Benhas worked in the aid sector for the last 15 years, holding a range of rolesthat have seen him work with humanitarian and development agencies in more 40countries. He spent ten years with People In Aid, an umbrella organization thatprovided HR and people management support to those working to reduce inequalityand alleviate suffering. Prior to his career in the aid sector, he held a rangeof roles in the private and public sectors.
He isthe co-founder of The Conscious Project, a social business that typically worksat Board, Executive, or senior management level and whose client list includesUNICEF, the Red Cross, Action Aid, Save the Children, Oxfam, CARE, WorldVision, the International Rescue Committee, the International Water ManagementInstitute, International Food Policy Research Institute, the Scout Association,Amnesty International, the Pakistan Humanitarian Forum, and the National HealthService.
When collaboration works, the results can be breath-taking! But it doesn´t always deliver on its potential. Collaboration has been defined as "an unnatural act practiced by non-consenting adults". And often that´s exactly what it is! Some collaboration can be painfully difficult with the result that problems are either ignored or smoothed over until the collaboration falters or disintegrates, or self-interest and personal agendas take over and conflict quickly arises.
Collaboration and partnerships work well in the aid sector because they have to – no one body has the resources to solve massive problems on their own. Business often sees the advantages of collaboratively sharing costs without fully recognizing the shift in mindset that is required to take managers with a "winner takes all” worldview and get them performing effectively in a win-win world.
Part of the solution lies in bringing consciousness to the workplace and developing it as a core competence. A conscious approach to business relationships, planning, and delivery can enable individuals and organizations to truly think about what they are doing, make changes where needed, and become more effective. It is a particularly effective way of managing the multiple and occasionally conflicting stakeholder objectives inherent in any collaborative project.
The author draws on his experience in the aid sector and with non-profit organizations to describe the building blocks that underpin successful collaboration, and inspires us to re-think the way we work together, for good.
PART ONE: THE COLLABORATIONCONUNDRUM.- 1. 'Collaborate' or 'fragmentate'.- 2. 'Collaborative DNA?'.- 3.'The partnership vortex'.- 4. 'Collaborative capital'.- PART TWO: CONSCIOUSCOLLABORATION.- 5. 'Conscious collaborators'.- 6. 'Generosity and humility'.-7. 'Accompaniment'.- 8. 'The edge of the inside'.- 9. 'The porous edge'.- 10.'Trust on credit'.- 11. 'Jamming'.- 12. 'The virtual guild'.- PART THREE:ACTION 13. Leadership.- 14. Principles and processes.- 15. Micro-outcomes.- 16.Conclusion
When collaboration works, the results can be breath-taking! But it doesn´t always deliver on its potential. Collaboration has been defined as "an unnatural act practiced by non-consenting adults". And often that´s exactly what it is! Some collaboration can be painfully difficult with the result that problems are either ignored or smoothed over until the collaboration falters or disintegrates, or self-interest and personal agendas take over and conflict quickly arises.
Collaboration and partnerships work well in the aid sector because they have to – no one body has the resources to solve massive problems on their own. Business often sees the advantages of collaboratively sharing costs without fully recognizing the shift in mindset that is required to take managers with a "winner takes all” worldview and get them performing effectively in a win-win world.
Part of the solution lies in bringing consciousness to the workplace and developing it as a core competence. A conscious approach to business relationships, planning, and delivery can enable individuals and organizations to truly think about what they are doing, make changes where needed, and become more effective. It is a particularly effective way of managing the multiple and occasionally conflicting stakeholder objectives inherent in any collaborative project.
The author draws on his experience in the aid sector and with non-profit organizations to describe the building blocks that underpin successful collaboration, and inspires us to re-think the way we work together, for good.
When collaboration works, the results can be breath-taking! But it doesn't always deliver on its potential. Collaboration has been defined as "an unnatural act practiced by non-consenting adults". And often that's exactly what it is! Some collaboration can be painfully difficult with the result that problems are either ignored or smoothed over until the collaboration falters or disintegrates, or self-interest and personal agendas take over and conflict quickly arises.
Collaboration and partnerships work well in the aid sector because they have to - no one body has the resources to solve massive problems on their own. Business often sees the advantages of collaboratively sharing costs without fully recognizing the shift in mindset that is required to take managers with a "winner takes all" worldview and get them performing effectively in a win-win world.
Part of the solution lies in bringing consciousness to the workplace and developing it as a core competence. A conscious approach to business relationships, planning, and delivery can enable individuals and organizations to truly think about what they are doing, make changes where needed, and become more effective. It is a particularly effective way of managing the multiple and occasionally conflicting stakeholder objectives inherent in any collaborative project.
The author draws on his experience in the aid sector and with non-profit organizations to describe the building blocks that underpin successful collaboration, and inspires us to re-think the way we work together, for good.
Benhas worked in the aid sector for the last 15 years, holding a range of rolesthat have seen him work with humanitarian and development agencies in more 40countries. He spent ten years with People In Aid, an umbrella organization thatprovided HR and people management support to those working to reduce inequalityand alleviate suffering. Prior to his career in the aid sector, he held a rangeof roles in the private and public sectors.
He isthe co-founder of The Conscious Project, a social business that typically worksat Board, Executive, or senior management level and whose client list includesUNICEF, the Red Cross, Action Aid, Save the Children, Oxfam, CARE, WorldVision, the International Rescue Committee, the International Water ManagementInstitute, International Food Policy Research Institute, the Scout Association,Amnesty International, the Pakistan Humanitarian Forum, and the National HealthService.
Über den Autor
Bennhas worked in the aid sector for the last 15 years, holding a range of rolesnthat have seen him work with humanitarian and development agencies in more 40ncountries. He spent ten years with People In Aid, an umbrella organization thatnprovided HR and people management support to those working to reduce inequalitynand alleviate suffering. Prior to his career in the aid sector, he held a rangenof roles in the private and public sectors.
nn
He isnthe co-founder of The Conscious Project, a social business that typically worksnat Board, Executive, or senior management level and whose client list includesnUNICEF, the Red Cross, Action Aid, Save the Children, Oxfam, CARE, WorldnVision, the International Rescue Committee, the International Water ManagementnInstitute, International Food Policy Research Institute, the Scout Association,nAmnesty International, the Pakistan Humanitarian Forum, and the National HealthnService.
Inhaltsverzeichnis
PART ONE: THE COLLABORATION
CONUNDRUM.- 1. 'Collaborate' or 'fragmentate'.- 2. 'Collaborative DNA?'.- 3.
'The partnership vortex'.- 4. 'Collaborative capital'.- PART TWO: CONSCIOUS
COLLABORATION.- 5. 'Conscious collaborators'.- 6. 'Generosity and humility'.-
7. 'Accompaniment'.- 8. 'The edge of the inside'.- 9. 'The porous edge'.- 10.
'Trust on credit'.- 11. 'Jamming'.- 12. 'The virtual guild'.- PART THREE:
ACTION 13. Leadership.- 14. Principles and processes.- 15. Micro-outcomes.- 16.
Conclusion
Klappentext
When collaboration works, the results can be breath-taking! But it doesn't always deliver on its potential. Collaboration has been defined as "an unnatural act practiced by non-consenting adults". And often that's exactly what it is! Some collaboration can be painfully difficult with the result that problems are either ignored or smoothed over until the collaboration falters or disintegrates, or self-interest and personal agendas take over and conflict quickly arises.
Collaboration and partnerships work well in the aid sector because they have to - no one body has the resources to solve massive problems on their own. Business often sees the advantages of collaboratively sharing costs without fully recognizing the shift in mindset that is required to take managers with a "winner takes all" worldview and get them performing effectively in a win-win world.
Part of the solution lies in bringing consciousness to the workplace and developing it as a core competence. A conscious approach to business relationships, planning, and delivery can enable individuals and organizations to truly think about what they are doing, make changes where needed, and become more effective. It is a particularly effective way of managing the multiple and occasionally conflicting stakeholder objectives inherent in any collaborative project.
The author draws on his experience in the aid sector and with non-profit organizations to describe the building blocks that underpin successful collaboration, and inspires us to re-think the way we work together, for good.
From the aid sector: lessons in collaboration for business from the sector that is best at it
Unique case studies: topical and engaging case studies that haven't been told before
Comprehensive: Blend of optimistic touchy feely consciousness/mindfulness content with practical this is what to do to get things done
