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. |
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Página xxxi
Stakeholder analysis and involvement, the framing of public problems, the difficulties of disrupting existing systems, the need to share leadership widely, and the importance of seed money, champions, and sponsors are important lessons ...
Stakeholder analysis and involvement, the framing of public problems, the difficulties of disrupting existing systems, the need to share leadership widely, and the importance of seed money, champions, and sponsors are important lessons ...
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Under Jim's tenure, Juma was refocused and redesigned in a multimonth process that involved full participation from every staff person. In February 2005,Juma Ventures was cited in the Harvard Business Review as one of the most ...
Under Jim's tenure, Juma was refocused and redesigned in a multimonth process that involved full participation from every staff person. In February 2005,Juma Ventures was cited in the Harvard Business Review as one of the most ...
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I have observed leaders—and I'm sure I have been guilty of this myself—who have advertised to their staff the desire to keep everyone involved and obtain buy-in from everyone. And yet when they were under pressure, they fell back on ...
I have observed leaders—and I'm sure I have been guilty of this myself—who have advertised to their staff the desire to keep everyone involved and obtain buy-in from everyone. And yet when they were under pressure, they fell back on ...
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For some people, this might mean limiting their scope of influence; for others, it might mean coaching them to become more involved or to become more of a mentor. I calculate the potential damage they can do to the effort, ...
For some people, this might mean limiting their scope of influence; for others, it might mean coaching them to become more involved or to become more of a mentor. I calculate the potential damage they can do to the effort, ...
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But I realized I was wrong when this person said, “But if we get them involved in this, they'll think it's their idea!” The reward system in the university is based on ideas, holding on to ideas and positioning oneself over who takes ...
But I realized I was wrong when this person said, “But if we get them involved in this, they'll think it's their idea!” The reward system in the university is based on ideas, holding on to ideas and positioning oneself over who takes ...
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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
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 |