Inventing the Joint Strike Fighter: Applying Appreciative Inquiry to Collaborative Start-Ups
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“How is it possible to achieve collaboration between a diversity of interests, when parties represent different organisations and there has been little or no common history of collaboration?”
This eBook is a case study in which a group of leaders set out to give birth to a new start-up organisation, using Appreciative Inquiry (AI) techniques. It studies the challenges faced by Lockheed Martin and the unique Joint Strike Fighter (JSF) project.
View on Amazon!The Handbook of High Performance Virtual Teams: A Toolkit for Collaborating Across Boundaries
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The Handbook of High-Performance Virtual Teams is an essential resource for leaders, virtual team members, and work group leaders. The editors provide a proved framework based on five principles for working collaboratively across boundaries of time, space, and culture. Written by experts in the field, the contributors offer practical suggestions and tools for virtual team who need to assess their current level of effectiveness and develop strategies for improvement. This important resource also contains an array of illustrative cases as well as practical tools for designing, implementing, and maintaining effective virtual work.
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Cases and Exercises in Organization Development & Change
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Cases and Exercises in Organization Development & Change, Second Edition encourages students to practice organization development (OD) skills in unison with learning about theories of organizational change and human behavior. The book includes a comprehensive collection of cases about the OD process and organization-wide, team, and individual interventions, including global OD, dialogic OD, and OD in virtual organizations.
View on Amazon!Complex Collaboration, Volume 10: Building the Capabilities for Working Across Boundaries (Advances in Interdisciplinary Studies of Work Teams)
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Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges of managing such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages, and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters in this volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understanding these complex alliances and partnerships.
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