Adam Kahane has faced this challenge many times, working on big issues like democracy and jobs and climate change and on everyday issues in organizations and families. Kahane has immersed himself in the practical challenges of helping people effect social change, and against this backdrop he unfolds a simple and penetrating insight: that power and love are two axes that delineate our individual and collective journeys. In doing this he overturns conventional practice—including his own—and proposes a new approach to collaboration that is better suited to our difficult current context. In politics and at work and at home, collaboration is both necessary and difficult. Rather than shrink away from complexity and conflict, we must plunge into it. It offers realistic, grounded hope of genuine transformation, and its insights and lessons should be part of the toolbox of everyone in leadership roles. These are a new type of innovation network which have rapidly developed in service economies.
He has also studied negotiation at Harvard Law School and cello performance at Institut Marguerite-Bourgeoys. Over the rest of this year we will be offering a series of on this material. This review has been hidden because it contains spoilers. Adam's story of his engagements with people in many countries, whom he was called to help in their efforts to change their worlds, is an account of his own realization of Gandhi's deeper insight. He has worked in more than fifty countries, in every part of the world, with executives and politicians, generals and guerrillas, civil servants and trade unionists, community activists and United Nations officials, clergy an Adam is a leading organizer, designer and facilitator of processes through which business, government, and civil society leaders can work together to address such challenges.
Unconventional, stretch collaboration abandons the assumption of control. I was frightened that the accomplishment and income I was expecting from the project were at risk. Collaboration is increasingly difficult and increasingly necessary Often, to get something done that really matters to us, we need to work with people we don't agree with or like or trust. We must find a way to collaborate more effectively. I fought back and blamed them.
Living in Venezuela right now is certainly an unbelievable and sometimes exhausting challenge. The path is made by walking. Simple but not slight I came to the book seeking a way to change others. But these others include people we don't agree with or like or trust, so working with them seems impossible--like collaborating with the enemy. To view it, Liked the 6 week plan Week 1 —Figure out your baseline for using power and love.
Revisit a potentially collaborative activity that may be underway but stuck. The last step concerns how individuals participate in the larger group. International consultan Collaborating with the Enemy How to Work with People You Don't Agree with or Like or Trust We're trying to get something done that really matters to us. Having said that no book is a waste of time - even the ones with 1-star rating. Regardless, after I briefed my client on my report and use of Kahane's book, they went out and boug This book came out as I was preparing a report for a workplace conflict assessment I conducted. They were cautiously starting to get to know one another and to hope that together they could make a difference.
Collaboration is increasingly difficult and increasingly necessary Often, to get something done that really matters to us, we need to work with people we don't agree with or like or trust. Often times, we try to script things down to minutia: state the principles, identify the strategy, work the levers, etc. The brevity, depth, and usefulness of this book represent a truly remarkable achievement. I felt off ended and upset that the organizers were challenging my expertise and professionalism behind my back. Adam Kahane has faced this challenge many times, working on big issues like democracy and jobs and climate change and on everyday issues in organizations and families. In such situations, when we think it is not desirable or possible or necessary to work with certain others, then obviously we will try to work without them or against them: to avoid them or defeat them.
First, in how we relate with our fellow collaborators, we must stretch away from focusing narrowly on the collective goals and harmony of our team, and move toward embracing both conflict and connection within and beyond the team. It made the work place situations seem pretty trivial, but the concepts were good. Though I prefer the multi-lateral method of Collaboration, I was also interested in the non-compromising stance of direct action in We Force. But these others include people we don't agree with or like or trust, so working with them seems impossible--like collaborating with the enemy. Adam shows us a way to do so. Collaborating with the Enemy gives us not only a privileged look into Adam's extensive experiences in high-level engagements to address these problems but also his honest and brave reflection on his successes and failures, and from these his articulation of an important new approach to collaboration.
The thing that helped me the most was his understanding about the tension between collaboration and control. Whether in our businesses, our governments, our communities, or our personal lives, we can all benefit from this smart and timely book. Adam offers a robust theory and a straightforward practice to address this vital challenge. I think it is a really good introduction to collaboration, or in his terms, stretched collaboration. I'd like to read the next edition if it publishes. That's what this book is about.
He outlines the five misunderstandings that keep people from effectively collaborating with those people and shows readers how they can successfully engage with positive results instead. Second, the title of the book is not concise but is a bit of a run on thought that needed editing. Pretty much any useful info can be taken from the graphic on pg 47 and the final chapter. The author, who is a specialist of sorts in collaboration, presents different ways of colloborating. Just when you are getting into the groove, it ends - abruptly in some cases. Just when you are getting into the groove, it ends - abruptly in some cases. Read, listen, absorb, and integrate.
As an organizational consultant and researcher in the field of collective wisdom and intelligence, I find his work radiantly visionary, yet grounded, clear, insightful, and immensely practical. Adam's story of his engagements with people in many countries, whom he was called to help in their efforts to change their worlds, is an account of his own realization of Gandhi's deeper insight. Compacting an enormous amount of impressive experience into just a few pages, what we learn is that to change the world is not a goal but a path. He has learned that our conventional understanding of collaboration--that it requires a harmonious team that agrees on where it's going, how it's going to get there, and who needs to do what--is wrong. In Power and Love, Adam goes further and deeper--into the kind of leadership that it takes to do this. Drawing on his experience enabling sworn enemies to create peace in places like South Africa, Northern Ireland, and Colombia, Adam Kahane shares insights and lessons we can all use when collaborating with 'those others' is our only or best way forward.