The missing customer

Denning, Peter J.; Dunham, R. E.

doi:10.1145/636772.636788

Cited by 8 publications

(4 citation statements)

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“…I believe that "collaboration is a practice of creating new observers and new possible actions together, in a mood of commitment to take care of the concerns of all parties as best possible." 10 This approach is not about building consensus at the level of the lowest common denominator. Instead, it is about integrating concerns, talents, and resources in a meaningful way that promotes self-organizing, builds critical mass for positive change, and addresses messy situations.…”

Section: Definitionsmentioning

confidence: 99%

“…62 Applying this attitude toward an MSC challenge requires the patience to share perspectives, map the complex system, and understand the root causes of the challenges the stakeholders face. Before brainstorming possibilities or pilot projects, participants have to feel that their concerns are included in the dialogue.…”

Section: Not Developing a Shared Interpretation Of The Problemmentioning

confidence: 99%

“…This fusion enables leaders "…to see the emerging forms of things to come and outline what should be done to meet or anticipate them… [and] constantly reappraise what was being done…[given that] policies acquired their own momentum and went on after the reasons that inspired them had ceased." 88 This may include generating new initiatives or partnerships. It could also mean completing actions or terminating projects that no longer serve the group.…”

Section: Section Summarymentioning

confidence: 99%

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Multi-Stakeholder Collaboration: How Government, Business, and Non-Governmental Leaders Transform Complex Challenges into New Possibilities

Krawchuk¹

2013

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Fred is a graduate of West Point, and has an MBA from IESE Business School, and an MPA from Harvard University. He is a highly decorated retired U.S. Army Colonel and was awarded the George C. Marshall Fellowship at the U.S. Department of State. He is an Olmsted scholar, MacArthur Leadership Award winner, and recipient of research grants.Fred is also a published author and fluent in English, Spanish, and Portuguese.As a recognized social innovator, he has been invited to speak at many forums, including the Carr Center for Human Rights; the University of California, San Diego; the Marshall Center; the Atlantic Council; IESE Business School; and Spiral Dynamics Integral. Fred has trained in a variety of personal and professional development practices for many years, to include training at Strozzi Institute, Integral Institute, the Esalen Institute, Spiral Dynamics Integral, and Spirit Rock Meditation Center. Fifteen years of mindfulness and somatic awareness training has helped broaden his capacity to be more effective and compassionate in demanding environments. It has also allowed him to train others to be open, resilient, and adaptive in complex situations including war zones. PRACTICEMSC skills aren't just conceptual understandings, but performance skills learned though practice. Stakeholders learn how to embody collaborative behavior so that it becomes second nature. One Earth Future Foundation Research ReportWitnessing people suffer and even die as a result of divisive conflict inspired me to search for creative alternatives to violence. My experiences as a military officer over the last 25 years, working across the domains of business, government, and civil society around the world, taught me that collaborative approaches to complex challenges can and do work. Harvard's Program on Negotiations, a trip to Northern Ireland to study the conflict there, and my support of a mediation process for an IsraeliPalestinian delegation were opportunities that provided me with pragmatic tools and rich practice in multi-party negotiations. In my experience designing a series of collaborative forums for groups of 300 diverse stakeholders from over 20 countries in which we would explore alternatives to violence in Southeast Asia, I learned that no matter how difficult the challenge, there is probably someone who is already working on a creative solution, or who has the know-how to generate effective outcomes. In facilitating a variety of interagency and multinational initiatives to tackle the issues of security, governance, and development in Iraq, Afghanistan, Colombia, El Salvador, Peru, Panama, Honduras, Southeast Asia, and the Balkans region, I learned the value of patiently cultivating relationships (which would become invaluable), developing collaborative processes, and discovering the possibilities of common ground for collective action. Over the years, I have sought out diverse innovators, built bridges between diverse groups, and provided platforms on which to share knowledge and address difficult challenges in...

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Section: Definitionsmentioning

confidence: 99%

Section: Not Developing a Shared Interpretation Of The Problemmentioning

confidence: 99%

Section: Section Summarymentioning

confidence: 99%

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Multi-Stakeholder Collaboration: How Government, Business, and Non-Governmental Leaders Transform Complex Challenges into New Possibilities

Krawchuk¹

2013

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“…SEEKING OUT THE PARANORMAL "We are familiar with the common sense that professionals deliver specialized knowledge to paying customers," wrote Peter Denning and Robert Dunham [2]. "What is missing from this common sense is that we also have to satisfy customers, and we do so by creating value for them."…”

Section: By Jeanette Nasem Morganmentioning

confidence: 99%