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Building Collaborative Organizations PDF Print E-mail

jim_fireplace_thumbAs a Senior Administrative Law Judge for the State of California, I mediated over 1,500 employment disputes, and guess what? Almost none of them had to do with legal issues. People were before me because they lacked collaborative skills. They weren't skilled at building strong working relationships.

Collaborative Influence PDF Print E-mail

Organizations live or die on relationships. Your ability to create successful collaborative relationships can make or break your career. Effective executives have one skill in common — collaborative influence — the ability to get things done by getting people to collaborate and building strong collaborative networks.

Radical Collaboration at Work PDF Print E-mail

The Radical Collaboration approach has been utilized in a wide range of applications in both public and private sectors, ranging from healthcare (Catholic Healthcare West -Sierra Nevada Hospital) heavy industry (Boeing Leadership Center) military (US and Canadian Departments of Defense) higher education (International Management Program/IFL at the Stockholm School of Economics) high tech organizations (NASA Management Education Program) pharmaceuticals (Pfizer) electronics (Sony Ericsson) local public sector organizations (Swedish Work Environment Authority) to international public sector organizations (United Nations Office of Oversight Services).

Summary of Research PDF Print E-mail

This work has its roots at the State of California, Public Employment Relations Board (PERB) where Jim Tamm was a senior Administrative Law Judge and former Regional Director for 25 years prior to becoming Managing Director of BCon WSA International. PERB is the state agency established to oversee dispute resolution and collective bargaining among public employees. In the late 1980s, the staff at PERB noticed that they kept seeing the same parties end up in litigation each time they had a dispute. Other parties, operating under the same statutes, were able to resolve disputes more effectively. They rarely ended up in litigation. The dysfunctional relationships were using a disproportional amount of State's resources. The staff wanted to find out why some relationships were effective and others abysmal.