Nancy Drozdow
What keeps us from discussing difficult issues? Often it's our fear of what will be said. This article tells you how to move from paralysis to a productive dialogue. Published in Family Business Magazine, Summer 2011 view »
Jessica Geiben Lynn
New Hampshire High Technology Council—Jessica Geiben Lynn has an article entitled "Conflict is Not a Four Letter Word" in the group's July/August newsletter (page 5). view »
Debbie Bing
This article explores the paradoxical case where the leader has precisely the vision, aggression and talent that the external environment demands, but, ironically, that strength and aggression weakens his or her team and atrophies others’ ability to effectively advance the organization’s purpose and goals. Appears in People & Strategy Journal, January 2013 view »
Thomas Gilmore, Chatham Sullivan, Rebecca Blum
In this article, the authors shift the focus away from heroic deeds to small, subtle leadership actions that can have big impact. Chapter published in The 2010 Pfeiffer Annual: Leadership Development. San Francisco: Pfeiffer, 2010, pp. 220-232. view »
Debbie Bing
The article looks at using negotiation as a technique to help you integrate personal interests with business needs. Family Business Magazine, Autumn 2008 view »
Larry Hirschhorn
Introduction from Managing in the New Team Environment: Skills, Tools, and Methods. San Jose, CA: Authors Choice Press, 2002, pp. 1 -- 6. view »
This paper outline the role negotiation process the purpose of which is to provide a structural method for people to share with their colleagues the ways in which their work behavior helps or hinders their productivity. view »
CFAR offers pharmaceutical organizations several data-based tools that help pharmaceutical leaders optimize the collaborations they have formed to improve the drug discovery process. This piece gives a brief overview of several of these tools. view »
Jennifer Tomasik
A Webinar conducted for the New England Society for Healthcare Communications (NESHCO) on March 29, 2012 view »
CFAR has developed an approach to strategic planning that embraces action and collaboration. Leaders in academic medicine want a strategy that will support practical, collaborative, action-oriented steps to address their most challenging issues. The principles described here are useful for informing a structure that best meets the unique needs of any institution. view »
In this briefing note, we describe small leadership behaviors. They can begin locally in one's role and groups and when sustained they can create 'small wins' that can make a significant difference to the climate of a work group. view »
As organizations face increasingly complex and fast-changing environments, they typically specialize and differentiate units in order to focus on a particular function. The challenge in organizations is to link the knowledge and worldview in different units in the service of a product or service, creating a productive pair. This note looks at the different characteristics of productive pairs and how they can be fostered. view »
Executive retreats must be carefully designed and linked to the particular organization and people. Through our experience, we have designed and monitored many such processes. CFAR has come to see certain principles that may aid others in developing a retreat for their organization that will deliver on the hopes and the objectives of participants. view »
Top teams sit on the boundary between a fast-changing wider world and a complex internal organization. We know that any two-person relationship under stress will often "triangle" in a third party. This briefing note looks at some approaches to dealing with triangles. view »
Board and staff live in different micro-cultures, even as they share the mission and work of a particular organization. This briefing note looks at the typical pattern surrounding board meetings and gives suggestions for staff to capitalize on opportunities for deepening the board-staff connection. view »
In academic medicine, there is considerable ambivalence about formal leadership. Various leaders in academic medicine were asked to reflect on what close friends said to them when they first took a significant leadership role. This briefing note looks at some of their responses and reflects on these comments. view »

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