Creating a Culture of Collaboration – The International Association of Facilitators Handbook

Preface (Sandy Schuman)
<br /> Meaning is all we want. Choices are all we make. Relationships are all we have.
<p>1 Five Transformational Leaders Discuss What They ve Learned (Sam Kaner)<br /> With warmth, candor, and humility, five chief executives trade insights and share war stores as they discuss their guiding principles and strategies for putting participatory values into practice.</p>
<p>PART ONE: THE BASES OF COLLABORATION.</p>
<p>2 Renewing Social Capital: The Role of Civil Dialogue (James M. Campbell)<br /> This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It demonstrates the need for facilitated processes to ensure effective civil dialogue.</p>
<p>3 The Development of Cross–Sector Collaborations in a Social Context of Low Trust (Mladen Koljatic, M&oacute;nica Silva, Eduardo Valenzuela)<br /> This chapter addresses the obstacles that need to be overcome in societies characterized by low social confidence in order to establish successful cross–sector collaborative endeavors.</p>
<p>4 Exploring the Dynamics of Collaboration in Interorganizational Settings (Ignacio J. Martinez–Moyano)<br /> Using system dynamics modeling in a group setting provides unique insights into structural factors of the dynamics of collaboration in interorganizational settings.</p>
<p>5 Equity, Diversity, and Interdependence: A New Driver for Societal Transformation (Michael Murray, Brendan Murtagh)<br /> Collaborative conversations that address equity, diversity, and interdependence are profoundly relevant for societies struggling to emerge from conflict, racism, and social separation.</p>
<p>6 What Keeps It Together: Collaborative Tensility in Interorganizational Learning (Hilary Bradbury, Darren Good, Linda Robson)<br /> This chapter explores the ability of organizational partners to exhibit collaborative tensility to bend and remain flexible under pressure so that their work can maintain momentum despite instability and challenges.</p>
<p>7 Make–or–Break Roles in Collaboration Leadership (Mirja P. Hanson)<br /> Collaborative problem solving succeeds if three key players participants, facilitators and sponsors contribute formally and informally to tackling the quest for win–win solutions.</p>
<p>PART TWO: APPROACHES TO COLLABORATION.</p>
<p>8 Sense Making and the Problems of Learning from Experience: Barriers and Requirements for Creating Cultures of Collaboration (Gervase R. Bushe)<br /> The chapter explains how interpersonal mush makes it impossible for well–intentioned people to create cultures of collaboration and how to overcome that.</p>
<p>9 Metaphors at Work: Building Multiagency Collaboration Through a Five–Stage Process (Carol Sherriff, Simon Wilson)<br /> How to harness the power of metaphors for compelling collaboration and effective change.</p>
<p>10 Utilizing Uncertainty (Kim Sander Wright)<br /> This chapter explores how uncertainty and certainty affect stakeholder attachment to viewpoint and engagement in conflict during collaboration.</p>
<p>11 Sustainable Cooperative Processes in Organizations (Dale Hunter)<br /> This chapter explores cooperative processes in organizations and their sustainability and investigates the social and ecological context and development cycles of groups.</p>
<p>12 Is Your Organization an Obstacle Course or a Relay Team? A Meaning–Centered Approach to Creating a Collaborative Culture (Paul T. P. Wong)<br /> This chapter reveals the distinction between toxic and healthy cultures and introduces a meaning–centered approach for creating a collaborative culture.</p>
<p>13 Practical Dialogue: Emergent Approaches for Effective Collaboration (Rosa Zubizarreta)<br /> Three dialogic methods for facilitating practical creativity in working groups illustrate a nonlinear approach for transforming polarization, with applications in both the private and public sectors.</p>
<p>14 Using the Facilitative Leader Approach to Create an Organizational Culture of Collaboration (Roger Schwarz)<br /> This chapter describes how organizational leaders undermine collaborative cultures and how they can create the cultures they say they want.</p>
<p>15 Use of Self in Creating a Culture of Collaboration (Ante Glavas, Claudy Jules, Ellen Van Oosten)<br /> This chapter describes theory and various approaches as to how practitioners can learn to use perhaps the most important aspect of a successful intervention: themselves.</p>
<p>PART THREE: COLLABORATION IN ACTION.</p>
<p>16 Collaboration for Social Change: A Theory and a Case Study (Cynthia Silva Parker, Linda N. Guinee, J. Courtney Bourns, Jennifer Fischer–Mueller, Marianne Hughes, Andria Winther)<br /> This chapter illustrates how the creation of collaborative culture can facilitate social change. A case study describing a systemwide effort to eliminate a racial achievement gap demonstrates these principles.</p>
<p>17 Theory in Action: Building Collaboration in a County Public Agency (Jamie O. Harris, David Straus)<br /> This chapter relates how a five–pronged approach to building collaborative cultures was applied in the public works department of a county agency.</p>
<p>18 Leadership for the Common Good (John M. Bryson, Barbara C. Crosby)<br /> This chapter explains how collaborative leaders bring diverse stakeholders together to tackle complex social problems or challenges.</p>
<p>19 Using Deliberative Democracy to Facilitate a Local Culture of Collaboration: The Penn s Landing Project (William J. Ball)<br /> Philadelphia s Penn s Landing project provides an important cautionary tale of the difficulties of creating a culture of collaboration in urban planning.</p>
<p>20 Avoiding Ghettos of Like–Minded People: Random Selection and Organizational Collaboration (Lyn Carson)<br /> Random selection of participants can help create a culture of collaboration in elite, research–intensive universities. This chapter explains how one Australian university has succeeded.</p>
<p>21 Involving Multiple Stakeholders in Large–Scale Collaborative Projects (Tasos Sioukas, Marilyn Sweet)<br /> This chapter reviews best practices and step–by–steps tools for systematically involving multiple stakeholders aimed at significantly enhancing the success of largescale projects at complex organizations.</p>
<p>Appendix: Collaborative Values, Principles, and Beliefs.</p>
<p>Key Concepts.</p>
<p>Index.</p>