From Handshake to Compact: Guidance to Foster Collaborative, Multimodal Decision Making (2005) / Chapter Skim
Currently Skimming:
Pages 20-37
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 21... ...
21 Taking the first steps up the ladder establishes the foundation for trust and communication necessary for later steps As experience is gained with the initial steps of collaboration, confidence grows in taking further steps. Not only do these first steps establish the ground rules for how this collaboration will evolve, but they also build the interpersonal relationships and trust that serve as the foundation for different collaborations in the future.
|
From page 22... ...
22 Without care (and nurturing) , you could fall off the ladder Building the foundation for a successful collaboration is not a one-time effort.
|
From page 23... ...
23 Step 1: Sizing up and making the ascent: Onward and upward! There are many reasons why an organization or group would participate in a collaborative effort.
|
From page 25... ...
(Trusted Emissary) You should participate because a peer you trust (e.g., another state DOT or transit agency)
|
From page 27... ...
This was essential in our collaboration for MetroRapid so that it was clear the transit agency would not be taking over the roads and the road agency would not be taking over transit operations." -- Jim de la Loza, Los Angeles County Metropolitan Transportation Authority Perhaps the most challenging situation for this step is when there is no deadline or sense of urgency associated with proposed joint action. In such a case, efforts must be made to develop by consensus the ground rules that will be followed.
|
From page 28... ...
28 The worst possible scenario is to develop a process of interaction and decision making that does not lead to specific intermediate and long-term achievement of the goals of the collaboration. Important questions to ask in this step include the following: • Who should take the lead in developing a proposed set of ground rules and a decisionmaking framework?
|
From page 29... ...
29 Many of the examples examined in this research showed that this step is often undertaken on an ad hoc basis. This is especially true when the collaboration includes the participation of local governments or agencies.
|
From page 30... ...
30 The work program provides the technical basis and justification for the decisions that are made later. Although this analysis is undertaken in a proactive way, that is, it informs decisions, it can provide the justification for why certain decisions were made in some potentially controversial cases.
|
From page 31... ...
31 ing public. Or, a regional traffic management system that is dependent on the participation of those agencies that own and operate individual elements of this system will most likely require a sharing of information on how each element is used by travelers and the types of actions practiced by the responsible agency.
|
From page 32... ...
32 • What feedback mechanisms will be used to make sure coordination is occurring and that the activities will lead to the desired outcomes? • What decision-making structure is in place to make changes to the coordination strategy if it is not producing the desired outcome?
|
From page 34... ...
34 "Many collaborations work quite well until it comes time to decide on the money -- how will the funding be divided. Then it often falls apart." -- Ken Leonard, Wisconsin Department of Transportation Important questions to ask in this step include the following: • Is the decision-making structure established early in the collaboration still sufficient to provide the level of coordination needed at this step on the ladder?
|
From page 35... ...
35 Step 9: Extending the ladder: Establishing a new organization to pursue the goals originally established by the collaboration This step recognizes the phenomenon of permanency that can lead to the creation of a new organizational structure. That is, one of the possible results of collaboration is the recommendation that a new organization be created to handle the day-to-day activities that are now part of the collaborative effort.
|
From page 36... ...
36 • What training and internal education of employees are necessary to reinforce intended goals? It is important to recognize that this step should not be viewed as the ultimate goal of collaboration (even though it is near the top of the ladder)
|
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.