This third edition of Collaboration: What Makes It Work-written nearly 25 years after the first edition was published-is an example of the enduring importance of collaboration. Reaction to the first edition, published in 1992, showed that researchers and practitioners alike found it a useful tool. They appreciated its emphasis on providing a practical reference for decision-making that built upon credible, research-based information. The 21st century has brought with it rapid changes and increasingly complex challenges. This third edition in large part responds to the complexity witnessed…mehr
This third edition of Collaboration: What Makes It Work-written nearly 25 years after the first edition was published-is an example of the enduring importance of collaboration. Reaction to the first edition, published in 1992, showed that researchers and practitioners alike found it a useful tool. They appreciated its emphasis on providing a practical reference for decision-making that built upon credible, research-based information. The 21st century has brought with it rapid changes and increasingly complex challenges. This third edition in large part responds to the complexity witnessed daily in the authors' work with community, nonprofit, and government organizations. It offers new research and insights paired with practitioner wisdom, adding a "how-to" perspective to help readers put the success factors to work. Nearly 25 years after the first edition was published, it is not just the "how" of collaboration that has changed-who we are collaborating with has changed as well. Today, nearly every collaboration involves some degree of working across difference. Bringing together diverse people, organizations, or sectors in a way that will foster collaborative success requires a unique set of skills. This third edition will ground you in the factors that support successful collaboration and assist you in incorporating those factors into your work.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
PAUL W. MATTESSICH, Ph.D., is Executive Director of Wilder Research, which dedicates itself to improving the lives of individuals, families, and communities through applied research. Mattessich has assisted local, national, and international organizations with strategic planning, organizational improvement, and evaluation. He travels regularly to Northern Ireland and the United Kingdom, where he learns from, and consults with, organizations addressing youth development, community development, and the promotion of peace and acceptance of diversity among groups from divided communities. Mattessich has been involved in applied social research since 1973 and is the author or coauthor of more than three hundred publications and reports. He has also served on a variety of task forces in government and the nonprofit sectors. He received his Ph.D. in sociology from the University of Minnesota, where he currently serves as an adjunct faculty in the School of Social Work.
Inhaltsangabe
About the Authors Acknowledgments Preface to the Third Edition What's New in the Third Edition? Goals of This Book Chapter 1: Collaboration: An Effective Way to Work "Collective Impact" = or = Collaboration? Addressing Key Questions Working Definitions A Theoretical Basis for Collaboration How to Use This Book Chapter 2: The Twenty-Two Success Factors Factors Related to the ENVIRONMENT Factors Related to MEMBERSHIP CHARACTERISTICS Factors Related to PROCESS AND STRUCTURE Factors Related to COMMUNICATION Factors Related to PURPOSE Chapter 3: Understanding the Factors Factors Related to the ENVIRONMENT Factors Related to MEMBERSHIP CHARACTERISTICS Factors Related to PROCESS AND STRUCTURE Factors Related to COMMUNICATION Factors Related to PURPOSE Factors Related to RESOURCES Chapter 4: Putting the Factors to Work Factors Related to RESOURCES Factors Related to PURPOSE Factors Related to COMMUNICATION Factors Related to PROCESS and STRUCTURE Factors Related to MEMBERSHIP CHARACTERISTICS Factors Related to the ENVIRONMENT An Important Question: When Should Organizations Collaborate? Chapter 5: Collaborating Across Difference Understanding Culture Navigating Power Dynamics Avoiding Tokenism and Brownwashing Equitably Collaborating Across Differences in Organizational Size Collaborating Across Sectors Chapter 6: Examining Your Own Collaborative Project The Wilder Collaboration Factors Inventory Suggested Uses for The Wilder Collaboration Factors Inventory A Case Example: Using The Wilder Collaboration Factors Inventory Chapter 7: Summary and Conclusions What We Have Learned Using the Information To the Future Appendix A: Definition of Collaboration Appendix B: Methodology 1. Identification and Assessment of Research Studies 2. Systematic Codification of Findings from Each Study 3. Synthesis of Findings from Individual Studies Appendix C: Collaborating Across Difference¿Our Process Appendix D: Author Factor Matrix Appendix E: Reflection Questions 1. History of collaboration or cooperation in the community 2. Collaborative group seen as a legitimate leader in the community 3. Favorable political and social climate 4. Mutual respect, understanding, and trust 5. Appropriate cross section of members 6. Members see collaboration as being in their self-interest 7. Ability to compromise 8. Members share a stake in both process and outcome 9. Multiple layers of participation 10. Flexibility 11. Development of clear roles and guidelines 12. Adaptability to changing conditions 13. Appropriate pace of development 14. Evaluation and continuous learning 15. Open and frequent communication 16. Established informal relationships and communication links 17. Concrete, attainable goals and objectives 18. Shared vision 19. Unique purpose 20. Sufficient funds, staff, materials, and time 21. Skilled leadership 22. Engaged stakeholders Bibliography
About the Authors Acknowledgments Preface to the Third Edition What's New in the Third Edition? Goals of This Book Chapter 1: Collaboration: An Effective Way to Work "Collective Impact" = or = Collaboration? Addressing Key Questions Working Definitions A Theoretical Basis for Collaboration How to Use This Book Chapter 2: The Twenty-Two Success Factors Factors Related to the ENVIRONMENT Factors Related to MEMBERSHIP CHARACTERISTICS Factors Related to PROCESS AND STRUCTURE Factors Related to COMMUNICATION Factors Related to PURPOSE Chapter 3: Understanding the Factors Factors Related to the ENVIRONMENT Factors Related to MEMBERSHIP CHARACTERISTICS Factors Related to PROCESS AND STRUCTURE Factors Related to COMMUNICATION Factors Related to PURPOSE Factors Related to RESOURCES Chapter 4: Putting the Factors to Work Factors Related to RESOURCES Factors Related to PURPOSE Factors Related to COMMUNICATION Factors Related to PROCESS and STRUCTURE Factors Related to MEMBERSHIP CHARACTERISTICS Factors Related to the ENVIRONMENT An Important Question: When Should Organizations Collaborate? Chapter 5: Collaborating Across Difference Understanding Culture Navigating Power Dynamics Avoiding Tokenism and Brownwashing Equitably Collaborating Across Differences in Organizational Size Collaborating Across Sectors Chapter 6: Examining Your Own Collaborative Project The Wilder Collaboration Factors Inventory Suggested Uses for The Wilder Collaboration Factors Inventory A Case Example: Using The Wilder Collaboration Factors Inventory Chapter 7: Summary and Conclusions What We Have Learned Using the Information To the Future Appendix A: Definition of Collaboration Appendix B: Methodology 1. Identification and Assessment of Research Studies 2. Systematic Codification of Findings from Each Study 3. Synthesis of Findings from Individual Studies Appendix C: Collaborating Across Difference¿Our Process Appendix D: Author Factor Matrix Appendix E: Reflection Questions 1. History of collaboration or cooperation in the community 2. Collaborative group seen as a legitimate leader in the community 3. Favorable political and social climate 4. Mutual respect, understanding, and trust 5. Appropriate cross section of members 6. Members see collaboration as being in their self-interest 7. Ability to compromise 8. Members share a stake in both process and outcome 9. Multiple layers of participation 10. Flexibility 11. Development of clear roles and guidelines 12. Adaptability to changing conditions 13. Appropriate pace of development 14. Evaluation and continuous learning 15. Open and frequent communication 16. Established informal relationships and communication links 17. Concrete, attainable goals and objectives 18. Shared vision 19. Unique purpose 20. Sufficient funds, staff, materials, and time 21. Skilled leadership 22. Engaged stakeholders Bibliography
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