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Product Description
Product Description
What is Your Collaborative Intention?
James W. Tamm and Ronald J. Luyet provide tools that will increase your ability to collaborate. You will learn to be more aware of others and how to problem-solve and negotiate. Collaborative skills have never been more important, and these skills are absolutely necessary for today's workplace.
"Radical Collaboration" is a how-to-manual for anyone who wants to create trusting, collaborative environments, and transform groups into motivated and empowered teams.
It is an eye-opener for leaders, managers, HR professionals, agents, trainers, and consultants who are seeking constructive ways of getting the results they want.
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First Sentence
Where do you spend most of your life, in the Red Zone or the Green Zone? Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Where do you spend most of your life, in the Red Zone or the Green Zone? Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Hardcover
I have to say I approached this book with a certain degree of scepticism but have been forced to conclude that this really is one of those books that everyone in business should have in their library.
It is rare these days to find a book on business methodologies that is not just another fad. This book is one of those rare jewels that allows you to make a tangible and permanent alteration in the way you perceive yourself and your interaction with others such that the resolution of conflict becomes a real possibility even in the most difficult of circumstances.
Buy it and try it would be my advice; you may surprise yourself and those you work with - I certainly did!
It is rare these days to find a book on business methodologies that is not just another fad. This book is one of those rare jewels that allows you to make a tangible and permanent alteration in the way you perceive yourself and your interaction with others such that the resolution of conflict becomes a real possibility even in the most difficult of circumstances.
Buy it and try it would be my advice; you may surprise yourself and those you work with - I certainly did!
2 of 3 people found the following review helpful
Format:Hardcover
I have spent 30 years in corporate business, been married twice and have children. I now believe I understand the starting point for creating better relationships and getting what I long for , in my work, and relationships.....Myself! If I could persuade every senior executive in major organisations to read and act on the messages in this book, trust me, I would. Major organisations are dysfunctional places and this book has some real keys to unlock the mess. Their use of the work of Will Schutz is exceptional and brings to light one of the great undiscovered geniuss of the last 50 years. Start slowly and keep going, and you wil be amazed how application of these theories and practises not only does great things for your relationships, but for your life in general. A storming success in an area filled with mediocre offerings!!
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
16 reviews
18 of 19 people found the following review helpful
Skills needed to succeed in collaborations
3 Feb 2005
Format:Hardcover
The main theme of this book is a series of arguments that we should conduct our business dealings more like interpersonal rather than adversarial relationships. In our interpersonal relations, we tend to damp down our disagreements, as we never know what will happen in the future. We rarely burn our interpersonal bridges, for the person that you cheat, call a name or make an obscene gesture to may be the one who interviews you for a job sometime in the future.
Most of us have taken a course in basic business, and the first thing you are told is to write and sign a contract. This is of course true, but it also overstates the value of a written contract relative to other aspects of the relationship. While a contract documents the responsibilities and expectations of both parties, there is a great deal of flexibility, even when they are lengthy and rigid. Furthermore, this principle says nothing about how to earn the trust needed to get someone to agree to a contract or how to negotiate a viable contract.
There are four introspective skills that the authors put forward to help you learn how to have more of a collaborative mindset. They are:
*) Collaborative intention.
*) Truthfulness.
*) Self-accountability.
*) Self-awareness and awareness of others.
Each of these skills is necessary for a successful collaboration. You first must want to collaborate and be honest with yourself and others regarding what you want and what you are willing to do. After that, you must follow through, making sure that you are holding up your end of the bargain. Finally, you must honestly appraise your performance and also be aware of how you perceive others and how they perceive you. There are many exercises that will allow you to honestly examine how well you perform in collaborative efforts.
The heart of the book is a theory called Fundamental Interpersonal Relations Orientation (FIRO) and is based on unmet emotional needs. We are all human beings and we take our emotions with us wherever we go and into whatever we do. This test is offered for free on the companion website, and you can obtain a personal relationship profile. It will help you determine if you are willing to give up enough control over events so that you can have effective collaborative relationships.
It is our ego and emotions that sustain us in life, motivating us to succeed and strive to do better. No company is an island; everyone must work with others to get what they want. This book will show you how to submerge the aspects of your ego and emotions that can poison your collaborative well and I strongly recommend that everyone in business read it.
Most of us have taken a course in basic business, and the first thing you are told is to write and sign a contract. This is of course true, but it also overstates the value of a written contract relative to other aspects of the relationship. While a contract documents the responsibilities and expectations of both parties, there is a great deal of flexibility, even when they are lengthy and rigid. Furthermore, this principle says nothing about how to earn the trust needed to get someone to agree to a contract or how to negotiate a viable contract.
There are four introspective skills that the authors put forward to help you learn how to have more of a collaborative mindset. They are:
*) Collaborative intention.
*) Truthfulness.
*) Self-accountability.
*) Self-awareness and awareness of others.
Each of these skills is necessary for a successful collaboration. You first must want to collaborate and be honest with yourself and others regarding what you want and what you are willing to do. After that, you must follow through, making sure that you are holding up your end of the bargain. Finally, you must honestly appraise your performance and also be aware of how you perceive others and how they perceive you. There are many exercises that will allow you to honestly examine how well you perform in collaborative efforts.
The heart of the book is a theory called Fundamental Interpersonal Relations Orientation (FIRO) and is based on unmet emotional needs. We are all human beings and we take our emotions with us wherever we go and into whatever we do. This test is offered for free on the companion website, and you can obtain a personal relationship profile. It will help you determine if you are willing to give up enough control over events so that you can have effective collaborative relationships.
It is our ego and emotions that sustain us in life, motivating us to succeed and strive to do better. No company is an island; everyone must work with others to get what they want. This book will show you how to submerge the aspects of your ego and emotions that can poison your collaborative well and I strongly recommend that everyone in business read it.
11 of 11 people found the following review helpful
Excellent Book on Negotiation
18 Dec 2004
Format:Hardcover
More than just a "how to" book on negotiation, Radical Collaboration helps you understand yourself and your response to conflict. Backed by relevant theory and many examples, it provides practical exercises to help you "unhook" your hot buttons and build your confidence for handling difficult negotiations. A must for anyone interested in conflict resolution, negotiation skills, or self development.
9 of 9 people found the following review helpful
HELPFUL
6 Jun 2006
Format:Paperback
Discovering the nature of defensiveness and "button pushing" was invaluable for me personally and for being able to now see it in others. I just loved Chapt. 2: "Hey, Buzz Off ... I Am Not Defensive!"
Quoting:
"Defensiveness is a poison pill to good relationships. In conflict, defensiveness is like blood in the water to a shark. A little here, a little there, and in no time the situation has degenerated into a feeding frenzy."
"Defensiveness is always based on fear."
"Defensiveness does not defend us from others. It arises to protect from experiencing our own uncomfortable feelings. The prescription for dealing with your own defensiveness is to let yourself experience those feelings. Do not avoid them."
"Defensiveness provides only temporary relief. It's like covering dog poop with whipped cream. It may look good and smell better for a short time, but it doesn't deal with the underlying issue or clean up the mess."
"If you think of your childhood as an eighteen-year-long hypnotic induction, you'll get a better idea of how behaviors that were helpful to us as children may have taken on a life of their own and my not be helpful to us as adults."
"Defensiveness distorts our reality, causing us to spend more energy on self-preservation that on problem solving."
This was great, too:
"The difference between a small annoyance and a button is like the difference between Teflon and Velcro. It is slips off you like Teflon, it is not a button getting pushed. If, however, the incident sticks in your throat, heart or gut like Velcro, then you've probably got some unresolved fears or pain that is a button waiting to be triggered."
The authors say that when buttons get pushed, people typically get dumber, rather than smarter. "By our informal calculations, there is about a twenty-point drop in IQ."
Because of this book, now when I feel my anger rising from what someone else is saying, I tell myself, "Hey, is this defensiveness? If so, am I going to let myself get dumber or try instead to see why the button pushing is making me react poorly?"
Quoting:
"Defensiveness is a poison pill to good relationships. In conflict, defensiveness is like blood in the water to a shark. A little here, a little there, and in no time the situation has degenerated into a feeding frenzy."
"Defensiveness is always based on fear."
"Defensiveness does not defend us from others. It arises to protect from experiencing our own uncomfortable feelings. The prescription for dealing with your own defensiveness is to let yourself experience those feelings. Do not avoid them."
"Defensiveness provides only temporary relief. It's like covering dog poop with whipped cream. It may look good and smell better for a short time, but it doesn't deal with the underlying issue or clean up the mess."
"If you think of your childhood as an eighteen-year-long hypnotic induction, you'll get a better idea of how behaviors that were helpful to us as children may have taken on a life of their own and my not be helpful to us as adults."
"Defensiveness distorts our reality, causing us to spend more energy on self-preservation that on problem solving."
This was great, too:
"The difference between a small annoyance and a button is like the difference between Teflon and Velcro. It is slips off you like Teflon, it is not a button getting pushed. If, however, the incident sticks in your throat, heart or gut like Velcro, then you've probably got some unresolved fears or pain that is a button waiting to be triggered."
The authors say that when buttons get pushed, people typically get dumber, rather than smarter. "By our informal calculations, there is about a twenty-point drop in IQ."
Because of this book, now when I feel my anger rising from what someone else is saying, I tell myself, "Hey, is this defensiveness? If so, am I going to let myself get dumber or try instead to see why the button pushing is making me react poorly?"
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