This book begins by describing the changing role of today's managers and then outlines the key steps to building their influence. Identifying the various stakeholders - those who might be affected by their solutions or who can partner to create outcomes and then focusing on building lasting relationships rather than on single transactions is ......

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.

"Deciding when to collaborate - and when not to - is the first critical step in disciplined collaboration. To master collaboration is to know when not to do it. ... Highlights common collaboration traps that managers must avoid. ... Also identifies four major barriers to successful collaboration - the "not-invented-here" syndrome, hoarding, search problems, and transfer issues - and show leaders how to spot them." - cover.

Achieve All Your Business Goals Using the Art of Conversation “This book will increase your influence and success rate by the end of the first chapter.” —Alan Weiss, PhD, author of Million Dollar Consulting and Getting Started in Consulting What is the key to business success? COLLABORATION. Executive coach and professional development expert Shawn Kent Hayashi provides everything you need to inspire, take part in, and manage the kinds of conversations that are the hallmark of true teamwork. In Conversations That Get Results and Inspire Collaboration, Hayashi answers the questions she is most frequently asked during coaching and training sessions: What can I do to engage people collaboratively? How can I ensure I have a positive impact? How do I get my point across so that others hear me? How do I address the needs of my coworkers so we can move projects forward? What can I do to get conversations back on track when they threaten to veer out of control? Featuring case studies illustrating best practices for engaging managers, peers, and employees to build momentum toward success, Conversations That Get Results and Inspire Collaboration gives you the tools to create the right conversation at the right time to achieve any business goal.

This literature review has the goals of: (1) reviewing and summarizing the existing research literature on factors which influence the success of collaboration; and (2) reporting the results of the research literature review so that people who want to initiate or enhance a collaborative effort can benefit from the experience of others. The review used computer-based bibliographies, contacted researchers interested in the topic, and tracked down bibliographic references in each document obtained. The scope of the search included the health, social science, education, and public affairs arenas. From the 133 studies examined, the screening excluded those documents that were general "how to" manuals, did not meet the definition of collaboration, or failed to meet other research criteria. After the screening, 18 studies remained and were reviewed carefully. The findings of the studies were blended together to identify 19 factors that influence successful collaboration. Contains 32 references. (EH)

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.

Get the fuel you need to drive collaborative leadership in your school! What type of leadership do you practice? Many of us rely on transformational and instructional leadership. But there are advantages in applying a holistic angle including all stakeholders—an approach known as collaborative leadership. Peter DeWitt unpacks six factors framed through John Hattie’s research while painting a powerful scheme: meet stakeholders where they are, motivate stakeholders to strive for improvement, model how to do it. The blueprint will inspire you to: Transform your leadership practice Identify where you can make changes Build and empower your team Incorporate all stakeholders into the conversation