LEADER 04299nam 22006855 450 001 9910808438003321 005 20230205051312.0 010 $a1-4426-2016-1 010 $a1-4426-2015-3 024 7 $a10.3138/9781442620155 035 $a(CKB)3710000000648534 035 $a(EBL)4515646 035 $a(OCoLC)950464978 035 $a(SSID)ssj0001683385 035 $a(PQKBManifestationID)16509310 035 $a(PQKBTitleCode)TC0001683385 035 $a(PQKBWorkID)15037928 035 $a(PQKB)10980272 035 $a(MiAaPQ)EBC4669679 035 $a(OOCEL)451337 035 $a(OCoLC)947000461 035 $a(CaBNVSL)kck00236683 035 $a(DE-B1597)498449 035 $a(DE-B1597)9781442620155 035 $a(MdBmJHUP)musev2_106669 035 $a(EXLCZ)993710000000648534 100 $a20191221d2018 fg 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aCatalytic Governance $eLeading Change in the Information Age /$fPatricia Meredith, Steven A. Rosell, Gerald Davis 210 1$aToronto : $cUniversity of Toronto Press, $d[2018] 210 4$dİ2016 215 $a1 online resource (208 p.) 311 $a1-4426-4941-0 311 $a1-4426-2676-3 320 $aIncludes bibliographical references and index. 327 $tFrontmatter --$tContents --$tAcknowledgments --$tGlossary of Key Terms and Acronyms --$tMembers of the Payments Roundtable --$tCATALYTIC GOVERNANCE --$tIntroduction. Leadership and Governance in the Information Age --$t1. The Global Information Society --$t2. Engagement and Dialogue --$t3. Exploring Perspectives and Building Scenarios --$t4. Developing a Governance Framework for the Canadian Payments System --$t5. Co-creating a Desired Future --$t6. Lessons Learned and the Catalytic Governance Model --$tAppendix: Summary of the Scenarios --$tNotes --$tSelected Bibliography --$tAbout the Authors --$tIndex 330 $a"Although the information age offers individuals from all walks of life the power to make their voices heard, we often end up with a cacophony of competing voices rather than a conversation. With so many people empowered to join the decision-making process, the number and diversity of stakeholders in governance situations poses a special challenge: how do you steer when so many hands are on the wheel? Catalytic Governance offers a proven approach to managing this challenge, built on the insight that effective leadership and governance depends less on traditional top-down approaches and more on creating shared meanings and frameworks. Drawing on their experiences managing transformational change in a complex, multi-stakeholder environment on issues ranging from finance to climate change, health, and the digital revolution, Patricia Meredith, Steven A. Rosell, and Ged R. Davis demonstrate how to use dialogue to engage stakeholders, explore alternative perspectives, develop shared mental maps and a vision of the future, and co-create strategies and initiatives to realize that future. While elements of this approach will be familiar, this is the first time they have been combined into a coherent model and tested together in practice. The book describes in detail how this was done in the process of transforming the Canadian payments system. The catalytic approach to governance is a powerful tool for leaders in the public and private sectors looking to lead and govern more effectively."--$cProvided by publisher. 606 $aTransformational leadership 606 $aInformation society 606 $aCorporate governance 606 $aPublic administration 608 $aLibros electronicos. 615 0$aTransformational leadership. 615 0$aInformation society. 615 0$aCorporate governance. 615 0$aPublic administration. 676 $a658.406 700 $aMeredith$b Patricia, $4aut$4http://id.loc.gov/vocabulary/relators/aut.$01489919 702 $aDavis$b Gerald, $4aut$4http://id.loc.gov/vocabulary/relators/aut. 702 $aRosell$b Steven A., $4aut$4http://id.loc.gov/vocabulary/relators/aut. 801 0$bDE-B1597 801 1$bDE-B1597 906 $aBOOK 912 $a9910808438003321 996 $aCatalytic Governance$94103420 997 $aUNINA