Creating a Culture of Collaboration: The International Association of Facilitators HandbookSandy Schuman John Wiley & Sons, 2006 M09 18 - 536 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
Página 10
... implementation will cause them to believe that they, too, helped develop the vision? Jim: In my experience, yes, they did have that perception—because the vision actually changed slightly in the process of being implemented. Kriss:I ...
... implementation will cause them to believe that they, too, helped develop the vision? Jim: In my experience, yes, they did have that perception—because the vision actually changed slightly in the process of being implemented. Kriss:I ...
Página 19
... built an important network for implementing things effectively. I have had to work with such people, to talk through the new parameters within the organization, and help them Five Transformational Leaders Discuss What They've Learned 19.
... built an important network for implementing things effectively. I have had to work with such people, to talk through the new parameters within the organization, and help them Five Transformational Leaders Discuss What They've Learned 19.
Página 22
... implementing a process to do a project. Jim's talking about an organic way of being. As we share our thoughts about these experiences, what we have in common is that we're trying to make a certain way of being become organic, natural to ...
... implementing a process to do a project. Jim's talking about an organic way of being. As we share our thoughts about these experiences, what we have in common is that we're trying to make a certain way of being become organic, natural to ...
Página 23
... implement crucial elements of the decision.] Sam: And what was your rationale, since you have sometimes made the opposite choice? Deborah:I thought, “Now is the time to put them in the middle. There's enough bench strength, enough ...
... implement crucial elements of the decision.] Sam: And what was your rationale, since you have sometimes made the opposite choice? Deborah:I thought, “Now is the time to put them in the middle. There's enough bench strength, enough ...
Página 29
... implementation than they were aligned with a model that aimed at a deep, participatory-value-based culture. Jim: Your experience suggests that a new culture can become ingrained even when you didn't fully understand what was taking ...
... implementation than they were aligned with a model that aimed at a deep, participatory-value-based culture. Jim: Your experience suggests that a new culture can become ingrained even when you didn't fully understand what was taking ...
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