Creating a Culture of Collaboration: The International Association of Facilitators HandbookSandy Schuman John Wiley & Sons, 18.09.2006 - 536 Seiten 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. |
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Seite xx
... political interest, media involvement, and extensive public participation in planning for the development of the Philadelphia waterfront. The chapter author examines the project as a case study for creating a collaborative culture in an ...
... political interest, media involvement, and extensive public participation in planning for the development of the Philadelphia waterfront. The chapter author examines the project as a case study for creating a collaborative culture in an ...
Seite xxiv
... political engagement between and among the several sectors of society that constitutes a more effective way to address many of modern societies' needs beyond anything that the several sectors have heretofore been able to achieve on ...
... political engagement between and among the several sectors of society that constitutes a more effective way to address many of modern societies' needs beyond anything that the several sectors have heretofore been able to achieve on ...
Seite xxvi
... political systems, the difficulties of engaging in deep conflicts, and leadership incentives favoring control” (McCaffrey, Faerman, and Hart, 1995, p. 603). In some cases, where belief systems are inflexible, collaboration may not work ...
... political systems, the difficulties of engaging in deep conflicts, and leadership incentives favoring control” (McCaffrey, Faerman, and Hart, 1995, p. 603). In some cases, where belief systems are inflexible, collaboration may not work ...
Seite xxxi
... political system, training of knowledgeable personnel, and interaction with the public. Lyn Carson advocates for the random selection of participants in Chapter Twenty, “Avoiding Ghettos of Like-Minded People: Random Selection and ...
... political system, training of knowledgeable personnel, and interaction with the public. Lyn Carson advocates for the random selection of participants in Chapter Twenty, “Avoiding Ghettos of Like-Minded People: Random Selection and ...
Seite 2
... politics. Yet even though their organizations' missions and strategies were uniquely different from one another, the five chiefs had no trouble establishing a commonality of experience. They immediately found their way to the central ...
... politics. Yet even though their organizations' missions and strategies were uniquely different from one another, the five chiefs had no trouble establishing a commonality of experience. They immediately found their way to the central ...
Inhalt
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 |
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Creating a Culture of Collaboration: The International Association of ... Sandy Schuman Eingeschränkte Leseprobe - 2006 |
Creating a Culture of Collaboration: The International Association of ... Sandy Schuman Keine Leseprobe verfügbar - 2006 |
Creating a Culture of Collaboration: The International Association of ... Sandy Schuman Keine Leseprobe verfügbar - 2006 |
Häufige Begriffe und Wortgruppen
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