- xvi, 208 pages : illustrations ; 24 cm.
- Contents note continued: 1.Sense-making Processes -- 2.Creative Knowledge Processes -- 3.Decision-making Processes -- 4.Group Dynamic Management Processes -- 5.Learning Processes -- Ten Symbolic Practices -- ch. 8 Two Specific Types of HDGs -- 1.High Diversity Leadership Groups (HDLGs) -- Leadership and Management -- Leadership Groups and High Diversity Leadership Groups -- 2.High Diversity Research Groups -- Grand Challenges and Wicked Problems -- The Challenge of Establishing HDRGs -- The Importance of Patronage -- Examples of HDRGs -- Conclusion -- ch. 9 A Hypothetical Example of a HDG -- Vignette: A University HDLG in Action -- Conclusion -- ch. 10 How to Establish and Develop High Diversity Groups -- The Need for a Guiding Coalition (GC) -- The Six Phases of Establishing High Diversity Groups (HDGs) -- Phase 1 Casting -- Phase 2 Engagement -- Phase 3 Learning and Performing -- Phase 4 Performing and Learning -- Phase 5 Performing, Evaluating and Learning --Contents note continued: Mental Model 1 The Myers--Briggs Type Indicator (MBTi) -- Mental Model 2 5P Feedback -- Self-Management -- Mental Model 3 Communication Model or Filters -- Mental Model 4 Double Loop Learning (DLL) -- ch. 4 The Inter-personal or Social Components of the KE Toolkit -- Social Awareness -- Mental Model 5 Three Perceptual Positions -- Mental Model 6 Conversational Patterns -- Relationship Management -- Mental Model 7 Rapport -- Mental Model 8 Political Landscape -- ch. 5 The Challenge of Learning -- Learning to Be Competent -- Committing to Practise -- Warning: Awareness in Not the Same as Competence! -- Mastering the KE Toolkit -- pt. 2 High Diversity Groups -- ch. 6 Introduction to High Diversity Groups -- Thriving on Diversity -- How Are HDGs Different? -- Seven Defining Characteristics of HDGs -- Cultural Challenges of Establishing HDGs -- ch. 7 The HDG Process Playlist -- The Six HDG Phases -- Facilitating HDGs -- The Five Types of HDG Processes --Contents note continued: Phase 6 Performing and Reporting -- Conclusion -- ch. 11 Conclusion -- Beyond the Boundaries -- The Need for Leadership, Learning and Change -- Effective Leadership and Assessment of Skills and Culture -- Beyond the Boundaries of HDGs -- Beyond the Boundaries of Universities -- The Case for More Effective Engagement beyond the Boundaries -- The Plain Language Challenge -- Aristotle's Rhetoric -- Political Acts -- A Media Based on ̀Best Knowledge' -- Into the Political Affray -- Conclusion.Contents: ch. 1 Introduction -- The Knowledge Entrepreneur -- High Diversity Groups -- The Relationship between the KE Role and HDGs -- The Need for Change in University Cultures -- The Issue of Intelligence -- Academic and Professional Cultures within Universities -- High Diversity versus High Diversity Groups (HDGs) -- Complexity, Diversity and Discourse -- Stacey's Complex Responsive Processes (CRPs) -- Individual and Group Mind -- Knowledge Entrepreneurs and Complex Responsive Processes -- High Diversity Leadership Groups (HDLGs) -- High Diversity Research Groups (HDRGs) -- Developing KEs: Breaking the Training Mould -- pt. 1 The Knowledge Entrepreneur -- ch. 2 The Knowledge Entrepreneur Role -- The Need for the KE Role -- The Knowledge Entrepreneur (KE) Toolkit -- The Four Foundational Elements of the KE Toolkit -- The Eight Mental Models of the KE Toolkit -- ch. 3 The Intra-personal or Self Components of the KE Toolkit -- Self-Awareness --Includes bibliographical references (pages 197-199) and index.Summary: This book provides a practical guide to mastering The Knowledge Entrepreneur Toolkit and to establishing High Diversity Groups in universities. It represents a practical guide for academics, professional staff and university leaders to develop the skills and cultures needed to work intelligently and creatively with high levels of diversity.