
Adam Kahane's breakthrough guide to collaborative problem-solving - praised by Nelson Mandela and recognized by the World Economic Forum. What if the key to solving today's most complex challenges isn't more talking, but transformative facilitation that bridges impossible divides?
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Imagine former guerrilla commanders sitting across from wealthy business leaders-sworn enemies who had been killing each other for decades-now collaboratively planning their region's future. This remarkable scene from a Colombian hotel in 2017 wasn't just another peace workshop; it was transformative facilitation in action. When groups face seemingly insurmountable divides, they typically resort to inadequate responses: forcing solutions through authority, reluctantly adapting to unsatisfactory situations, or simply abandoning the effort altogether. But what if there's a more powerful alternative? Adam Kahane's breakthrough approach offers exactly that-a method for helping diverse groups collaborate by removing obstacles rather than forcing solutions, a framework that works whether you're rebuilding war-torn societies or helping a dysfunctional team break through entrenched patterns. Most collaboration attempts fail because they get stuck in one of three traps. Forcing creates resistance and resentment. Adapting perpetuates dysfunction. Exiting wastes opportunities for meaningful change. Transformative facilitation breaks this cycle by unblocking three essential ingredients: contribution (enabling diverse ideas), connection (helping participants understand each other), and equity (ensuring fair participation). Unlike traditional facilitation that pushes collaboration, this approach recognizes that most people naturally want to collaborate but face barriers-institutional hierarchies that silence voices, cultural differences in communication styles, historical conflicts, or individual fears about speaking up.
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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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