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A Systematic Guide To Collaboration And Competition Withi

 
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MessagePosté le: Ven 7 Juil - 20:45 (2017)    Sujet du message: A Systematic Guide To Collaboration And Competition Withi Répondre en citant



The central argument of this book is that the current unspoken assumption in organizational leadership and management that all projects are as either collaborative or competitive but never both is fatally flawed and produces, at best, sub-optimal results and at worst total failures.

I discuss why I believe this ‘single dynamic’ mindset has gripped organizations by first reviewing the literature and then examining the etymology of the words “collaborate” and “compete.” I then look to biology, war, politics and sport to show that this division between collaboration and competition is artificial and not a natural state of affairs.

I propose a new understanding of how these two activities, collaboration and competition, fundamentally interplay and suggest two new hybrid dynamics “Edgy Collaboration” and “Eco Competition” which organizational teams can recognise and employ.

I also identify and describe 9 practical disciplines/skills for mastering the Collaborate/Compete “Interplay”:

1.Qualification
2.Teaming
3.Game Mapping
4.Scorecards
5.Reputation
6.Alliancing
7.Principled Negotiating
8.Decision-Making
9.Course Corrections

I conclude by discussing how learning/simulation games can assist in building the skills needed to succeed in Interplay and describe 3 real on-line team game examples which explore the new interplay dynamics experientially and socially






A Systematic Guide to Collaboration and Competition within organizations: How understanding the Interplay of Collaboration and Competition maximises Business ... (The Systematic Guide Series Book 5) Kenneth Thompson
A Systematic Guide to Collaboration and Competition within organizations: How understanding the Interplay of Collaboration and Competition maximises Business ... (The Systematic Guide Series Book 5) book 4Shared A Systematic Guide to Collaboration and Competition within organizations: How understanding the Interplay of Collaboration and Competition maximises Business ... (The Systematic Guide Series Book 5) download english





The power of collective action comes not from the sheer number of participants or the uniformity of their efforts, but from the coordination of their differentiated activities through a mutually reinforcing plan of actionBut they couldnt ignore the correlations we found between HCM maturity scores and scores for individual schools on South Carolinas mandatory Palmetto Achievement Challenge Tests (PACT)Stanford Social Innovation Review To achieve systems change, we must pay attention not just to formal procedures, but also to cultureThis exciting evolution of the Strive collective impact initiative is far removed from the isolated impact approach that now dominates the social sector and that inhibits any major effort at comprehensive, large-scale changeStrive, both the organization and the process it helps facilitate, is an example of collective impact, the commitment of a group of important actors from different sectors to a common agenda for solving a specific social problemBut collective impact initiatives are distinctly differentLeadership behavior consistently demonstrates that learning is valued, and managers consistently make learning a priority.SystemsIn the best of circumstances, these backbone organizations embody the principles of adaptive leadership: the ability to focus peoples attention and create a sense of urgency, the skill to apply pressure to stakeholders without overwhelming them, the competence to frame issues in a way that presents opportunities as well as difficulties, and the strength to mediate conflict among stakeholdersIn part, this practice has lingered for lack of alternatives

Senior executives and managers are open and honest in their communications; have an effective process in place for communicating news, strategies, and goals to employees; and ensure that employees know what is expected of them.InclusivenessJUAN PEREZ-CAMACHO, Faculty Emeritus at Intel Corporation and Programme Designer Irish Management InstituteContinuous Communication Developing trust among nonprofits, corporations, and government agencies is a monumental challengeThese drivers fall into five major categories: leadership practices, employee engagement, knowledge accessibility, workforce optimization, and organizational learning capacityFunders search for more effective interventions as if there were a cure for failing schools that only needs to be discovered, in the way that medical cures are discovered in laboratoriesThus, its important to regularly measure and adjust HCM practices and correlate them with organizational outcomesTypically, the latter comprise key business outcomes across unitseither financial (such as sales productivity, profit margins, or revenue per employee) or nonfinancial (such as safety, customer satisfaction and loyalty, or employee retention)and are usually tracked by the office of the CFO or COOThe backbone organization requires a dedicated staff separate from the participating organizations who can plan, manage, and support the initiative through ongoing facilitation, technology and communications support, data collection and reporting, and handling the myriad logistical and administrative details needed for the initiative to function smoothly

As the exhibit shows, the mean accident rates for plants with high HCM maturity scores were between about 10% and 30% lower than the rates for plants with low scoresSelection is based on skill requirements; new hires receive adequate orientation, induction, and description of required skills; and employees provide input into hiring decisions.SystemsUsing the framework we describe here has the obvious and immediate practical benefit of improving organizational performanceOur initial audit in 2002 revealed wide disparities on the HCM maturity scale among schools, although, when combined, the schools received a disappointing average maturity score of 2sign in subscribe SOCIAL ISSUES Education, Health, Security, etc

Systems help retain good performers by continually evaluating trends in employee engagement and providing information that can be used to determine the key drivers of productivity and customer satisfaction.Add items in above section for SubtotalKnowledge AccessibilityAvailabilityFunding collective impact initiatives costs money, but it can be a highly leveraged investmentSSIReview Why 41.8% of young Jordanian women are still unemployed & how to address it, Mayyadajaber answers JoWomenomics ow.ly/BP1X30dn1ef SSIReview RT GlobalGiving: "Sharing allows us to really scale faster" - GG's kevinconroy to SSIReview on the value of collaboration Stanford Social Innovation Review Insights from 10 years working on youth employment program matchmakingPeople have the necessary manuals, tools, and information they need to do their jobs, and there are procedures in place that enable employees to access training when they need it.Collaboration and teamworkHigher HCM Scores Improve Students Test Performance In South Carolinas Beaufort County School District, the higher a given schools human capital management (HCM) score, the greater the students improvement on a standardized math testHigh Performing Teams Video Course launched by Ken Thompson High PerformingLed by Christina Economos, an associate professor at Tufts Universitys Gerald J3 "Successful Starts," United Way of Greater Cincinnati, second edition, fall 2009They must be willing to let grantees steer the work and have the patience to stay with an initiative for years, recognizing that social change can come from the gradual improvement of an entire system over time, not just from a single breakthrough by an individual organization 07f867cfac



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