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. |
Im Buch
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Seite i
... strategy specialist “While much has been written about collaboration over the years, this book contains important new insights and strategies. Thank you for bringing these leading practitioners together to share their knowledge with us ...
... strategy specialist “While much has been written about collaboration over the years, this book contains important new insights and strategies. Thank you for bringing these leading practitioners together to share their knowledge with us ...
Seite ii
... Strategies; author, The Secrets of Facilitation “Your book is a necessary and timely addition to the literature on collaboration. I especially appreciate the book's international aspect.” —David D. Chrislip, author, The Collaborative ...
... Strategies; author, The Secrets of Facilitation “Your book is a necessary and timely addition to the literature on collaboration. I especially appreciate the book's international aspect.” —David D. Chrislip, author, The Collaborative ...
Seite iv
... strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages ...
... strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages ...
Seite vii
... strategies for putting participatory values into practice. PART ONE: THE BASES OF COLLABORATION 2 Renewing Social Capital: The Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital ...
... strategies for putting participatory values into practice. PART ONE: THE BASES OF COLLABORATION 2 Renewing Social Capital: The Role of Civil Dialogue 41 James M. Campbell This chapter explores the relationship among social capital ...
Seite xiii
... strategies for putting participatory values into practice. They discussed the pressures they faced and the trade-offs they had to make. They shared insights and traded war stories. When is it OK to take shortcuts? How does one handle ...
... strategies for putting participatory values into practice. They discussed the pressures they faced and the trade-offs they had to make. They shared insights and traded war stories. When is it OK to take shortcuts? How does one handle ...
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