function of confidence in a ...
... social networks with most of the population participating in these networks is rich in social capital and maintains a high level of confidence. Social capital is not a property of social trust; it is a function of confidence in a ...
Página xv
... trust, and learning over time. In this sense, the way to improve collaboration is to pay attention to how knowledge ... social service organizations. A core part of their shared mission is to promote the well-being of individuals ...
... trust, and learning over time. In this sense, the way to improve collaboration is to pay attention to how knowledge ... social service organizations. A core part of their shared mission is to promote the well-being of individuals ...
Página xix
... Social Change: A Theory and a Case Study 322 Cynthia Silva Parker, Linda N. Guinee, J. Courtney Bourns, Jennifer ... trust, could be transformed to a more cooperative and supportive environment through patient application of ...
... Social Change: A Theory and a Case Study 322 Cynthia Silva Parker, Linda N. Guinee, J. Courtney Bourns, Jennifer ... trust, could be transformed to a more cooperative and supportive environment through patient application of ...
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