Creating a Culture of Collaboration: The International Association of Facilitators HandbookCollaboration 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
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7 Make-or-Break Roles in Collaboration Leadership 129 Mirja P. Hanson Collaborative problem solving succeeds if three ... 8 Sense Making and the Problems of Learning from Experience: Barriers and Requirements for Creating Cultures of ...
7 Make-or-Break Roles in Collaboration Leadership 129 Mirja P. Hanson Collaborative problem solving succeeds if three ... 8 Sense Making and the Problems of Learning from Experience: Barriers and Requirements for Creating Cultures of ...
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Concluding this part, in Chapter Seven, “Make-or-Break Roles in Collaboration Leadership,” Mirja Hanson emphasizes the importance of three roles—participants, facilitators, and sponsors—for successful collaborative problem solving.
Concluding this part, in Chapter Seven, “Make-or-Break Roles in Collaboration Leadership,” Mirja Hanson emphasizes the importance of three roles—participants, facilitators, and sponsors—for successful collaborative problem solving.
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Workshops are an introduction, but the real training ground happens when you are inside a problem and you have to solve it. One time I ran an all-staff meeting that was a disaster. I walked into Sam's office the following week and said, ...
Workshops are an introduction, but the real training ground happens when you are inside a problem and you have to solve it. One time I ran an all-staff meeting that was a disaster. I walked into Sam's office the following week and said, ...
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Deborah: We have all faced this problem, I'm sure. At times the main problem is about lost opportunity, but at other times the problem is that damage is being done to the organization. In the latter case, ...
Deborah: We have all faced this problem, I'm sure. At times the main problem is about lost opportunity, but at other times the problem is that damage is being done to the organization. In the latter case, ...
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If you made your best case and if you talked things through with them respectfully and if you operated from a commitment to problem-solve in order to deal with their concerns, then you hoped that the meeting would build to a consensus ...
If you made your best case and if you talked things through with them respectfully and if you operated from a commitment to problem-solve in order to deal with their concerns, then you hoped that the meeting would build to a consensus ...
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Contenido
| 1 | |
The International Association of Facilitators Handbook Chapter 2 RENEWING SOCIAL CAPITAL | 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
Información bibliográfica
| Título | Creating a Culture of Collaboration: The International Association of Facilitators Handbook J-B International Association of Facilitators |
| Editor | Sandy Schuman |
| Editor | John Wiley & Sons, 2006 |
| ISBN | 0787986909, 9780787986902 |
| Largo | 536 páginas |
| Exportar cita | BiBTeX EndNote RefMan |