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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.
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.
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