Collaborating for Results

Zusatztext 'Leaders at all levels in complex organisations know the difficulties of achieving truly effective cross-functional and cross-business team working. High performing local teams can themselves become the stovepipes and silos that inhibit broader collaboration and innovation. Here is a book to help you - starting with the characteristics and behaviours of individuals and working through to the concept of Open Teams and how to develop them! as an integral part of your business and organisational development.' Professor Dame Julia King! Aston University! UK 'Wide-ranging and comprehensive. Willcock provides an excellent explanation of how change can really occur in organizations. He simultaneously illustrates the details of the change process and provides relevant examples from his considerable experience while keeping the big picture squarely in view. This is an immensely valuable roadmap for people in organizations and professionals alike.' Ethan Schutz! President & CEO! The Schutz Company! New York 'This is a practical guide to harnessing the power of relationships between people and teams in organisations to achieve strategic vision and to be future-capable in a fast-changing world.' Dr Mike Clarke! CEO! RSPB! UK 'This is a thoughtful and very perceptive examination of our natural tendency to want to work within silos and the problems this creates for businesses! small and large. The strategies suggested for encouraging collaboration both within and across different organisations are practical! sensible and easily implemented. They should be widely and universally adopted.' Alan Cook CBE! Chairman! Highways Agency! UK Informationen zum Autor 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. Klappentext Collaborating for Results focuses on the human reasons for unproductive silo working in organisations! combining psychology with 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. Zusammenfassung Collaborating for Results focuses on the human reasons for unproductive silo working in organisations, combining psychology with 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. Inhaltsverzeichnis 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 Relationship...

Auteur

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.

Texte du rabat

Collaborating for Results focuses on the human reasons for unproductive silo working in organisations, combining psychology with 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.

Contenu
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;