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Collaboration is often seen as a palliative for the many wicked problems challenging our communities. These problems affect some of the most vulnerable and unempowered people in our community. They also carry significant implications for policy processes, programs of service and, ultimately, the budgets and resourcing of national and sub-national governments. The road to collaboration is paved with good intentions. But, as John Butcher and David Gilchrist reveal, ‘good intentions’ are not enough to ensure well-designed, effective and sustainable collaborative action. Contemporary policy-makers and policy practitioners agree that ‘wicked’ problems in public policy require collaborative approaches, especially when those problems straddle sectoral, institutional, organisational and jurisdictional boundaries. The authors set out to uncover the core ingredients of good collaboration practice by talking directly to the very people that are engaged in collaborative action. This book applies the insights drawn from conversations with those engaged in collaborations for social purpose—including chief executives, senior managers and frontline workers—to the collaboration challenge. Backed up by an extensive review of the collaboration literature, Butcher and Gilchrist translate their observations into concrete guidance for collaborative practice. The unique value in this book is the authors’ combination of scholarly work with practical suggestions for current and prospective collaborators.
This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world. The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect. By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe. David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.
When collaboration works, the results can be breath-taking! But it doesn’t always deliver on its potential. Collaboration has been defined as "an unnatural act practiced by non-consenting adults". And often that’s exactly what it is! Some collaboration can be painfully difficult with the result that problems are either ignored or smoothed over until the collaboration falters or disintegrates, or self-interest and personal agendas take over and conflict quickly arises. Collaboration and partnerships work well in the aid sector because they have to – no one body has the resources to solve massive problems on their own. Business often sees the advantages of collaboratively sharing costs without fully recognizing the shift in mindset that is required to take managers with a “winner takes all” worldview and get them performing effectively in a win-win world. Part of the solution lies in bringing consciousness to the workplace and developing it as a core competence. A conscious approach to business relationships, planning, and delivery can enable individuals and organizations to truly think about what they are doing, make changes where needed, and become more effective. It is a particularly effective way of managing the multiple and occasionally conflicting stakeholder objectives inherent in any collaborative project. The author draws on his experience in the aid sector and with non-profit organizations to describe the building blocks that underpin successful collaboration, and inspires us to re-think the way we work together, for good.
What makes the difference between your collaboration's failure or success? Collaboration: What Makes It Work, Second Edition answers this question with an up-to-date and in-depth review of collaboration research. This new edition also includes The Wilder Collaboration Factors Inventory.
Realize the potential of social collaboration in business with this easy-to-understand guide Social media have proven to be an engaging and addictive mode of communication and information gathering for users on a personal level. However, by applying that same philosophy, a corporate collaboration system that employs social technologies could potentially get employees more involved in running an efficient and effective business. This fun and friendly guide shows you exactly how to put social networking to work in order to achieve business goals. Taking you beyond just the features and tools of social collaboration, the book focuses on where and how social collaboration principles and technologies can be applied in order to enhance the performance of an organization, regardless of how big or small it may be. Helps businesses understand how to introduce social collaboration practices into their organizations in order to create the results they are seeking Details ways to transform a business into a social business by using social collaboration technologies Provides case studies that exemplify ways in which business can engage and learn in social collaboration Social Collaboration For Dummies is an ideal introductory guide for anyone looking to use social collaboration to lead to improvements in productivity, organizational agility, innovation, and employee engagement.
Interprofessional teamwork and collaborative practice are emerging as key elements of efficient and productive work in promoting health and treating patients. The vision for these collaborations is one where different health and/or social professionals share a team identity and work closely together to solve problems and improve delivery of care. Although the value of interprofessional education (IPE) has been embraced around the world - particularly for its impact on learning - many in leadership positions have questioned how IPE affects patent, population, and health system outcomes. This question cannot be fully answered without well-designed studies, and these studies cannot be conducted without an understanding of the methods and measurements needed to conduct such an analysis. This Institute of Medicine report examines ways to measure the impacts of IPE on collaborative practice and health and system outcomes. According to this report, it is possible to link the learning process with downstream person or population directed outcomes through thoughtful, well-designed studies of the association between IPE and collaborative behavior. Measuring the Impact of Interprofessional Education on Collaborative Practice and Patient Outcomes describes the research needed to strengthen the evidence base for IPE outcomes. Additionally, this report presents a conceptual model for evaluating IPE that could be adapted to particular settings in which it is applied. Measuring the Impact of Interprofessional Education on Collaborative Practice and Patient Outcomes addresses the current lack of broadly applicable measures of collaborative behavior and makes recommendations for resource commitments from interprofessional stakeholders, funders, and policy makers to advance the study of IPE.
Looking for a silver bullet to accelerate EL achievement? There is none. But this, we promise: when EL specialists and general ed teachers pool their expertise, your ELs’ language development and content mastery will improve exponentially. Just ask the tens of thousands of Collaboration and Co-Teaching users and now, a new generation of educators, thanks to this all-new second edition: Collaborating for English Learners. Why this new edition? Because more than a decade of implementation has generated for Andrea Honigsfeld and Maria Dove new insight into what exemplary teacher collaboration looks like, which essential frameworks must be established, and how integrated approaches to ELD services benefit all stakeholders. Essentially a roadmap to the many different ways we can all work together, this second edition of Collaborating for English Learners features: All-new examples, case studies, illustrative video, and policy updates In-depth coverage of the full range of strategies and configurations for determining the best model to adopt Templates, planning guides, and other practical tools to put collaboration into practice Guidelines, self-assessments, and questionnaires for evaluating the strategies’ effectiveness By this time, the big benefits of teacher collaboration are well documented. Where teachers and schools struggle still is determining the best way to do so, especially when working with our ELs. That’s where Andrea Honigsfeld, Maria Dove, and their second edition of Collaborating for English Learners will prove absolutely indispensable. After all, there are no two better authorities.
Explores the role of collaboration in tourism to sustain livelihoods, create profitable partnerships, and protect cultures and the environment. Based on robust research, it critically examines how collaboration enables (or impedes) sustainable tourism development, and suggests a role for collaboration.
This Handbook provides a clear overview of how to achieve meaningful public participation in impact assessment (IA). It explores conceptual elements, including the democratic core of public participation in IA, as well as practical challenges, such as data sharing, with diverse perspectives from 39 leading academics and practitioners.