Solved by verified expert:the paper that I attached has 2 version summarizing the
same book, 2 pages each, please try to take the info from both of them and rewrite it in your
own word
chapter_8_foster_collaboration_2.docx
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Here 2 version summarizing the same book, please try to take the info from both of
them and rewrite it in your own word.
Text 1
Foster Collaboration
Cultivate a culture in offering the opportunity to the team to lead learning opportunities
and believe that every member has the potential to be a leader and inspire meaningful
dialogue and foster collaboration and relationship building (p. 216). Leaders create a
supportive and collaborative practice based on choice and commitment about being part
of what’s happening and inspire people to feel that any initiative is a team effort (p. 217).
Create a Climate of Trust
Invest in Trust.
How does a leader assess, analyze, and anticipate emerging trends and initiatives in
order to adapt leadership strategies in an culture without trust? How do you build a
culture of trust when your team has lost trust in an organization that asks questions but
never listens and when decisions feel like they are predetermined? People don’t want to
stay very long in organizations devoid of trust
No trust, leads to dysynergy. Trust engages employees and encourages them to
contribute and innovate in an environment of open exchange of ideas and truthful
discussion. Trust is the most significant predictor of individuals’ satisfaction with their
organization. Trust creates a culture of satisfaction, quality communication, honest
sharing of information, acceptance of change, acceptance of the leaders influence, and
team organization and performance.More trust people feel, the better they will innovate
(p. 220). Trust requires listening, sharing of information and resources, and being able
to open up first (p. 222). Leaders trust others and have others trust them (p. 219)
Be the First to Trust
Leaders trust others and are willing to show self-disclosure, concern for others, empathy
and vulnerability, and let go of control when engaging their team, sharing information,
and taking ownership (pp. 222-223) in contributing to a healthy and productive
workplace (p. 225) Trust can’t be forced but trust is contagious; so is distrust.
Share Knowledge, Information and Resources
Leaders make sure that they consider alternative viewpoints and they listen to their
team. When leaders advocate for children, families, and caregivers, act to influence
local, district, state, and national decision affecting student learning, and assess,
analyze, and anticipate emerging trends and initiatives in order to adapt leadership
strategies, they engage teachers and show interest in them and their needs, share
insights and lessons, and connect their team to expertise in nurturing an environment of
willingness to share information (p. 228). Distrustful leaders are directive, hold reins of
power, and withhold information.
Facilitate Relationships
How do leaders turn initiatives into personal goals? How do you stop teachers from
working in isolation? Detached managerial styles of leading lead to mistrust.
Implementing initiatives that improve student success requires cooperative goals and
roles, supporting norms of reciprocity, structuring projects, and promoting face-to-face
interactions.
Develop Cooperative Goals and Roles
Leaders keep individuals focused on a common goal that promotes teamwork. Leaders
create a “we’re all in this together” philosophy, were the team has shared goals that
reinforce everyone’s role in the cooperative and coordinate efforts (p. 230), so that
every person contributions are both additive and cumulative to the final outcome (p.
232), in increasing ownership, interconnectedness (p. 231), and individual objectives
(p.232). The team must have shared goals that provide a specific reason for being
together.
Support Norms of Reciprocity
Initiatives require cooperation and cooperation requires relationships that need trust to
thrive. Cooperative goals require reciprocity as opposed to trying to maximize individual
advantage (p. 233). One person cannot always give and the other person receive.
People will be more inclined to cooperate and recognize the legitimacy of others’
interests in an effort to promote their own welfare when reciprocity comes into play, it’s
a win-win situation. Once you help others to succeed, acknowledge their
accomplishments (p. 234).
Structure Projects to Promote Joint Effort
When assessing, analyzing, and anticipating emerging trends and initiatives in order to
adapt leadership strategies, leaders encourage cooperation because they are aware
that the payoff of interdependent efforts are greater than those associated with working
independently (p. 234) and that together, you will accomplish more than on your own
and by doing your part with the company’s goal in mind the whole group will succeed as
opposed to one individual.
Support Face-to-Face Interactions
In assessing, analyzing, and anticipating emerging trends and initiatives in order to
adapt leadership strategies, leaders value to the importance of authentic, genuine facetto-face interactions and the value of getting to know others, whether that being
students, community stakeholders, or students (p. 236). Every relationship should be
treated as if it would last a lifetime and is a reliable way of creating identification,
increasing adaptability, and reducing misunderstandings (p. 237). Face-to-Face
communication increases with complexity of issue and holds you accountable if you
know you would see the person in the future.
Text 2
Foster Collaboration
In the authors’ research, they have never encountered a single example of extraordinary achievement
that occurred without the active involvement and support of many people. Collaboration is essential for
getting extraordinary things done in organizations. To foster collaboration, leaders must create a climate
of trust, facilitate positive interdependence, and support face-to-face interactions.
Create A Climate Of Trust
Trust is the central issue in human relationships, and it is essential for getting extraordinary things done.
Leaders who do not trust others end up doing all the work themselves or supervising so closely they
become overcontrolling; the result is that people do not trust them.
Studies show that the more trusted we feel, the better we innovate. Trust is the most significant
predictor of individuals’ satisfaction with their organizations. Trusting leaders nurture openness,
involvement, personal satisfaction, and commitment to excellence.
Because they trust, exemplary leaders consider alternative viewpoints, make use of others’ expertise
and influence, and let others influence group decisions. And trust begets trust. Managers who create
distrustful environments are directive and hold tight to the reins of power, so their employees are likely
to withhold and distort information.
Leaders must demonstrate their trust in others before asking for trust from others. That means taking
the risk of disclosing what they stand for, value, want, hope for, and are willing and unwilling to do.
Listening to what others have to say and appreciating their points of view demonstrates respect for
them and their ideas. And people listen more attentively to those who listen to them.
Facilitate Positive Interdependence
A situation that is structured to support the victory of only one person is the path to organizational
suicide. Successful leaders and team members subordinate their own goals to the service of a greater
good. They rely on one another and know that they need the others to be successful. Leaders need to
create a positive context and structure to create conditions in which people know they can count on
each other.
No one can do it alone. For a positive experience together, people must have shared goals. A focus on a
collective purpose binds people together into cooperative efforts. Each person’s job should make a
contribution—tasks must be designed so that each person contributes something unique to the
outcome.
To develop cooperative relationships, leaders must establish norms of reciprocity within teams and
among partners, so that people at all levels treat one another with fairness and respect. People who
reciprocate are more likely to be successful than those who try to maximize individual advantage, so
leaders must make sure that all parties understand each other’s interests and how each can gain from
collaboration.
People who grow up in a culture that rewards individual or competitive achievement have the
perception that they’ll do better if people are rewarded solely on their individual efforts. But
cooperation pays bigger bonuses because people are more likely to cooperate if their joint efforts are
rewarded.
Support Face-To-Face Interactions
Leaders need to provide opportunities for people to interact because positive face-to-face interaction
has a powerful influence on whether goals are achieved. Frequent, ongoing interaction makes the
consequences of today’s actions on future dealings more pronounced, promotes people’s positive
feelings for one another, and is more likely to produce collaboration.
Even though many relationships won’t last because of the changing environment, every significant
relationship should be treated as if it will last a lifetime and will be important to each party’s future
success. Human networks make things happen, and the best leaders are in the middle of them. Every
leader needs to invest time and effort in building and nurturing a web of relationships.
Making something happen isn’t only a function of what we know, but of who we are and who we know.
The currency of the Internet Age is social capital—the collective value of the people we know and what
we’ll do for one another. Leaders must connect both themselves and their associates to the sources of
information, resources, and influence they need to get extraordinary things done. But to build and
sustain social connections, you have to be able to trust others and others have to trust you.
People must understand and be committed to their common goals and be willing to share resources to
achieve success. They realize they can achieve cooperative goals when organizational norms encourage
them to share information, listen to each other’s ideas, exchange resources, and respond to each
other’s requests. By consulting with others and getting them to share information, leaders make certain
that people feel involved in decisions that affect them.
Leaders must have emotional intelligence—self awareness, self-management, social awareness, and
social skill. How well leaders can build their own and their constituents’ abilities to recognize and
manage their emotions and build their collective abilities to work together has a direct impact on
personal and organizational success.
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