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 11
Jim: I don't think a participatory process will work if 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 ...
Jim: I don't think a participatory process will work if 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 ...
Página 12
My role, my authority, and my power affect how people engage with me, even how they look at me. I have to be careful how I phrase things. We can say, “Yes, we are all in this together,” but the fact that I'm CEO carries a different ...
My role, my authority, and my power affect how people engage with me, even how they look at me. I have to be careful how I phrase things. We can say, “Yes, we are all in this together,” but the fact that I'm CEO carries a different ...
Página 15
With people issues, I've been surprised at how often my instincts aren't as good as I need them to be. Working with Sam has helped me with that, helped me make better decisions, especially in the realm of various personnel issues.
With people issues, I've been surprised at how often my instincts aren't as good as I need them to be. Working with Sam has helped me with that, helped me make better decisions, especially in the realm of various personnel issues.
Página 16
All these people are in their roles because they are capable at something, whether science or management. Yet for whatever reason, their personalities don't mesh well with mine. What worries me is the way I might react to such people.
All these people are in their roles because they are capable at something, whether science or management. Yet for whatever reason, their personalities don't mesh well with mine. What worries me is the way I might react to such people.
Página 18
John, you echoed this theme a few minutes ago when you said that what keeps you up at night is the people who are not collaborative. So tell me, what happens with the people who simply don't see it the way each of you does?
John, you echoed this theme a few minutes ago when you said that what keeps you up at night is the people who are not collaborative. So tell me, what happens with the people who simply don't see it the way each of you does?
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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 |