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 »
CFAR Inc.
A major national medical association was struggling with tense working relationships between Board members and executive staff, including a new Chief Executive.
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 »
Larry Hirschhorn, Victoria Rich, PJ Brennan, Elizabeth Riley-Wasserman
A joint presentation with The University of Pennsylvania Health System presented at the 2009 IHI National Forum on Quality Improvement in Health Care 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 »
CFAR Inc.
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 Inc.
This piece talks about Family Offices, Businesses, and Foundations and gives a case example of work CFAR has done with each. view »
CFAR Inc.
This paper describes CFAR's approach to Collaboration and includes phase descriptions and case studies. view »
CFAR Inc.
CFAR's coaching process has three-stages: reappreciate, rethink and realign. This paper examines each of these stages and details CFAR's unique approach to working with family businesses. view »
CFAR Inc.
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 »
Thomas Gilmore, Larry Hirschhorn
This paper gives some examples of loosely coupled systems and explores two aspects of leading: protecting and guiding. view »
Chatham Sullivan
Chapter 23 in Section 6: Creative Approaches to Developing Leaders -- Pushing the Boundary in Noel, James (Jim) and David Dotlich (eds.). The 2008 Pfeiffer Annual: Leadership Development. San Francisco: Pfeiffer, 2008, pp. 251 -- 260. view »
Jennifer Tomasik
A Webinar conducted for the New England Society for Healthcare Communications (NESHCO) on March 29, 2012 view »
Debbie Bing, Jessica Geiben Lynn, Mario Moussa
The authors relate a process in which faculty confronted their preconceptions and arrived at a shared vision regarding the center’s mission. Ultimately, this unified vision paved the way for developing a new governance structure. view »
CFAR Inc.
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 »
CFAR Inc.
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 »
CFAR Inc.
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 »
CFAR Inc.
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 »
CFAR Inc.
This briefing note outlines some strategies, to be used selectively and in moderation, for vitalizing meetings and increasing the presentness and mindfulness of all who are attending. view »
CFAR Inc.
In this briefing note we outline key frameworks and ideas from the literature on delegation and conclude with advice, to both delegatees and delegators on ways that they can improve the effectiveness of their working alliances. view »
CFAR Inc.
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 »
CFAR Inc.
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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