Share a link:
https://casecent.re/p/94565
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
Although many Republicans and Democrats, as individuals, know how to play the role of bridge builders and mediators, the built-in polarization of the two-party system turns the aisle between the parties into a chasm. This partisan stronghold greatly inhibits bipartisan collaboration. But can partisan leaders work for bipartisan purposes? What are the obstacles and rewards for doing so? What are the trade-offs between working together across the aisle and working effectively within one's own party? What is the relationship between group leadership and intergroup leadership? In this chapter, Mark Gerzon draws on his own experience as a participant and observer in more than a decade of bipartisan retreats and training with members of the US House of Representatives to address these important questions. This chapter is excerpted from ‘Crossing the Divide: Intergroup Leadership in a World of Difference'.
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 17 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 15 pages
About
Abstract
Although many Republicans and Democrats, as individuals, know how to play the role of bridge builders and mediators, the built-in polarization of the two-party system turns the aisle between the parties into a chasm. This partisan stronghold greatly inhibits bipartisan collaboration. But can partisan leaders work for bipartisan purposes? What are the obstacles and rewards for doing so? What are the trade-offs between working together across the aisle and working effectively within one's own party? What is the relationship between group leadership and intergroup leadership? In this chapter, Mark Gerzon draws on his own experience as a participant and observer in more than a decade of bipartisan retreats and training with members of the US House of Representatives to address these important questions. This chapter is excerpted from ‘Crossing the Divide: Intergroup Leadership in a World of Difference'.
Related
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 17 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 15 pages