Baldoni, J. (2009, June). "How to Collaborate with Your Contractors." Harvard Business Review web exclusive. Retrieved September 10, 2014, from http://blogs.hbr.org/2009/06/collaborate-with-your-contract/
Different expectations, levels of commitment, and authority can hurt any partnership, but these factors often are prevalent in vendor or contractor relationships. The writer offers reasons for these frustrations and suggests three methods for addressing them.
Das, K. (2012, March). "Never Innovate Alone: How to Collaborate for Organizational Impact." Design Management Review, 23(1), Page 30–37.
Successful innovators know how to build strategic partnerships within organizations. The writer contends that being innovative begins with building coalitions, so that new ideas can be nurtured.
Ellehuus, C. (2012, Spring). "Peer Power." Business Strategy Review, 23(1) 60–63.
Inspired by athletes and sports, the writer explores ways to keep people engaged and motivated in troubled economic times. He focuses particularly on peer exchanges.
Miller, F.A., & Katz J.H. (2014, Winter). "4 Keys to Accelerating Collaboration." OD Practitioner, 46(1), 6–11.
The article offers steps on how to promote collaboration within an organization through the use of a common language for all interactions. The writers note that for collaboration to be effective, an organization also needs to take into account its traditional structures and practices.
O'Dell, C., & Hubert, C. (2013, Fall). "Seamless Collaboration: Enabling Employees to Work Together Across Boundaries." Canadian Learning Journal, 17(2), 16–18.
This article focuses on how organizations can support the coordination of their employees' working with each other. Topics discussed include the rise of social networking, the quality of collaborative interactions, and communication tools such as instant messaging. The writers also explore how workstations are facing challenges in knowledge management.
Bushe, G.R. (2010). Clear Leadership: Sustaining Real Collaboration and Partnership at Work. Boston: Nicholas Brealey America.
Hidden agendas, unresolved conflicts, crucial issues never discussed—such drama in the office is what the author calls "interpersonal mush." Conflicts or issues can dominate the workplace and hamper honest communication. This book directly tackles these issues by providing specific tools and techniques as well as personal stories of individuals who have put the principles and practices of Clear Leadership into action to achieve outstanding results for themselves and their organizations. Included are more than 20 skill-building exercises, dozens of case examples, and alternative thinking about approaches to conversations.
Cheesebrow, D. (2012). Partnership: Redefined: Leadership Through the Power of &. Centerville, MN: Bogman.
The author challenges some currently held leadership practices and proposes a new, more effective style of leadership—one based on our understanding of human systems and dynamics within power structures. This book is designed to change the way leaders lead.
Hackman, J. (2011). Collaborative Intelligence: Using Teams to Solve Hard Problems. San Francisco: Berrett-Koehler.
The communication and collaboration among professionals in the intelligence area can be complex, contentious, and challenging. The author draws on his own experience in the intelligence community and his personal research into its dynamics, and shows how any leader can create an environment where teamwork flourishes. He identified six enabling conditions, such as establishing clear norms of conduct and providing well-timed team coaching, that will increase the likelihood that teams will be effective in any setting or type of organization. Although written explicitly for the intelligence profession and related areas, the book also will be valuable for improving team success in all kinds of leadership, management, service, and production teams in business, government, and nonprofit enterprises.
Katz, J.H., & Miller, F.A. (2013). Opening Doors to Teamwork and Collaboration: 4 Keys That Change Everything. San Francisco: Berrett-Koehler.
People may be an organization's greatest asset, but their interactions with one another are what determine the quality and quantity of their contributions. Few organizations know how to generate the sense of excitement, energy, and shared mission that occurs when people truly join together. This book describes four simple behavioral keys that can fundamentally change how people work together through building greater trust, understanding, and collaboration.
Smith, D.M. (2011). Elephant in the Room: How Relationships Make or Break the Success of Leaders and Organizations. San Francisco: Jossey-Bass.
The author explains how relationships determine the success or failure of leaders. She uses in-depth observational studies and clinical research to explore how relationships at the top of organizations work, develop, and change. Then, the author shows how a leader can understand, strengthen, and transform these relationships so that they can withstand the most intense pressures and conflicts.