High Performance Collaboration: Leadership, Teamwork, and Negotiation

Start Date: 07/05/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/leadership-collaboration

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About Course

Are leaders born or made? Learn the essential skills to develop and expand your leadership repertoire, design teams for collaboration, and craft win-win negotiation strategies. High Performance Collaboration: Leadership, Teamwork, and Negotiation focuses on leadership, teamwork, and negotiation. Students will engage in self-assessments to analyze their leadership style, develop team charters to optimize their groups, and develop a game plan for effective negotiation. Recurring course sessions repeat every 2 weeks on Monday with an enrollment period of 5 days.

Course Syllabus

This course is the first in Northwestern's Organizational Leadership Specialization which represents a collaboration between four of Northwestern’s schools. Watch these videos with four of Northwestern’s deans for their perspectives on leadership and what you will learn in the specialization.

Deep Learning Specialization on Coursera

Course Introduction

High Performance Collaboration: Leadership, Teamwork, and Negotiation Collaborative techniques are at the heart of high performance collaboration. In this course you will learn the essential skills to become a leader in collaboration, the role of teamwork, and negotiation. You will explore the dynamic of work culture and collaborative problem solving, and will explore the different patterns of thought and behavior that are essential for effective collaboration. You will also learn how to use negotiation and teamwork to improve collaboration and achieve collaboration goals. Collaborative techniques are at the heart of high performance collaboration. In this course you will learn the essential skills to become a leader in collaboration, the role of teamwork, and negotiation. You will explore the dynamic of work culture and collaborative problem solving, and will explore the different patterns of thought and behavior that are essential for effective collaboration. You will also learn how to use negotiation and teamwork to improve collaboration and achieve collaboration goals. This course is part of the iMBA offered by the University of Illinois, a flexible, fully-accredited online MBA at an incredibly competitive price. For more information, please see the Resource page in this course and onlinemba.illinois.edu.Module 1: Collaboration and Conflict Module 2: Teamwork and Teamwork in Theory Module 3: Negotiation and Teamwork in Practice High Performance Leadership: How to Create a Culture of Performance This course focuses on the inter

Course Tag

Negotiation Leadership Team Management Collaboration

Related Wiki Topic

Article Example
Teamwork As in a 2008 review, "team training promotes teamwork and enhances team performance." In specific, a 2014 meta-analysis of 45 published and unpublished studies concluded that team training is "useful for improving cognitive outcomes, affective outcomes, teamwork processes, and performance outcomes." Eduardo Salas, Deborah DiazGranados, Cameron Klein, C. Shawn Burke, Kevin C. Stagl, Gerald F. Goodwin, and Stanley M. Halpin.
Teamwork In health care, a systematic concept analysis in 2008 concluded teamwork to be "a dynamic process involving two or more healthcare professionals with complementary backgrounds and skills, sharing common health goals and exercising concerted physical and mental effort in assessing, planning, or evaluating patient care." Elsewhere teamwork is defined as "those behaviours that facilitate effective team member interaction", with "team" defined as "a group of two or more individuals who perform some work related task, interact with one another dynamically, have a shared past, have a foreseeable shared future, and share a common fate". Another definition for teamwork proposed in 2008 is "the interdependent components of performance required to effectively coordinate the performance of multiple individuals"; as such, teamwork is "nested within" the broader concept of team performance, which also includes individual-level taskwork.
Teamwork Teamwork may have an "unintended effect of fermenting hostility toward the managerial goal of making the teams fully self-managing." In one case study of a clothing manufacturer, a switch from production line work (with bonuses given for individual performance) to teamwork (in which an individual's earnings depended on team performance) caused workers to resent having to monitor each other.
Leadership Those seeking leadership positions in a military organization had elevated scores on a number of indicators of strength of character, including honesty, hope, bravery, industry, and teamwork.
High-performance teams A high-performance team can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, that produce superior results. The high-performance team is regarded as tight-knit, focused on their goal and have supportive processes that will enable any team member to surmount any barriers in achieving the team's goals.
Center for Organizational Performance Leadership Practices at High Performance Organizations
Teamwork Motion Pictures Lau's collaboration with CCT Telecoms and his partner, Clement Mak turned sour in June 2002 when his artist management contract expired and was not renewed. CCT Telecoms then sent out restriction letters to several production companies from hiring Lau in any sort of performance. Lau then retaliated by sending a lawyer's letter seeking HK$15 million worth of salary that Teamwork owned him.
High Performance Storage System High Performance Storage System (HPSS) is a flexible, scalable, policy-based Hierarchical Storage Management product developed by IBM in collaboration with various DOE National Labs. It provides scalable hierarchical storage management (HSM), archive, and file system services using cluster, LAN and SAN technologies to aggregate the capacity and performance of many computers, disks, disk systems, tape drives and tape libraries.
Collaboration Collaboration is the process of two or more people or organizations working together to realize or achieve something successfully. Collaboration is very similar to, but more closely aligned than, cooperation. Most collaboration requires leadership, although the form of leadership can be social within a decentralized and egalitarian group. Teams that work collaboratively can obtain greater resources, recognition and reward when facing competition for finite resources.
Teamwork In healthcare, teamwork is "a dynamic process involving two or more healthcare professionals with complementary background and skills, sharing common health goals and exercising concerted physical and mental effort in assessing, planning, or evaluating patient care". Having followed a volatile trend in the past century, the societal diffusion and application of teamwork has shown a sharp increase since the late 1970s.
Negotiation Distributive negotiation is also sometimes called positional or hard-bargaining negotiation and attempts to distribute a "fixed pie" of benefits. Distributive negotiation operates under zero sum conditions and implies that any gain one party makes is at the expense of the other and vice versa. For this reason, distributive negotiation is also sometimes called "win-lose" because of the assumption that one person's gain results in another person's loss. Distributive negotiation examples include haggling prices on an open market, including the negotiation of the price of a car or a home.
Negotiation Negotiation theorists generally distinguish between two types of negotiation. Different theorists use different labels for the two general types and distinguish them in different ways.
Teamwork When talking about teamwork, it is important to first properly define the term "team" – many people think they work in teams when really, they work in so-called pseudo teams – groups of co-workers put together and called a team, but without fulfilling basic requirements for effective teamwork. Basic requirements for effective teamwork are an adequate team size (best seems to be about 6-8 members); a clearly defined and measureable goal (such as the creation of a new product in innovative jobs, a high patient survival rate in healthcare jobs, or customer satisfaction in service-oriented jobs) (see also Motivation and Cohesion), as well as autonomy, authority and resources needed to fulfil the team goal. Furthermore, roles within the team should be clearly defined.
Negotiation Integrative negotiation is also called interest-based, merit-based, or principled negotiation. It is a set of techniques that attempts to improve the quality and likelihood of negotiated agreement by taking advantage of the fact that different parties value various outcomes differently. While distributive negotiation assumes there is a fixed amount of value (a "fixed pie") to be divided between the parties, integrative negotiation often attempts to create value in the course of the negotiation ("expand the pie").
Negotiation Negotiation can take a wide variety of forms, from a trained negotiator acting on behalf of a particular organization or position in a formal setting to an informal negotiation between friends. Negotiation can be contrasted with mediation, where a neutral third party listens to each side's arguments and attempts to help craft an agreement between the parties. It can also be compared with arbitration, which resembles a legal proceeding. In arbitration, both sides make an argument as to the merits of their case and the arbitrator decides the outcome. This negotiation is also sometimes called positional or hard-bargaining negotiation.
Leadership High School Leadership High School is a public charter high school located in San Francisco. Founded in 1997, Leadership or "LHS" was California's first start-up charter high school. The school provides a college-preparatory curriculum and focuses on leadership development and social justice.
High-performance teams Within the high-performance team, people are highly skilled and are able to interchange their roles. Also, leadership within the team is not vested in a single individual. Instead the leadership role is taken up by various team members, according to the need at that moment in time. High-performance teams have robust methods of resolving conflict efficiently, so that conflict does not become a roadblock to achieving the team's goals. There is a sense of clear focus and intense energy within a high-performance team. Collectively, the team has its own consciousness, indicating shared norms and values within the team. The team feels a strong sense of accountability for achieving their goals. Team members display high levels of mutual trust towards each other.
Teamwork In a business setting, accounting techniques may be used to provide financial measures of the benefits of teamwork which are useful for justifying the concept. Health-care policy-makers increasingly advocate teamwork as a means of assuring quality and safety in the delivery of services; a committee of the Institute of Medicine recommended in 2000 that patient-safety programs "establish interdisciplinary team training programs for providers that incorporate proven methods of team training, such as simulation."
Negotiation Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted. Teams can effectively collaborate to break down a complex negotiation. There is more knowledge and wisdom dispersed in a team than in a single mind. Writing, listening, and talking, are specific roles team members must satisfy. The capacity base of a team reduces the amount of blunder, and increases familiarity in a negotiation.
Negotiation Negative affect has detrimental effects on various stages in the negotiation process. Although various negative emotions affect negotiation outcomes, by far the most researched is anger. Angry negotiators plan to use more competitive strategies and to cooperate less, even before the negotiation starts. These competitive strategies are related to reduced joint outcomes.