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Practices of dynamic collaboration =...

De Visch, Jan.

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Practices of dynamic collaboration = a dialogical approach to strengthening collaborative intelligence in teams /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Practices of dynamic collaboration/ by Jan De Visch, Otto Laske.
Reminder of title:	a dialogical approach to strengthening collaborative intelligence in teams /
Author:	De Visch, Jan.
other author:	Laske, Otto.
Published:	Cham :Springer International Publishing : : 2020.,
Description:	xxiii, 221 p. :ill., digital ;24 cm.
[NT 15003449]:	Chapter One: Understanding developmentally sourced diversity as a key to high-quality dialogue and collaborative intelligence -- Chapter Two: The adult-developmental stratification of organizational work -- Chapter Three: The Meeting Dialogue: How to Improve the Balance of Asking and Telling -- Chapter Four: The 'Common Ground' Dialogue: Working with Upwardly and Downwardly Divided Dynamics -- Chapter Five: The Commitment Dialogue: How we agree on what needs to be done -- Chapter Six: Coherent action: Linking role and work contributions to each other through real-time dialogue -- Chapter Seven: The Development Dialogue: How to strengthen employees' capability to take on real-world complexity -- Chapter Eight: Viewing Human-Machine Interaction from a developmental perspective: Stepping up to the humane organization.
Contained By:	Springer eBooks
Subject:	Teams in the workplace - Management. -
Online resource:	https://doi.org/10.1007/978-3-030-42549-4
ISBN:	9783030425494

Practices of dynamic collaboration = a dialogical approach to strengthening collaborative intelligence in teams /
De Visch, Jan.

Practices of dynamic collaborationa dialogical approach to strengthening collaborative intelligence in teams /[electronic resource] :by Jan De Visch, Otto Laske. - Cham :Springer International Publishing :2020. - xxiii, 221 p. :ill., digital ;24 cm. - Management for professionals,2192-8096. - Management for professionals..

Chapter One: Understanding developmentally sourced diversity as a key to high-quality dialogue and collaborative intelligence -- Chapter Two: The adult-developmental stratification of organizational work -- Chapter Three: The Meeting Dialogue: How to Improve the Balance of Asking and Telling -- Chapter Four: The 'Common Ground' Dialogue: Working with Upwardly and Downwardly Divided Dynamics -- Chapter Five: The Commitment Dialogue: How we agree on what needs to be done -- Chapter Six: Coherent action: Linking role and work contributions to each other through real-time dialogue -- Chapter Seven: The Development Dialogue: How to strengthen employees' capability to take on real-world complexity -- Chapter Eight: Viewing Human-Machine Interaction from a developmental perspective: Stepping up to the humane organization.

This book provides senior managers, project- and program managers, team coaches and team leaders with thought and management tools for potentiating self-organization and creating collaborative intelligence in teams. Adapted and expanded from the 2018 Dynamic Collaboration: Strengthening Self-Organization and Collaborative Intelligence in Teams, the book aids readers in establishing team structures optimal for shared leadership, based on the longitudinal adult development of contributors, especially as team members. Drawing from theoretical and empirical research on social-emotional and cognitive development since 1975, the authors create a provocative paradigm of forming, managing, evaluating and linking teams into networks. They introduce an empirically validated team typology and workspace analysis of dialogue spaces called 'We-Spaces'. Featuring real world examples and cases of teams that have become self-organizing, this book is a valuable resource for upper and middle level managers, CEOs, Board of Directors as well as consultants, researchers and academics in human resource management, adult development, team building, leadership and organizational management.

ISBN: 9783030425494

Standard No.: 10.1007/978-3-030-42549-4doiSubjects--Topical Terms:

703786
Teams in the workplace
--Management.

LC Class. No.: HD66 / .D485 2020

Dewey Class. No.: 658.4022

Practices of dynamic collaboration = a dialogical approach to strengthening collaborative intelligence in teams /
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245 1 0 $a Practices of dynamic collaboration $h [electronic resource] : $b a dialogical approach to strengthening collaborative intelligence in teams / $c by Jan De Visch, Otto Laske.
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300 $a xxiii, 221 p. : $b ill., digital ; $c 24 cm.
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505 0 $a Chapter One: Understanding developmentally sourced diversity as a key to high-quality dialogue and collaborative intelligence -- Chapter Two: The adult-developmental stratification of organizational work -- Chapter Three: The Meeting Dialogue: How to Improve the Balance of Asking and Telling -- Chapter Four: The 'Common Ground' Dialogue: Working with Upwardly and Downwardly Divided Dynamics -- Chapter Five: The Commitment Dialogue: How we agree on what needs to be done -- Chapter Six: Coherent action: Linking role and work contributions to each other through real-time dialogue -- Chapter Seven: The Development Dialogue: How to strengthen employees' capability to take on real-world complexity -- Chapter Eight: Viewing Human-Machine Interaction from a developmental perspective: Stepping up to the humane organization.
520 $a This book provides senior managers, project- and program managers, team coaches and team leaders with thought and management tools for potentiating self-organization and creating collaborative intelligence in teams. Adapted and expanded from the 2018 Dynamic Collaboration: Strengthening Self-Organization and Collaborative Intelligence in Teams, the book aids readers in establishing team structures optimal for shared leadership, based on the longitudinal adult development of contributors, especially as team members. Drawing from theoretical and empirical research on social-emotional and cognitive development since 1975, the authors create a provocative paradigm of forming, managing, evaluating and linking teams into networks. They introduce an empirically validated team typology and workspace analysis of dialogue spaces called 'We-Spaces'. Featuring real world examples and cases of teams that have become self-organizing, this book is a valuable resource for upper and middle level managers, CEOs, Board of Directors as well as consultants, researchers and academics in human resource management, adult development, team building, leadership and organizational management.
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