BUILDINDG SUSTAINABLE COLLABORATION Bay Area SOL Society of Organizational Learning Presents Stewart Levine December 5, 2008 December 5, 2008.

BUILDINDG SUSTAINABLE COLLABORATION Bay Area SOL Society of Organizational Learning Presents Stewart Levine December 5, 2008 December 5, 2008

ABOUT STEWART LEVINE ABOUT STEWART LEVINE Stewart improves productivity while saving the enormous Stewart improves productivity while saving the enormous cost of conflict using “Agreements for Results” and “Resolutionary” cost of conflict using “Agreements for Results” and “Resolutionary” conversational models. As a lawyer he realized fighting is ineffective conversational models. As a lawyer he realized fighting is ineffective in resolving problems. At AT&T he learned why collaborations fail: in resolving problems. At AT&T he learned why collaborations fail: people do not create clarity about what they want to accomplish, and people do not create clarity about what they want to accomplish, and how they will get there. He has worked across the organizational spectrum – Fortune how they will get there. He has worked across the organizational spectrum – Fortune 500, small, government and non-profit. His “Cycle of Resolution” is included in the 500, small, government and non-profit. His “Cycle of Resolution” is included in the “Change Handbook, 2d Edition.” His book "Getting to Resolution: Turning Conflict into “Change Handbook, 2d Edition.” His book "Getting to Resolution: Turning Conflict into Collaboration” (Berrett-Koehler 1998) an Executive Book Club Selection; Featured by Collaboration” (Berrett-Koehler 1998) an Executive Book Club Selection; Featured by Executive Book Summaries; named one of the 30 Best Business Books of1998; and Executive Book Summaries; named one of the 30 Best Business Books of1998; and called “a marvelous book” by Dr. Stephen Covey. It has been translated into Russian, called “a marvelous book” by Dr. Stephen Covey. It has been translated into Russian, Hebrew and Portuguese. “The Book of Agreement” (Berrett-Koehler 2003) has been Hebrew and Portuguese. “The Book of Agreement” (Berrett-Koehler 2003) has been endorsed by many thought leaders, called “more practical” than the classic “Getting endorsed by many thought leaders, called “more practical” than the classic “Getting to Yes” and named one of the best books of 2003 by CEO Refresher to Yes” and named one of the best books of 2003 by CEO Refresher (www.Refresher.com). Along with David Coleman he wrote “Collaborate 2.0” that was (www.Refresher.com). Along with David Coleman he wrote “Collaborate 2.0” that was released in February 2008. He teaches communication, relationship management and released in February 2008. He teaches communication, relationship management and conflict management skills for The American Management Association and CEO conflict management skills for The American Management Association and CEO Space. Space. Contact: www.ResolutionWorks.com; ResolutionWorks@msn.com; 510-777-1166 Contact: www.ResolutionWorks.com; ResolutionWorks@msn.com; 510-777-1166www.ResolutionWorks.comResolutionWorks@msn.comwww.ResolutionWorks.comResolutionWorks@msn.com

3 Critical Definitions Conflict - breakdown impeding progress Conflict - breakdown impeding progress Resolution - condition healed, no scars Resolution - condition healed, no scars Differences - not seeing the same thing Differences - not seeing the same thing Agreement - meeting of mind and heart - Agreement - meeting of mind and heart - Covenantal Relationship Covenantal Relationship ● Culture - Relationships reflecting values, and implicit and explicit agreements implicit and explicit agreements Emotional Intelligence - ??? Emotional Intelligence - ??? Conscious Communication - ??? Conscious Communication - ??? © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 3

4 Behavioral Benefits of Collaboration Emotionally Intelligent Conscious Communication Builds: Credibility Loyalty & Trust Credibility Loyalty & Trust Builds Team & Commitment Shared Vision & Agreements Builds Team & Commitment Shared Vision & Agreements Creativity Problem Solving Creativity Problem Solving Motivation Acknowledgement Motivation Acknowledgement Recognition Respond to Feedback Recognition Respond to Feedback Reducing Rework & Conflict Productive Input Reducing Rework & Conflict Productive Input Solicit Support Listening Solicit Support Listening Negotiation Stronger Advocacy Negotiation Stronger Advocacy Mediate Conflicts Broadens Personal Network Mediate Conflicts Broadens Personal Network Work in “Diverse” Places Work in “Diverse” Places 4 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

6 Collaboration Impact “ Collaboration is a key driver of overall performance of companies around the world. Its impact is twice as significant as a company’s aggressiveness in pursuing new market opportunities (strategic orientation) and five times as significant as the external market environment (market turbulence). Collaboration can positively impact each of the gold standards of performance: profitability, profit growth and sales growth to determine a company overall performance in the marketplace.” Impact of Collaboration on Business Performance By Frost & Sullivan, sponsored by Verizon and Microsoft, 2007 Impact of Collaboration on Business Performance By Frost & Sullivan, sponsored by Verizon and Microsoft, 2007 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 6

8 ??????????????????? ??????????????????? What is more effective? What is more effective? Ready…Fire…Aim! Ready…Fire…Aim! OR OR Ready… Aim… Fire ! Ready… Aim… Fire ! Would you rather… Would you rather… “Pay me now, or pay me later?” “Pay me now, or pay me later?” © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

9 Beginning New Collaborations Laws of Agreement Laws of Agreement Collaboration is the source of all productivity. Collaboration is the source of all productivity. We collaborate through explicit and implicit agreements. We collaborate through explicit and implicit agreements. We work and live in a “sea” of agreements. We work and live in a “sea” of agreements. We never learned the elements of effective agreements. We never learned the elements of effective agreements. Clear agreements express shared vision and a map. Clear agreements express shared vision and a map. Clear agreements improve the chances for satisfaction. Clear agreements improve the chances for satisfaction. Practice enables crafting masterful agreements. Practice enables crafting masterful agreements. No matter how good the agreement conflict will arise. No matter how good the agreement conflict will arise. Breakdowns are an opportunity for creativity. Breakdowns are an opportunity for creativity. Resolving conflicts leads to a new agreement. Resolving conflicts leads to a new agreement. © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

10 Begin With a Collaborative “Agreement for Results” Essential Elements INTENT & VISION INTENT & VISION ROLES ROLES PROMISES PROMISES TIME / VALUE TIME / VALUE MEASUREMENTS OF SATISFACTION MEASUREMENTS OF SATISFACTION CONCERNS AND FEARS CONCERNS AND FEARS RENEGOTIATION / DISSOLUTION RENEGOTIATION / DISSOLUTION CONSEQUENCES CONSEQUENCES CONFLICT RESOLUTION CONFLICT RESOLUTION AGREEMENT ? AGREEMENT ? © Stewart Levine, All Rights Reserved www.ResolutionWorks.com

11 Agreements Impact Everything… * Conflict Resolution * Joint Ventures * Mergers * Employment * Teams * Mood & Attitude * Creativity * Productivity * Innovation * Diversity * Customer Satisfaction * Labor Relations * Self Management * Consultants * Vendors * Professionals © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

Moving Through Roadblocks Moving Through Roadblocks No Difficult People – Only Different No Difficult People – Only Different People People Instruments Demonstrate Instruments Demonstrate Differences Differences Developing Emotional Intelligence Developing Emotional Intelligence Responding and Reacting Responding and Reacting Anger and Aggression Anger and Aggression "I" statements "I" statements Know / Do / Feel Know / Do / Feel S O F T E N S O F T E N 14 ©Stewart Levine2008, All Rights Reserved www.ResolutionWorks.com

Mirroring / Identifying Mirroring / Identifying Don' t Bark Back at Barking Dogs Don' t Bark Back at Barking Dogs Listening Skills Listening Skills Object / Subject Object / Subject Goal "Agreements for Results” Goal "Agreements for Results” Non-Verbal Non-Verbal Automatic Writing Automatic Writing Providing Effective Feedback Providing Effective Feedback Delegating Effectively Delegating Effectively 15 ©Stewart Levine2008, All Rights Reserved www.ResolutionWorks.com

Communication Roadblocks Personality Style Differences Personality Style Differences Lack of Clear Agreements Lack of Clear Agreements Different Observations / Perceptions Different Observations / Perceptions Different Interpretations / Language Different Interpretations / Language Different Feelings Different Feelings Different Needs / Outcomes Different Needs / Outcomes Different Cultures Different Cultures Different Genders Different Genders Urgency Urgency Stakes Stakes 16 ©Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

Developing Emotional Intelligence Self Awareness Self Awareness Self Regulation Self Regulation Self Motivation Self Motivation Empathy Empathy Social Skills Social Skills

19 Blocks to Virtual 2.0 “Listening” Dreaming Dreaming Derailing Derailing Rehearsing Rehearsing Sparring Sparring Being Right Being Right Judging Judging Advising Advising MULTI-TASKING!!! MULTI-TASKING!!! © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

21 Communication Pathways Communication Pathways MOOD MOOD FEELINGS DESIRED OUTCOME FEELINGS DESIRED OUTCOME NOISE NOISE OBSERVATIONS PERSONALITY TYPE OBSERVATIONS PERSONALITY TYPE ====================================================== ====================================================== MESSENER>>ENCODING>>DELIVERY>>DECODING>> RECIEVER MESSENER>>ENCODING>>DELIVERY>>DECODING>> RECIEVER ====================================================== ====================================================== INTERPRETATIONS COMMUNICATION STYLE INTERPRETATIONS COMMUNICATION STYLE NOISE NOISE INFLUENCE STYLE CONFLICT STYLE INFLUENCE STYLE CONFLICT STYLE TENSION TENSION 21 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

Attitude Toward Conflict Attitude Toward Conflict

23 Conflict Is Conflict is natural, neither positive nor negative. It is! Conflict is natural, neither positive nor negative. It is! Conflict is an interference pattern of energies. Conflict is an interference pattern of energies. Nature uses conflict as a motivator for change, creating beautiful beaches, canyons, mountains and pearls. Nature uses conflict as a motivator for change, creating beautiful beaches, canyons, mountains and pearls. It’s not whether you have conflict in your life. It’s what you do with that conflict that makes a difference. It’s not whether you have conflict in your life. It’s what you do with that conflict that makes a difference. 23 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

24 Conflict is not a contest… Winning and losing are goals for games, not for conflicts. Winning and losing are goals for games, not for conflicts. Learning, growing and cooperating are goals for resolving conflicts. Learning, growing and cooperating are goals for resolving conflicts. Resolving conflict is rarely about who is right. It is about Resolving conflict is rarely about who is right. It is about acknowledgement and appreciation of differences. acknowledgement and appreciation of differences. Conflict begins within. As you unhitch the burden of belief systems and heighten your perceptions, you love more fully and freely. Conflict begins within. As you unhitch the burden of belief systems and heighten your perceptions, you love more fully and freely. Thomas Crum Thomas Crum The Magic of Conflict The Magic of Conflict © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 24

25 Conflict Continuum I. STRESS I. STRESS II. CONFLICT MANAGEMENT II. CONFLICT MANAGEMENT III. COLLABORATIVE NEGOTIATING III. COLLABORATIVE NEGOTIATING 25 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

27 Sources of Conflict 1. Observations 1. Observations 2. Interpretations 2. Interpretations 3. Feelings 3. Feelings 4. Needs 4. Needs CONFLICT IS STRUCTURAL ! CONFLICT IS STRUCTURAL ! 27 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

30 Steps of the Cycle 1. Attitude of Resolution 2. Telling the story *** (Facts) 3. Preliminary Vision 4. Current and Complete *** (Emotions) 5. Agreement in Principle 6. New Agreement *** (Future) 7. Resolution ***Conversational Action Steps. ***Conversational Action Steps. © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

ATTITUDE ??????????????????????? ??????????????????????? What is your attitude toward conflict? What is your attitude toward conflict? Did you ever make a choice about your attitude to conflict? Did you ever make a choice about your attitude to conflict? Where did your attitude come from? Where did your attitude come from?

THE COSTS OF CONFLICT $$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$ DIRECT COST: DIRECT COST: PRODUCTIVITY COST: PRODUCTIVITY COST: CONTINUITY COST: CONTINUITY COST: EMOTIONAL COST: EMOTIONAL COST:

ATTITUDE OF RESOLUTION PRINCIPLES OF “NEW THINKING” ATTITUDE OF RESOLUTION PRINCIPLES OF “NEW THINKING” OLD PARADIGM NEW PARADIGM OLD PARADIGM NEW PARADIGM 1. scarcity ABUNDANCE 1. scarcity ABUNDANCE 2. waste EFFICIENCY 2. waste EFFICIENCY 3. problems /issues CREATIVITY 3. problems /issues CREATIVITY 4. foster conflict FOSTER RESOLUTION 4. foster conflict FOSTER RESOLUTION

* 5. Posturing OPEN / VULNERABLE 6. Short-term LONG-TERM 6. Short-term LONG-TERM 7. Logic FEELINGS 7. Logic FEELINGS 8. Secrecy DISCLOSURE 8. Secrecy DISCLOSURE 9. Winning LEARNING 9. Winning LEARNING 10. Deferring RESPONSIBLE 10. Deferring RESPONSIBLE

2. TELLING YOUR STORY When we haven’t the time to listen to each other’s stories we seek out experts to teach us how to the live. The less time we spend together at the kitchen table, the more how-to books appear in the stores and on our bookshelves. When we haven’t the time to listen to each other’s stories we seek out experts to teach us how to the live. The less time we spend together at the kitchen table, the more how-to books appear in the stores and on our bookshelves. Rachel Naomi Remen, M.D. Rachel Naomi Remen, M.D.

3. “PRELIMINARY” VISION What are the concerns of everyone? What are the concerns of everyone? What would constitute a fair resolution? What would constitute a fair resolution?

4. CURRENT & COMPLETE DISCLOSURE DISCLOSURE GETTING CURRENT GETTING CURRENT THE ALCHEMY OF EMOTION THE ALCHEMY OF EMOTION GRIEVING GRIEVING LETTING GO LETTING GO

COMPLETION PROCESS What worked? What worked? What did not work? What did not work? Forgiveness and for what? Forgiveness and for what? Thanks and for what? Thanks and for what? Apologies and for what? Apologies and for what? What else do you have to say? What else do you have to say? Do you have any requests? Do you have any requests? Declare current and complete! Declare current and complete! Name the new “era”! Name the new “era”!

5. AGREEMENT IN PRINCIPLE What’s the NEW ERA? What’s the NEW ERA? Trial Balloons Trial Balloons Small Chunks Small Chunks Group Dynamics Group Dynamics Difficult People Difficult People “Irresistibility” “Irresistibility” Feasibility Testing Feasibility Testing No “Right Way” No “Right Way” Relief and Excitement !! Relief and Excitement !!

ELEMENTS OF EFFECTIVE AGREEMENTS 1. INTENT & VISION 1. INTENT & VISION 2. ROLES 2. ROLES 3. PROMISES 3. PROMISES 4. TIME / VALUE 4. TIME / VALUE 5. MEASUREMENTS OF SATISFACTION 5. MEASUREMENTS OF SATISFACTION 6. CONCERNS AND FEARS 6. CONCERNS AND FEARS 7. RENEGOTIATION / DISSOLUTION 7. RENEGOTIATION / DISSOLUTION 8. CONSEQUENCES 8. CONSEQUENCES 9. CONFLICT RESOLUTION 9. CONFLICT RESOLUTION 10. AGREEMENT ? / MANAGEMENT 10. AGREEMENT ? / MANAGEMENT PROCESS FACT ARTIFACT PROCESS FACT ARTIFACT

7. RESOLUTION IS… Outcome Outcome Condition Condition Ongoing Process Ongoing Process Addresses Relationships Addresses Relationships Return to Productivity & Collaboration Return to Productivity & Collaboration

RESOLUTION REQUIRES RESOLUTION REQUIRES Moving to agreement Moving to agreement Honoring all concerns Honoring all concerns New actions New actions Commitment to relationships Commitment to relationships Going past positions Going past positions Letting go of blame Letting go of blame Letting go of punishment Letting go of punishment Recognizing their value Recognizing their value Willingness to learn Willingness to learn Courage to change Courage to change Compassion to forgive Compassion to forgive

Masterful Resolution Requires Belief resources optimized Belief resources optimized Belief you have “won” Belief you have “won” Confidence about the future Confidence about the future

COMPASSION IF YOU KNEW THE SECRET HISTORY IF YOU KNEW THE SECRET HISTORY OF THOSE YOU WOULD LIKE TO PUNISH OF THOSE YOU WOULD LIKE TO PUNISH YOU WOULD FIND A SORROW AND SUFFERING ENOUGH TO DISARM ALL YOUR HOSTILITY. YOU WOULD FIND A SORROW AND SUFFERING ENOUGH TO DISARM ALL YOUR HOSTILITY. H.W. LONGFELLOW H.W. LONGFELLOW

A man receives only what he is ready to receive…. A man receives only what he is ready to receive…. We hear and apprehend only what we already half know… We hear and apprehend only what we already half know… Every man thus tracks himself through life, in all his hearing and reading and observation and traveling. His observations make a chain. The phenomenon or fact that cannot in any wise be linked with the rest of what he has observed, he does not observe. Every man thus tracks himself through life, in all his hearing and reading and observation and traveling. His observations make a chain. The phenomenon or fact that cannot in any wise be linked with the rest of what he has observed, he does not observe. By and by we may be ready to receive what we cannot receive now. By and by we may be ready to receive what we cannot receive now. - Henry David Thoreau - Henry David Thoreau

MENTORING MENTORING

CHINESE CHARACTER CHINESE CHARACTER

49 Collaboration 2.0 Interpersonal Challenges & Opportunities 1. Becoming a Conscious Communicator & Leader Leader 2. Engagement & Invitation – Building Trust 3. Leading Demands Creativity – No Manual 4. Honoring Formality & Process Design 5. Awareness of 3 V’s – Visual, Vocal, Verbal 6. Choosing the Communication Channel 7. Recognizing Cultural Differences © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 49 1. Becoming a Conscious Communicator & Leader Leader 2. Engagement & Invitation – Building Trust 3. Leading Demands Creativity – No Manual 4. Honoring Formality & Process Design 5. Awareness of 3 V’s – Visual, Vocal, Verbal 6. Choosing the Communication Channel 7. Recognizing Cultural Differences

50Leadership 1. Being a Conscious Communicator / Leader Build Trust / Set Expectations Build Trust / Set Expectations Formality of Process & Communication Formality of Process & Communication Metrics – Process & Productivity Metrics – Process & Productivity Checking In As Way of Being Checking In As Way of Being Take 100% Responsibility Take 100% Responsibility Creativity Reigns – No Manual Creativity Reigns – No Manual Doable Tasks Doable Tasks Technology & Communication Training Technology & Communication Training © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 50

51Invitation/Engagement 2. Invitation, Engagement & Building Trust Invite / Welcome Invite / Welcome Introduce Introduce Maintain Social Network Space Maintain Social Network Space Natural Genius / Special Skills Natural Genius / Special Skills Mission / Vision / Values Mission / Vision / Values Team Agreement Team Agreement Teach Others HOW to Include You Teach Others HOW to Include You © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 51

52Creativity 3. Leading Demands Creatively Parallel Physical World Parallel Physical World Virtual Happy Hour / Lunch Virtual Happy Hour / Lunch Virtual Walks / Outings Virtual Walks / Outings Celebrations Celebrations Games / Contests Games / Contests Expansive Vision Expansive Vision Arrange Face Time – Annual “Rule of Thumb” ! Arrange Face Time – Annual “Rule of Thumb” ! What Can You Do? What Can You Do? © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com 52

53 Formality & Process Design 4. Honoring Formality & Process Design Pay Attention to Formality and Detail Pay Attention to Formality and Detail Building Trust Building Trust Setting Expectations / Clear Agreements Setting Expectations / Clear Agreements Beginners Mind / Learning Experience Beginners Mind / Learning Experience Function Drives Form Function Drives Form Ongoing Feedback Loop Ongoing Feedback Loop New Territory – You Are The Manual ! New Territory – You Are The Manual ! 53 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

54 The Three V’s 5. Visual Voice Verbal 55 % Look / 38% Tone / 7% Word Content 55 % Look / 38% Tone / 7% Word Content Become a Novelist – Add Description & Feel Become a Novelist – Add Description & Feel Emoticons !!! Emoticons !!! Become an Editor – Review What You Send Become an Editor – Review What You Send Quickly Switching Mode – Pay Attention Quickly Switching Mode – Pay Attention “Listen” to Written Words Carefully “Listen” to Written Words Carefully Honor the Separation Honor the Separation 54 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

55 6. The Communication Channel Higher Touch = Higher Tech Higher Touch = Higher Tech Options – Ongoing Deliberate Choices Options – Ongoing Deliberate Choices What’s Available What’s Available Nature of the Interaction Nature of the Interaction Importance, Participants, Objectives Importance, Participants, Objectives User Sophistication User Sophistication 55 © Stewart Levine 2008, All Rights Reserved www.ResolutionWorks.com

56 7. Recognizing “Cultural” Differences Generally / Specifically Generally / Specifically Sameness Sameness Time Time Values Values Work Habits Work Habits Communication Patterns Communication Patterns Wikinomics and Millennials Wikinomics and Millennials Be “Multi-Lingual” Be “Multi-Lingual” 56 © Collaborative Strategies & Resolution Works 2008, All Rights Reserved

1. INCREASE KNOWLEDGE & TRAINING 2. DEVELOP MANAGEMENT SENSITIVITY 3. ESTABLISH STANDARD PROCEDURES 4. ACKNOWLEDGE AND “NORMALIZE” 57 ©Stewart Levine 2008, All Rights Reserved www.ResolutionWorks@msn.com

58 Need For HR Involvement Training in Interpersonal Communication Skills Training in Interpersonal Communication Skills Focus on Building Organizational Culture Focus on Building Organizational Culture Need for Change Management Initiatives Need for Change Management Initiatives Development of Team / Collaboration Skills – can you link compensation to collaboration abilities? Development of Team / Collaboration Skills – can you link compensation to collaboration abilities? Law Firm CIO’s say People Skills Essential ! Law Firm CIO’s say People Skills Essential ! HR focus on people not technology HR focus on people not technology How will HR interview people in Second Life? How will HR interview people in Second Life? What if you hire from a social network? What if you hire from a social network? 58 © Stewart Levine and Collaborative Strategies 2008, All Rights Reserved www.ResolutionWorks.com

ABOUT STEWART LEVINE ABOUT STEWART LEVINE Stewart improves productivity while saving the enormous Stewart improves productivity while saving the enormous cost of conflict using “Agreements for Results” and “Resolutionary” cost of conflict using “Agreements for Results” and “Resolutionary” conversational models. As a lawyer he realized fighting is ineffective conversational models. As a lawyer he realized fighting is ineffective in resolving problems. At AT&T he learned why collaborations fail: in resolving problems. At AT&T he learned why collaborations fail: people do not create clarity about what they want to accomplish, and people do not create clarity about what they want to accomplish, and how they will get there. He has worked across the organizational spectrum – Fortune how they will get there. He has worked across the organizational spectrum – Fortune 500, small, government and non-profit. His “Cycle of Resolution” is included in the 500, small, government and non-profit. His “Cycle of Resolution” is included in the “Change Handbook, 2d Edition.” His book "Getting to Resolution: Turning Conflict into “Change Handbook, 2d Edition.” His book "Getting to Resolution: Turning Conflict into Collaboration” (Berrett-Koehler 1998) an Executive Book Club Selection; Featured by Collaboration” (Berrett-Koehler 1998) an Executive Book Club Selection; Featured by Executive Book Summaries; named one of the 30 Best Business Books of1998; and Executive Book Summaries; named one of the 30 Best Business Books of1998; and called “a marvelous book” by Dr. Stephen Covey. It has been translated into Russian, called “a marvelous book” by Dr. Stephen Covey. It has been translated into Russian, Hebrew and Portuguese. “The Book of Agreement” (Berrett-Koehler 2003) has been Hebrew and Portuguese. “The Book of Agreement” (Berrett-Koehler 2003) has been endorsed by many thought leaders, called “more practical” than the classic “Getting endorsed by many thought leaders, called “more practical” than the classic “Getting to Yes” and named one of the best books of 2003 by CEO Refresher to Yes” and named one of the best books of 2003 by CEO Refresher (www.Refresher.com). Along with David Coleman he wrote “Collaborate 2.0” that was (www.Refresher.com). Along with David Coleman he wrote “Collaborate 2.0” that was released in February 2008. He teaches communication, relationship management and released in February 2008. He teaches communication, relationship management and conflict management skills for The American Management Association and CEO conflict management skills for The American Management Association and CEO Space. Space. Contact: www.ResolutionWorks.com; ResolutionWorks@msn.com; 510-777-1166 Contact: www.ResolutionWorks.com; ResolutionWorks@msn.com; 510-777-1166www.ResolutionWorks.comResolutionWorks@msn.comwww.ResolutionWorks.comResolutionWorks@msn.com

Thank You! Thank You! Stewart Levine, Resolutionary Stewart Levine, Resolutionary www.ResolutionWorks.com www.ResolutionWorks.comwww.ResolutionWorks.com ResolutionWorks@msn.com ResolutionWorks@msn.comResolutionWorks@msn.com 510-777-1166 510-777-1166

BUILDINDG SUSTAINABLE COLLABORATION Bay Area SOL Society of Organizational Learning Presents Stewart Levine December 5, 2008 December 5, 2008.

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BUILDINDG SUSTAINABLE COLLABORATION Bay Area SOL Society of Organizational Learning Presents Stewart Levine December 5, 2008 December 5, 2008.

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