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James W. Tamm and Ronald J. Luyet provide tools that will increase your ability to collaborate. You will learn to be more aware of others and how to problem-solve and negotiate. Collaborative skills have never been more important, and these skills are absolutely necessary for today's workplace. Radical Collaboration is a how-to-manual for anyone who wants to create trusting, collaborative environments, and transform groups into motivated and empowered teams. It is an eye-opener for leaders, managers, HR professionals, agents, trainers, and consultants who are seeking constructive ways of getting the results they want.
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In today's networked world, being able to add value by collaborating effectively with others has gone beyond being nice to have to become a new business imperative. The collaborative capital of a company is now of equal importance to its intellectual and financial capital.
Significantly, collaboration cannot genuinely be mandated from the top. Instead, it must begin within the mind-set of the individual and then work its way out into the organization as a whole. The five essential skills of collaboration are the personal skills around which sound and productive collaborative relationships are built.
So what it is about this methodology that is radical? Radical collaboration works from the inside out rather than being imposed from on high. It requires that an individual have the right mind-set to begin with, then moves outwards into individual relationships and from that base this collaborative intent then moves into team and organizational settings. Unless you master and integrate the five skills of radical collaboration at a personal level first, you'll be unable to use them in a group setting with any degree of success.
"Radical collaboration teaches methods to significantly improve your own collaborative skills, so that if and when you chose to build a collaborative relationship, you know how to. If your heart and your head are not in alignment, or if you are unauthentic or defensive, collaborative strategies will become just another flavor of the day. The right attitude, telling the truth, self-awareness, being accountable, and skillful problem-solving make a difference, regardless of the nationality, culture, size, or nature of the organization."
Be non-defensive, authentic and open to negotiating win-win agreements. Make a personal commitment that you won't enter into any new agreement unless it has substantial mutual benefits. Have enough self-awareness to take note when you're becoming defensive and do something about it.
Your initial intentions in entering into a collaborative relationship will have far-reaching implications and flow-on effects. They will color and impact on everything else that happens. Always try and start each collaboration on the right foot by making sure you are personally committed to achieving something beneficial for everyone who is involved.
To have the best intentions possible:
1. Consider precisely what your attitude is.
When it comes to collaborating, there are two alternative mind-sets which most people have:
■ A red zone--where you try and get as much as possible and win at any cost, even if that means everyone else will lose rather than gain from the collaboration. When you're using red zone thinking, you become defensive and blame everyone else for your problems and therefore focus more on beating the other person and less on trying to find a reasonable solution that will suit everyone.
■ A green zone--where you attempt to build mutual success, even if that means failing to optimize outcomes from your own personal perspective. Green zone thinking is more interested in seeking solutions than in apportioning blame. In the green zone, feedback is welcomed because there is confidence solutions which are mutually beneficial will be available.
Some organizations have cultures which are very much green zone oriented, others are far more inclined to red zone style thinking. In the final analysis, however, collaborating will do more for you if you go into the relationship with a healthy dose of green zone thinking. If you can spend the majority of your time in the green zone, your collaborative relationships will be better for it.
2. Create an early warning system for defensiveness.
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