How to Make Collaboration Work
Powerful Ways to Build Consensus, Solve Problems, and Make Decisions”
*David Straus (San Francisco: Berrett-Koehler Publishers, Inc.)
In How to Make Collaboration Work, David Straus, a pioneer in the field of group problem solving, introduces five principles of collaboration that have been proven successful time and again in nearly every conceivable setting and on which IISC’s methodology is built.
Creating a Culture of Collaboration
The International Association of Facilitators (edited by Sandy Schuman)
IISC is pleased to announce the publication of “Creating a Culture of Collaboration” from The International Association of Facilitators (edited by Sandy Schuman, San Francisco: Jossey Bass, August 2006). Included in this practical new resource is a chapter entitled, “Collaboration for Social Change: Theory and Case Study” written by IISC’s Cynthia Silva Parker, Linda N. Guinee, J. Courtney Bourns, Marianne Hughes, and Andria Winther in collaboration with Jennifer Fischer-Muller of the Public Schools of Brookline.
IISC’s chapter leads off the section of the book that addresses “Collaboration in Action.” The chapter describes the conditions that support launching a collaborative change effort and the roles the practitioner plays in building a collaborative culture. The chapter then presents a case study in which a school system (The Public Schools of Brookline) used a collaborative process to create a plan for eliminating gaps in student achievement based on race and achieving educational equity. The case study demonstrates how collaboration helps build the process, relationships, skills, and culture necessary for ongoing transformation and social change.
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Leveraging Diversity and Building Power
Cynthia Silva Parker, Linda N. Guinee, and Andrea Nagel
Interaction Institute for Social Change
Values and Guiding Principles for Addressing Issues of Race, Class and Power in Capacity Building Work
Summarized by Cynthia Silva Parker
Building Civic Leadership in Portland, Maine
Thomas J. Rice, PhD, Chairman, Interaction Institute for Social Change
Portland’s story is one that strongly supports the hypothesis, “no pain, no gain.” Visiting Portland in the late 1970’s was to witness a case study in stagnation. Along with several other Northeastern cities, it was being written off by urban “lifecycle” theorists as a city that had outlived its usefulness: it was seen as beyond hope by the pundits, best left to fade away.
When a Grantmaker is a Facilitative Leader
Curtis Ogden, Senior Associate for IMPACT: An e-newsletter published by Grantmakers for Effective Organizations (GEO), December 2006
What makes a facilitative leader of social change? And how can grantmakers model such leadership?
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