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How to Make Collaboration Work

Book Description

Every day we work with others to solve problems and make decisions, but the experience is often stressful, frustrating, and inefficient. In How to Make Collaboration Work, David Straus, a pioneer in the field of group problem solving, introduces five principles of collaboration that have been proven successful time and again in nearly every conceivable setting. Straus draws on his thirty years of personal and professional experience to show how these principles have been applied by organizations as diverse as Ford Motor Company, the U.S. Environmental Protection Agency, Harvard Business School Publishing, Boston Public Schools, Kaiser Permanente, the city of Denver, and many others. How to Make Collaboration Work shows how collaboration can become a joy rather than a chore-a kind of chemical reaction that releases far more energy than it consumes.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Foreword
  5. Preface
    1. A Few Powerful Ideas
  6. Acknowledgements
  7. Introduction: The Power of Collaborative Action
    1. What Collaboration IS
    2. How This Book Is Organized
    3. The Context
    4. A Process View of the World
  8. Part I The Fundamentals
    1. Chapter 1 The Process of Human Problem Solving
      1. Some Definitions
      2. My Intellectual Quest
      3. Heuristic vs. Algorithmic Problem Solving
      4. A Simple Model of Human Problem Solving
      5. A Limited Set of Problem-Solving Heuristics
      6. A Pragmatic Theory About Learning Problem-Solving Skills
      7. Relevance to Collaborative Problem Solving
  9. Part II The Principles of Collaboration
    1. Chapter 2 Involve the Relevant Stakeholders
      1. Who to Involve
      2. How to Involve Stakeholders
      3. Conclusion
    2. Chapter 3 Build Consensus Phase by Phase
      1. The Definition and Benefits of Consensus
      2. How Consensus Is Built
      3. Facilitated, Collaborative Problem Solving vs. Mediated Negotiation
      4. What Happens if You Can’t Reach Consensus
      5. Conclusion
    3. Chapter 4 Design a Process Map
      1. Pathways to Action
      2. Agenda Planning as Process Design
      3. Process Maps
      4. Involving Stakeholders in Process Design
      5. Organizing a Process Design Committee
      6. Conclusion
    4. Chapter 5 Designate a Process Facilitator
      1. The Roots of Facilitation
      2. Shared Responsibility and the Interaction Method
      3. The Four Functions of the Facilitator
      4. Conclusion
    5. Chapter 6 Harness the Power of Group Memory
      1. The Power of Group Memory
      2. Historical Roots
      3. How Group Memory Prevents Common Meeting Problems
      4. The Power of Changing the Physical Environment
      5. Conclusion
  10. Part III Putting It All Together
    1. Chapter 7 Facilitative Leadership
      1. Choosing When and How Much Collaboration Is Appropriate
      2. Making Your Words and Actions Congruent
      3. Supporting and Promoting Collaborative Action
      4. Lead the Process of Cultural Change
      5. Conclusion
    2. Chapter 8 Collaborative Organizations
      1. Characteristics of Collaborative Organizations
      2. Evidence of the High Performance of Collaborative Organizations
      3. How to Build a Collaborative Organization
      4. Conclusion
    3. Chapter 9 Collaborative Communities
      1. The Characteristics of an Ideal Collaborative Community
      2. Evidence of Collaboration in Communities Today
      3. Research on the Benefits of Collaborative Communities
      4. How to Build a Collaborative Community
      5. Conclusion
    4. Chapter 10 Where to Go from Here
  11. Resources
  12. Bibliography
  13. Additional Models
    1. The 64 Heuristics
    2. The Stages of Discussion Model
    3. The Expanded Interaction Method
    4. The Complete Facilitative Leadership Model
    5. Chartering Checklist
  14. About Interaction Associates
  15. About the Interaction Institute for Social Change
  16. Index
  17. About the Author
  18. Berrett-Koehler Publishers