Collaborating for Results

Where collaboration is needed and silo working creates barriers to achieving this, the cost to organisations can be very high: a lack of shared learning and innovation; unproductive conflict and stress; and significant financial costs due to programme failures. Collaborating for Results focuses on the human reasons for unproductive silo working in organisations, combining psychology with broader organisation development theory and practice. The central theme is that a visible agenda for building and maintaining working relationships across organisations is required by those seeking competitive advantage. It describes the contours of working relationships at three levels - individual, team and organisation - and proposes practical actions en route to collaboration and high performance. In doing so it acknowledges the complexity of people and relationships, the interrelationship of the three levels and explains the value of developing Open Teams at the heart of an integrated approach to business and organisational development. Organisation silos can feel like different countries, or even parallel worlds. Even in a single organisation, people in separate divisions or teams can talk a different language and have different work cultures that they each find difficult to understand and relate to. David Willcock's Collaborating for Results reframes organisation culture to bridge the divide, develop working relationships that save time and money and improve organisation performance.

Autorentext

David Willcock has been helping people in organisations overcome unproductive silo working and build better working relationships for over 25 years. He started his career in general human resource management in the public and finance sectors before specialising in people and organisation development work whilst working with a leading global finance company. After a 15 year in-company career he started his own organisation development consultancy, now Liberating Potential Limited, coaching and developing leaders and their teams across a range of sectors in the UK and abroad. David is a Fellow of the Chartered Institute of Personnel and Development (Chartered FCIPD) and an Accredited Master Executive Coach with the Association for Coaching. More information available at www.liberatingpotential.co.uk.

Inhalt

Part I The Individual and the Organisation; Chapter 1 Factors that Influence Behaviour; Chapter 2 Natural Tensions in Working Relationships; Chapter 3 Deeper Obstacles to Working Relationships; Chapter 4 Reviewing the Quality of Working Relationships; Chapter 5 Taking Responsibility in Working Relationships; Chapter 6 Facilitating Improvement in Working Relationships; Part II The Team, Other Teams and the Organisation; Chapter 7 Factors that Influence Behaviour within and between Teams; Chapter 8 Obstacles to Good Quality Relationships within Teams; Chapter 9 Obstacles to Good Quality Relationships between Teams; Chapter 10 Overcoming Obstacles with Open Teams; Chapter 11 Reviewing Relationships within and between Teams; Chapter 12 Facilitating Improvement in Team Relationships; Part III The Organisation; Chapter 13 The Implications for Organisation Development; Chapter 14 How Senior Leaders can Increase Collaboration for Results; Chapter 15 Shaping Values and Infrastructure to Improve Collaboration; Chapter 16 How Leaders can Manage the Shadow Side of Change; Chapter 17 Conclusions;