A Collaborative Model for Organizational Transformation
The purpose of this study was to develop a collaborative learning and communication model for higher education. On a university campus there are various psycho-social and organizational barriers to collaboration inside and outside of the classrooms. Scholars have stated that teachers rarely talk wit...
| Auteur principal: | |
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| Type de support: | Électronique Article |
| Langue: | Anglais |
| Vérifier la disponibilité: | HBZ Gateway |
| Journals Online & Print: | En cours de chargement...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Publié: |
Proquest
1999
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| Dans: |
International journal of value-based management
Année: 1999, Volume: 12, Numéro: 3, Pages: 259-280 |
| Sujets non-standardisés: | B
shared values
B Synergy B individual and organizational transformation and teamwork B Collaborative learning B collaborative communication |
| Accès en ligne: |
Volltext (lizenzpflichtig) |
| Résumé: | The purpose of this study was to develop a collaborative learning and communication model for higher education. On a university campus there are various psycho-social and organizational barriers to collaboration inside and outside of the classrooms. Scholars have stated that teachers rarely talk with each other about their teaching, there is little multi-disciplinary research and studies have shown that there is little or no collaboration in meetings and forums outside of university classrooms. So, what are the barriers to collaborative communication and learning and how can these barriers be removed through collaborative strategies? These are the questions that this study explored. Through the understanding of the psycho-social and organizational barriers to collaboration, strategies began to unfold and a new model for collaborative learning and communication was developed. This model reflects a high synergy, totally integrated social and cognitive system for individual and organizational transformation. |
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| ISSN: | 1572-8528 |
| Contient: | Enthalten in: International journal of value-based management
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| Persistent identifiers: | DOI: 10.1023/A:1007787506846 |