Leadership for the Common Good: Tackling Public Problems in a Shared-Power WorldJohn Wiley & Sons, 2005 M02 18 - 496 páginas When it was first published in 1992, the first edition of Leadership for the Common Good presented a revolutionary approach to community and organizational leadership in a shared-power world. Now, in this completely revised and updated edition, Barbara Crosby and John Bryson expand on their proven leadership model and offer new insights and guidance to leaders. This second edition is a practical resource for a new generation of leaders and aspiring leaders and includes success stories, challenges, and real-world experience. |
Dentro del libro
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Página 8
... organization Weak, or informal, ties Boundary of a public problem Strong, or formal, ties Key Networked organization Groups Individuals is not to say that all organizations have equal power. 8 LEADERSHIP FOR THE COMMON GOOD.
... organization Weak, or informal, ties Boundary of a public problem Strong, or formal, ties Key Networked organization Groups Individuals is not to say that all organizations have equal power. 8 LEADERSHIP FOR THE COMMON GOOD.
Página 9
... organizations have equal power (they don't) or that power is shared equally (it isn't). The organizations come in various sizes and structures, from large hierarchies to loose networks. In such a shared-power situation, part of the ...
... organizations have equal power (they don't) or that power is shared equally (it isn't). The organizations come in various sizes and structures, from large hierarchies to loose networks. In such a shared-power situation, part of the ...
Página 17
... organizations were able to accomplish significant change in such a world. Moreover, we hoped to enable many more groups and organizations to make beneficial progress on difficult public problems. As we studied successful change efforts ...
... organizations were able to accomplish significant change in such a world. Moreover, we hoped to enable many more groups and organizations to make beneficial progress on difficult public problems. As we studied successful change efforts ...
Página 18
... organizations work on public problems. At one end of the continuum are organizations that hardly relate to each other or are adversaries, dealing with a problem that extends beyond their capabilities. At the other end are organizations ...
... organizations work on public problems. At one end of the continuum are organizations that hardly relate to each other or are adversaries, dealing with a problem that extends beyond their capabilities. At the other end are organizations ...
Página 19
... Organizational Sharing. Coordination Collaboration Merger Mechanism for Sharing What is Shared Authority Power Activities & resources Communication Information None Nothing is a system embracing many groups, organizations, and one or ...
... Organizational Sharing. Coordination Collaboration Merger Mechanism for Sharing What is Shared Authority Power Activities & resources Communication Information None Nothing is a system embracing many groups, organizations, and one or ...
Contenido
1 | |
Part Two The Process of Policy Entrepreneurship | 195 |
Summary and Conclusion | 359 |
References | 365 |
Resource A Conflict Management | 393 |
Resource B A Guide to Oval Mapping | 395 |
Resource C Seven Zones | 399 |
Resource D Forums Arenas and Courts | 401 |
Resource E Future Search | 427 |
Resource F Initial Policy Retreats | 433 |
Name Index | 437 |
Subject Index | 445 |
Otras ediciones - Ver todas
Leadership for the Common Good: Tackling Public Problems in a Shared-Power World Barbara C. Crosby,John M. Bryson Sin vista previa disponible - 2005 |
Leadership for the Common Good: Tackling Public Problems in a Shared-Power World Barbara C. Crosby,John M. Bryson Sin vista previa disponible - 2005 |
Términos y frases comunes
achieve action administrative adopted advocacy coalition agenda AIDS American Men Project arenas assess bandwagon effect behavior Bryson build Chapter citizens collaboration conflict Council for Sustainable courts create culture decision makers Earth Summit eco-efficiency effective emphasize evaluation example Exercise flipchart focus formal forums Gary Cunningham global goals grid Hennepin County Huxham ideas identify implementation important individual influence diagram initial interest interpretive schemes involved issue Johannesburg Summit key stakeholders Kyoto Protocol mission nonprofit norms older adults organizational organizations participants phase planning policy change cycle policy change effort policy entrepreneurs policy makers political potential programs proposal public problem rules Schmidheiny shared shared-power arrangements shared-power world small win social solutions specific stakeholder analysis Stephan Schmidheiny strategic voting strategies Sustainable Development tion understanding vision Vital Aging Network WBCSD World Business Council young African American