Items related to In the Mind's Eye; Enhancing Human Performance
Synopsis
This historic book may have numerous typos and missing text. Purchasers can usually download a free scanned copy of the original book (without typos) from the publisher. Not indexed. Not illustrated. 1992-10-01 edition. Excerpt: ...organization has not been created, the reality of working across organizational boundaries at many functional levels is likely to be quite different from the experience of courtship and negotiation. In order to facilitate cooperation at managerial and operational levels of the organization, employees need to be informed of the strategic value of the collaboration (Kanter, 1994), criteria for evaluating the relationship's success, and the relationship of their jobs to these criteria. New behavior by managers and other employees also needs to be structurally supported and systemically rewarded. Managers and operational employees are in a situation similar to that in which negotiators found themselves, with their loyalties at least partially divided between fulfillment of their responsibilities to their home organization and support of the collaboration. This tension can result in a serious threat to the collaboration's viability, especially if employees are receiving mixed signals about their roles in the collaboration or about senior management's commitment to its success. Several other cultural and psychological phenomena can be expected to influence cooperation between collaborating organizations. Compatibility of work norms has a powerful effect on cooperation between the groups. The degree to which work-related behaviors such as timing, quality, and sharing of information and other resources are met influences employees' willingness to cooperate in the future. The perceptions that members of the participating groups have of each other also affect their likelihood of cooperation. When group relations are characterized by a climate of trust, group members are more likely to help one another; if there are perceptions of...
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About the Author
Daniel Druckman is a 2004-2005 visiting Professor at the University of Queensland's Australian Centre for Peace and Conflict Studies in Brisbane, Australia. He is the Vernon M. and Minnie I. Lynch Professor of Conflict Resolution at George Mason University in Fairfax, Virginia, where he has coordinated the doctoral program at the Institute for Conflict Analysis and Resolution (ICAR). He is also a member of the faculty at Sabanci University in Istanbul, Turkey and has held senior positions at several consulting firms, as well as at the U.S. National Academy of Sciences. He received a Ph.D. from Northwestern University and was awarded a best-in-field prize from the American Institutes for Research for his doctoral dissertation. He has published widely (approximately 150 publications, including 12 authored or edited books) on such topics as negotiating behavior, nationalism and group identity, human performance, peacekeeping, political stability, nonverbal communication, and methodology (including simulation). He serves as a board member or associate editor for eight Journals. He received the 1995 Otto Klineberg award for Intercultural and International Relations from the Society for the Psychological Analysis of Social Issues for his work on nationalism, a Teaching Excellence award in 1998 from George Mason University, and an award for the outstanding article published in 2001 from the International Association for Conflict Management. He is the recipient of the 2003 Lifetime Achievement award from the International Association for Conflict Management.
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