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dc.contributor.authorSerrat, Olivier
dc.date.accessioned2020-12-02T22:19:08Z
dc.date.available2020-12-02T22:19:08Z
dc.date.issued2013-01-01
dc.identifier.other6350449
dc.identifier.urihttps://hdl.handle.net/1813/87199
dc.description.abstractTo develop and deliver desirable and viable products, services, processes, and policy, government organizations rely on teamwork. Yet, most forms of organization cannot help but engender conflict in such areas as strategy, organization, people, business processes, and rewards and recognition. Organizational conflict, fuelled daily by such perennials as corporate silos, must be accepted then actively managed. Yet, most individuals and organizations are disappointingly poor at resolving problems, preferring instead to avoid or satisfice—the strategy for decision making whereby alternatives are considered until an acceptable option is found, not necessarily the optimal one. Promoting effective cross-functional collaboration demands that an enabling environment be built for that very purpose.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: This article was first published by the Asian Development Bank (www.adb.org).
dc.subjectorganizational conflict
dc.subjectdecision making
dc.subjectcollaboration
dc.subjectteamwork
dc.titleHeads, I Win. Tails, You Lose
dc.typearticle
dc.description.legacydownloadsADB_Heads_I_Win_Tails_you_Lose.pdf: 77 downloads, before Oct. 1, 2020.
local.authorAffiliationSerrat, Olivier: Asian Development Bank


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