Collaborative learning by a team can produce remarkable results. The challenge is to move from the realm of the possible to the realm of practice. It helps to understand learning behavior in teams, assess individual learning styles and use this knowledge to enhance team learning, transform teams into learning communities, avoid groupthink, and use tools for surfacing and sharing learning in teams.
Teamwork enables you to accomplish tasks faster and more efficiently than tackling projects individually. ... Teamwork is important in an organization because it provides employees with an opportunity to bond with one another, which improves relations among them.
Organisations are much more likely to perform well when their people work effectively as a team. This is because good teamwork creates synergy – where the combined effect of the team is greater than the sum of individual efforts.
Teamwork enables you to accomplish tasks faster and more efficiently than tackling projects individually. ... Teamwork is important in an organization because it provides employees with an opportunity to bond with one another, which improves relations among them.
Organisations are much more likely to perform well when their people work effectively as a team. This is because good teamwork creates synergy – where the combined effect of the team is greater than the sum of individual efforts.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
The 5 Stages of Group Development.
Forming
Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
The development of groups over the lifespan of the group.
Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Team Building PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more.
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
The 5 Stages of Group Development.
Forming
Storming
Norming
Performing
Adjourning
View video: https://www.youtube.com/watch?v=8LzsQbJV2Aw
The development of groups over the lifespan of the group.
Tuckman’s Model – 5 Stages of Team Development and Practical Limitations: https://agile-mercurial.com/2019/04/16/tuckmans-model-5-stages-of-team-development-and-practical-limitations/
Very often we use the word team work in our organizational context without perhaps fully understanding what we mean by teamwork.
An effective team requires the participation of every member in order to be successful. When one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication and coordination among members, the more efficient the team.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
Successful Collaboration and Team DynamicsBPaty123
COM516 Professional Communications. Successful Collaboration and Team Dynamics. Team A presentation for potential University of Phoenix students on the importance of collaboration during a masters program.
Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.
This presentation is about human resource management and the roles and skills of a human resource manager. It covers topics such as team development, team conflicts, emotional intelligence, personality types, and decision-making techniques. It explains the characteristics of high-performing teams and the dysfunctions of low-performing teams. It also provides some methods for resolving conflicts and improving team performance, such as devil’s advocacy and dialectical inquiry.
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included
in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any
view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Learning in Teams
Bruce Britton
and Olivier Serrat
2013
2. What's in a Word?
• Face-to-FaceVirtual
• PermanentTemporary
• Externally DirectedSelf-Managing
• Single DisciplineMulti-Disciplinary
• Office-BasedField-Based
• Single CultureMulti-Cultural
• Operational FocusStrategic Focus
• Unpredictable TasksRoutine Tasks
• LargeSmall
• EnervatingEnergizing
3. Of Teams and Teamwork
• A group of people who need each other to accomplish
a result
Team
• A process whereby a number of people with
complementary skills become committed to a
common purpose and reach agreement on specific
performance targets and indicators, a working
approach, and mutual accountability
Teamwork
4. Characteristics of Effective Teams
They tap the diverse
knowledge, skills,
experience, and
interests of members.
They generate more
creative responses to
challenges than
individuals.
They catalyze fresh
ideas for new
products and services,
better processes, and
profitable strategies.
They hone the
leadership abilities of
members.
They carry out their
mission with
dedication, energy,
and efficiency.
They engender
feelings of satisfaction
and pride among their
members.
They channel conflict
into productive
directions.
They learn from the
individual and
collective experience
of members.
5. Characteristics of Team Members
They share a common
goal or purpose.
They must collaborate
and coordinate their
activities to achieve
this purpose.
They identify
themselves as part of
the team.
They have regular and
frequent interaction
with each other (which
need not always be
face-to-face).
They are prepared to
give up their individual
autonomy to the extent
necessary to achieve
the team's goals.
They support one
another.
They are energized by
co-working and learn
from each other.
6. Why Learning is Important in Teams
• As work becomes more complex and the consequences of
decisions and actions involve greater risks, individual
experience becomes a less reliable basis for learning.
• The products of learning not only make teams more effective,
the process of learning can be team-building.
• Teams capture, formalize, and capitalize expertise on behalf of
the organization.
• By doing so, knowledge becomes shared
and less dependent on individuals
who may leave the organization.
7. Learning in Teams
Learning in
teams
requires
reflective
practitioners
but is more
than the sum
of individuals
learning.
Team learning
occurs as the
members of
the group
discover
together how
best to
contribute to
the
performance
of the group
as a whole.
Team
members
learn from
and about
each other,
how to work
effectively as
a group, and
how to apply
that
knowledge to
achieving the
purposes of
the group.
Not all groups
in the
workplace are
teams, but all
groups can
achieve
collective
learning.
Because they
share goals
put value on
member
interaction,
teams can
usually
achieve
deeper
collective
learning than
other types of
work groups.
8. Learning Needs Throughout Team
Development
Forming
How to
accelerate team
cohesion
Understanding
team dynamics
Creating a safe
and trusting
environment
Storming
Emotional
intelligence
Conflict
management
and resolution
Listening and
information
sharing
Feedback skills
Norming
Emotional
intelligence
Situational
leadership
Listening and
information
sharing
Decision-making
Performing
How to evaluate
and improve
team
productivity
Avoiding
groupthink in
the team as a
whole
Personal and
career
development
Ending
Preparing for
the end of the
team
Taking stock of
what the team
has learned
9. The Wisdom of Crowds
James
Surowieski
• Under the right circumstances, groups are
remarkably intelligent, and are often
smarter than the smartest people in
them. Groups do not need to be
dominated by exceptionally intelligent
people in order to be smart. Even if most
of the people within a group are not
especially well-informed or rational, it
can still reach a collectively wise decision.
10. Individual Learning
Individual learning is not just about gaining
knowledge and skills: it is about personal
growth and development, increasing self
confidence, changing attitudes, and working
more collaboratively.
Individuals learn in many different ways: their
preferences relate to the four stages of the
experiential learning cycle.
11. The Experiential Learning Cycle
Team Dimension:
Joint Planning
Team Dimension:
Coordinated Action
Team Dimension:
Shared Meaning
Team Dimension:
Collective Reflection
12. Collaborative Learning
• Collaborative Learning is a relationship among learners that
requires
– Positive interdependence (a sense of sink or swim together)
– Individual accountability (each of us has to contribute and learn)
– Interpersonal skills and emotional intelligence (communication, trust,
leadership, decision making, and conflict resolution)
– Positive interaction (ideally, face-to-face)
– Joint reflection on how well the team
is functioning and how to function even better
13. Features of Learning Teams
Learning teams know that they are dependent on learning for their success.
They are made up of reflective practitioners who are willing and able to
collaborate and learn together.
They need members who have learning preferences that, together, cover all
four stages of the experiential learning cycle.
They regularly reflect on their progress, assess their performance, examine
what they have accomplished, identify what they have learned, and put that
learning to use.
14. Benefits of Learning in Teams
Learning in
teams helps
• Uncover new information
• Limit individual biases
• Create synergy
• Build a comprehensive picture of a
situation, event, or process
• Ensure well-reasoned, meaningful
actions
• Facilitate action that has broad
ownership
15. Requirements of Radical
Collaboration
Collaborative Intention—Individuals maintain an authentic, non-defensive
approach, and make a commitment to mutual success.
Truthfulness—Individuals commit to telling and listening to the truth, and
help create a climate that fosters this.
Self-Accountability—Individuals take responsibility for their
circumstances, choices, and the intended or unforeseen consequences of
these. They find a solution rather than someone to blame.
Self Awareness and Awareness of Others—Individuals commit to knowing
themselves deeply and are willing to explore interpersonal issues. They
seek to understand the concerns, intentions, and motivations of others.
Problem-solving and Negotiating—Individuals use problem-solving
methods that promote a cooperative atmosphere.
16. Strategies for Building Collaboration
Go first—be proactive.
Be open about your intent to collaborate.
Pay attention to responses.
Keep talking—and listening.
Forgive quickly—and move on.
Conduct regular reviews and monitor progress.
Use "interest-based" problem solving to negotiate disputes.
17. On Learning Environments
• An organizational climate that enables, encourages, values,
rewards, and utilizes the learning of staff both individually and
collectively.
A learning environment is
• Learning is seen as a legitimate activity
• Learning is encouraged and supported
• Learning is given adequate resources
• Learning and courage are rewarded
• Experimentation is encouraged and learning from mistakes is
valued
• Obstacles to learning are identified and overcome
• There are few if any undiscussable subjects
In a learning environment
18. On Red and Green Zones
Low Trust
High Blame
Anxiety
Guardedness
Rivalry
Denial
Risk Avoidance
Cynicism
Suspicion
Sarcasm
Withholding
Threats
Hiding Mistakes
Many Undiscussables
Defensiveness
High Trust
Dialogue
Honesty
Mutual Support
Sincerity
Optimism
Cooperation
Friendly Competition
Shared Vision
Learning from Mistakes
Openness for Feedback
Ethical Behavior
Internal Motivation
Contribution
Flexibility
19. Contrasting Red and Green Zones
Authenticity
and Non-
Defensivene
ss
Defensiveness
and Fear
20. Indicators of Learning Teams
Colleagues are genuinely inquisitive.
Colleagues ask questions of each other, and constructively challenge
each others' assumptions.
Errors are identified and dealt with but without blame.
Colleagues feel safe to expose problems. There are no undiscussable
"elephants in the room."
Colleagues network widely and regularly bring new ideas into the
team.
Colleagues use a range of tools and methods for learning and sharing.
The team displays 'Green Zone' behavior.
21. Obstacles to Learning in Teams
They believe they do not need to learn.
They lack the courage to learn.
They lack the will to learn.
They lack the ability to learn.
They are prevented from learning by external factors they cannot control,
including (i) overwhelming workloads, (ii) limited opportunities for team
learning, (iii) lack of managerial encouragement, and (iv) lack of resources.
22. Tools and Techniques for Learning in
Teams
Action Learning
After-Action
Reviews and
Retrospects
Critical Incident
Technique
Learning
Before, During,
and After
Peer Assists
Reframing
Matrix
23. Groupthink
• Groupthink refers to faulty decision-making in a group.
• Groups experiencing groupthink do not consider all the
alternatives, and they desire unanimity at the expense of
quality decisions.
• Groupthink occurs when groups are highly cohesive and/or
when they are under considerable pressure to make a
decision.
• Groupthink also occurs when groups
have low levels of emotional intelligence.
• The symptoms of groupthink include
group feelings of superiority, conformity,
active filtering, and reconstructing reality.
24. Negative Effects of Groupthink
• Rapidly accept the current
idea.
• Examine few alternatives.
• Are highly selective in
gathering information.
• Do not seek expert opinion.
• Have no contingency plans.
Teams that exhibit
groupthink
25. Avoiding Groupthink
• To avoid groupthink
– Use subgroups
– Build in internal checks
– Invite alternative perspectives
– Reappraise the rightness of your cause
– Introduce more diversity in the team by promoting
• Different perspectives on problems
• Challenge to assumptions and the status quo
• Opportunities for greater learning
• Skills and background that complement
one another
• Strengthen relationships between the team
and outsiders
• Use communities of practice
26. The Devil's Advocate
A devil's advocate is someone who takes a deliberately
provocative or challenging position on an issue arising from a
view which they may not actually hold. The person does this to
determine the validity of others' positions or simply for the
sake of argument.
A devil's advocate can be used intentionally to test
assumptions and challenge the validity of thinking. They are
particularly useful at the reflection and learning stages of the
experiential learning cycle.
27. What Jazz Can Teach Us About
Leading Learning TeamsDevelopindividualcompetence.
Createopportunitiesforreflection
duringandafteraction.
Challengehabitsandconventional
practices.
Ensureeveryonehasachanceto
solofromtimetotime.
Cultivatesupportivepractices.
Designmoreinterdependenceinto
tasks.
Createenvironmentsthatvalue
errorsassourcesoflearning.
Balancecontrolandspontaneity.
Lookoutsidetheteamfornewideas.
28. Understanding Learning
and Why It is Important
• Ensure supportive
leadership
• Develop and sustain
a learning culture
Providing Models,
Methods, and Support
• Ensure conceptual
clarity
• Offer models and
methods
• Support the
competences
necessary to learn
• Supply specialist
assistance
• Invest financial
resources
Opening a Space for Learning
• Make organizational learning a strategic goal
• Integrate learning in the project cycle
• Invest in knowledge management infrastructure
• Build relationships of trust
Means
Motive
Opportunity
Creating the Motive, Means
and Opportunity for Learning
29. The Role of Leader in a Learning Team
• Create the motive for learning: help team members
understand why learning is important to them, their team,
and their organization
• Provide the means for learning: develop team members'
understanding of models and methods for learning; help them
develop the competences required, and provide support and
guidance to them
• Create the opportunity for learning:
open up the "space" for team members
to reflect on their work,
get exposure to new ideas,
and test out new thinking with others
30. Why Formal Leaders May Worry
About Learning in Their Team
Learning is
about
change,
and
change, by
definition,
upsets the
"status
quo."
Learning
involves
team
members
taking
initiative
not just
doing what
they are
told.
Learning
requires
time and
may
therefore
be
perceived
as reducing
the time
for
"action."
Learning
can have
unpredicta
ble
outcomes
—so is not
open to
control.
Learning
leads to
personal
growth—
valued
team
members
may leave
the team to
take on
more
responsible
positions.
31. What Learning Teams Can Do
to Support Their Leaders
Develop as reflective practitioners.
Participate in communities of practice.
Put the team's reputation before personal ambition.
Ensure that shared understanding of purpose guides action.
Stick to agreed principles for working collaboratively.
Help create a Green Zone environment.
32. Further Reading
• ADB. 2008. Conducting Peer Assists. Manila.
www.adb.org/publications/conducting-peer-assists
• ——. 2008. Building Communities of Practice. Manila.
www.adb.org/publications/building-communities-practice
• ——. 2008. Action Learning. Manila.
www.adb.org/publications/action-learning
• ——. 2008.The Reframing Matrix. Manila.
www.adb.org/publications/reframing-matrix
• ——. 2009. Working in Teams. Manila.
www.adb.org/publications/working-teams
33. Further Reading
• ADB. 2009. Building Networks of Practice. Manila.
www.adb.org/publications/building-networks-practice
• ——. 2009. Understanding and Developing Emotional
Intelligence. Manila.
www.adb.org/publications/understanding-and-developing-
emotional-intelligence
• ——. 2009. Asking Effective Questions. Manila.
www.adb.org/publications/asking-effective-questions
• ——. 2009. Managing Virtual Teams. Manila.
www.adb.org/publications/managing-virtual-teams
• ——. 2009. Building Trust in the Workplace. Manila.
www.adb.org/publications/building-trust-workplace
34. Further Reading
• ADB. 2009. Leading in the Workplace. Manila.
www.adb.org/publications/leading-workplace
• ——. 2009. Exercising Servant Leadership. Manila.
www.adb.org/publications/exercising-servant-leadership
• ——. 2009. Distributing Leadership. Manila.
www.adb.org/publications/distributing-leadership
• ——. 2010. Showcasing Knowledge. Manila.
www.adb.org/publications/showcasing-knowledge
• ——. 2010. Embracing Failure. Manila.
www.adb.org/publications/embracing-failure
• ——. 2010. The Critical Incident Technique. Manila.
www.adb.org/publications/critical-incident-technique
35. Further Reading
• ADB. 2010. Bridging Organizational Silos. Manila.
www.adb.org/publications/bridging-organizational-silos
• ——. 2012. Managing Knowledge in Project Environments.
Manila. www.adb.org/publications/managing-knowledge-
project-environments
• ——. 2012. On Knowledge Behaviors. Manila.
www.adb.org/publications/knowledge-behaviors
• Charlotte Roberts and James Boswell. 1994. Multiple
Perspectives in Peter Senge et al. The Fifth Discipline
Fieldbook: Strategies and Tools for Building a Learning
Organization. Crown Business.
36. Further Reading
• James Taylor, Dirk Marais, and Allan Kaplan. 1997. Action
Learning for Development: Use Your Experience to Improve
Your Effectiveness. CDRA.
• Frank Barrett. 1998. Creativity and Improvisation in Jazz and
Organizations: Implications for Organizational Learning,
Organization Science. Vol. 9, No. 5, pp. 605–622.
• James Tamm and Ronald Luyet. 2004. Radical Collaboration:
Five Essential Skills to Overcome Defensiveness and Build
Successful Relationships. Harper Collins.
• James Surowiecki. 2004. The Wisdom of Crowds. Doubleday.
• Andrew Woodgate. 2005. What Can Community Do for Us?
Framework.