Four Actions for Knowledge Mobilization – Leaders Mobilize Knowledge (T-16)

The four actions are: Make explicit the implicit assumptions coalition leaders bring to the task of knowledge mobilization; Make mobilizing knowledge a formal intent of the coalition; Focus on gathering and sharing knowledge that will help leaders work together; Assess each organization’s capacity to absorb knowledge and put it to good use. Consider a coalition …

Trek Objectives – Leaders Mobilize Knowledge (T-16)

Trek Overview Domain: Develop CoalitionsCapability: Mobilize Knowledge This Trek focuses on how leaders can mobilize knowledge to strengthen the capacity of their coalition. By the end of this Trek the learner will be able to: Define knowledge mobilization Articulate the benefits of knowledge mobilization Analyze the four factors needed for a coalition to effectively mobilize …

LEADS Link – Leaders Purposefully Build Their Networks (T-17)

A coalition must: share the same destination and values, share the load, share knowledge, and share credit. A strong network invests time and energy into building trust between individuals and organizations. It develops clear terms of reference that articulate the expertise, insight, and knowledge that is offered through the network, and each member’s individual role …

Networks as a Type of Coalition – Leaders Purposefully Build Their Networks (T-17)

Chapter 2 of the LEADS text describes a coalition “as any formal inter-organizational collaboration dedicated to achieving a common purpose.” A network is defined as “a a group or system of interconnected people or things.” It is a form of coalition, though it often can be informal rather than formal. For many, a network is …

Trek Objectives – Leaders Build Robust Networks – (T-17)

Trek Overview Domain: Develop CoalitionsCapability: Leaders Purposefully Build Their Networks This Trek focuses on how members of an existing network can purposefully build and enhance it. It comes in three parts. First, this Trek will discuss how leaders must be mindful about the networks they create. Secondly, it will explore some techniques leaders can use …

Trust Is… – Leaders Build Trust Between Organizations

Trust Is the Result of a Positive Accumulation of Experiences…. “Sliding-door moments” are those seemingly inconsequential everyday incidents or decisions that affect relationships negatively or positively; they are the brief opportunities that can be seized to build relationships, strengthen bonds, and ultimately create a reservoir of trust. Please watch this video and consider, are there …

LEADS Link – Leaders Build Trust Between Organizations

Organizational trust is fundamental to effective co-operation, co-design, and shared benefit. Without trust, there can’t be shared meaning and shared results. Trust is something that takes time to build but can be lost immediately; trust is also multi-faceted and subjective. Some describe trust as a three-legged stool: it’s about predictability, competency (which is contextual), and …

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