Preface (Sandy Schuman) Meaning is all we want. Choices are all we make. Relationships are all we have. 1 Five Transformational Leaders Discuss What They've Learned (Sam Kaner) With warmth, candor, and humility, five chief executives trade insights and share war stores as they discuss their guiding principles and strategies for putting participatory values into practice. PART ONE: THE BASES OF COLLABORATION. 2 Renewing Social Capital: The Role of Civil Dialogue (James M. Campbell) This chapter explores the relationship among social capital, social trust, confidence, and civil dialogue. It demonstrates the need for facilitated processes to ensure effective civil dialogue. 3 The Development of Cross-Sector Collaborations in a Social Context of Low Trust (Mladen Koljatic, Monica Silva, Eduardo Valenzuela) This chapter addresses the obstacles that need to be overcome in societies characterized by low social confidence in order to establish successful cross-sector collaborative endeavors. 4 Exploring the Dynamics of Collaboration in Interorganizational Settings (Ignacio J. Martinez-Moyano) Using system dynamics modeling in a group setting provides unique insights into structural factors of the dynamics of collaboration in interorganizational settings. 5 Equity, Diversity, and Interdependence: A New Driver for Societal Transformation (Michael Murray, Brendan Murtagh) Collaborative conversations that address equity, diversity, and interdependence are profoundly relevant for societies struggling to emerge from conflict, racism, and social separation. 6 What Keeps It Together: Collaborative Tensility in Interorganizational Learning (Hilary Bradbury, Darren Good, Linda Robson) This chapter explores the ability of organizational partners to exhibit collaborative tensility-to bend and remain flexible under pressure so that their work can maintain momentum despite instability and challenges. 7 Make-or-Break Roles in Collaboration Leadership (Mirja P. Hanson) Collaborative problem solving succeeds if three key players-participants, facilitators and sponsors-contribute formally and informally to tackling the quest for win-win solutions. PART TWO: APPROACHES TO COLLABORATION. 8 Sense Making and the Problems of Learning from Experience: Barriers and Requirements for Creating Cultures of Collaboration (Gervase R. Bushe) The chapter explains how interpersonal mush makes it impossible for well-intentioned people to create cultures of collaboration and how to overcome that. 9 Metaphors at Work: Building Multiagency Collaboration Through a Five-Stage Process (Carol Sherriff, Simon Wilson) How to harness the power of metaphors for compelling collaboration and effective change. 10 Utilizing Uncertainty (Kim Sander Wright) This chapter explores how uncertainty and certainty affect stakeholder attachment to viewpoint and engagement in conflict during collaboration. 11 Sustainable Cooperative Processes in Organizations (Dale Hunter) This chapter explores cooperative processes in organizations and their sustainability and investigates the social and ecological context and development cycles of groups. 12 Is Your Organization an Obstacle Course or a Relay Team? A Meaning-Centered Approach to Creating a Collaborative Culture (Paul T. P. Wong) This chapter reveals the distinction between toxic and healthy cultures and introduces a meaning-centered approach for creating a collaborative culture. 13 Practical Dialogue: Emergent Approaches for Effective Collaboration (Rosa Zubizarreta) Three dialogic methods for facilitating practical creativity in working groups illustrate a nonlinear approach for transforming polarization, with applications in both the private and public sectors. 14 Using the Facilitative Leader Approach to Create an Organizational Culture of Collaboration (Roger Schwarz) This chapter describes how organizational leaders undermine collaborative cultures and how they can create the cultures they say they want. 15 Use of Self in Creating a Culture of Collaboration (Ante Glavas, Claudy Jules, Ellen Van Oosten) This chapter describes theory and various approaches as to how practitioners can learn to use perhaps the most important aspect of a successful intervention: themselves. PART THREE: COLLABORATION IN ACTION. 16 Collaboration for Social Change: A Theory and a Case Study (Cynthia Silva Parker, Linda N. Guinee, J. Courtney Bourns, Jennifer Fischer-Mueller, Marianne Hughes, Andria Winther) This chapter illustrates how the creation of collaborative culture can facilitate social change. A case study describing a systemwide effort to eliminate a racial achievement gap demonstrates these principles. 17 Theory in Action: Building Collaboration in a County Public Agency (Jamie O. Harris, David Straus) This chapter relates how a five-pronged approach to building collaborative cultures was applied in the public works department of a county agency. 18 Leadership for the Common Good (John M. Bryson, Barbara C. Crosby) This chapter explains how collaborative leaders bring diverse stakeholders together to tackle complex social problems or challenges. 19 Using Deliberative Democracy to Facilitate a Local Culture of Collaboration: The Penn's Landing Project (William J. Ball) Philadelphia's Penn's Landing project provides an important cautionary tale of the difficulties of creating a culture of collaboration in urban planning. 20 Avoiding Ghettos of Like-Minded People: Random Selection and Organizational Collaboration (Lyn Carson) Random selection of participants can help create a culture of collaboration in elite, research-intensive universities. This chapter explains how one Australian university has succeeded. 21 Involving Multiple Stakeholders in Large-Scale Collaborative Projects (Tasos Sioukas, Marilyn Sweet) This chapter reviews best practices and step-by-steps tools for systematically involving multiple stakeholders aimed at significantly enhancing the success of largescale projects at complex organizations. Appendix: Collaborative Values, Principles, and Beliefs. Key Concepts. Index.
