This is a list of commonly used terminology throughout this site.

Adaptive learning: “the problem is definable, but no clear-cut solution is available;” ex. A doctor calling other doctors to figure out a problem because the problem requires adaptive, not technical learning (Heifetz, 1994)

: what is needed to invest time and effort into a collaborative effort (Chrislip, 2002)

Network weaver: An active leader who takes responsibility for building a network. This leader can be affiliated with one of the organizations within the network, or connected to an organization outside the network

Organizational Learning: Organizational-wide continuous process that enhances its collective ability to accept, make sense of, and respond to internal and external change. Organizational learning is more than the sum of the information held by employees. It requires systematic integration and collective interpretation of new knowledge that leads to collective action and involves risk taking and experimentation

Silos: “Units or people with the same stated broader purpose, but differentiated tasks.” (Teitel, forthcoming 2009); subdivisions of an organization with differing tasks, but similar goals

Transactional Relationship (between partners): along the continuum of partnerships in which organizations make relatively minor (mostly technical) changes and adjustments. (Teitel, 2008) argues that most relationships are transactional

Transformative Relationship (between partners): along the continuum of partnerships in which there is joint learning through overcoming obstacles; real change occurs; best case scenario


This is a list of all works cited throughout this site.

Baldwin, Molly (February 20, 2009) Personal Communication:

Block, P. (2008). Community: the structure of belonging. San Francisco: Berrett-Koehler

Bnet: Online Videos For Busy Professionals (

Chrislip, D.D. (2002). The collaborative leadership fieldbook. San Francisco: Jossey Bass.

Creating Adaptive Organizations: (n.d) Retrieved March 20, 2009 from,

Garvin, D.A., Edmondson, A.C., & Gino, F. (2008) Is yours a learning organization? Harvard Business Review, March, 109-116.

Heifetz, R. (1994). Leadership without easy answers. Cambridge, MA: Belknap/Harvard University Press

Jacob Hiatt Center for Urban Education (Retrieved March 2009)

Kegan, R. & Lahey, L. (2009). Immunity to Change. Harvard Business Press. Boston, MA.

Koppel, T. & Goldston, J. (1999). Deep dive. In Nightline. New York: ABC-TV.

Lencioni, P. (2003) Conquer team dysfunction.

Morriss, A., Ely, R., & Frei, F. (2009) Unleashed: Unsolicited advice for getting off the leadership bench. Harvard Business School working paper.

Network for Good Website (2009) Retrieved March, 2009 from

National Arts Strategy Website. (2009) Retrieved March 20, 2009 from,

Perkins, David, personal communication, March 19, 2009

Roca. (n.d) Retrieved March 20, 2009 from,

Rubin, Paul H (2002) Darwinian Politics: The Evolutionary Origin of Freedom, New Brunswick NJ and London: Rutgers University Press

Schon, Robert (1984) The Reflective Practitioner, USA: Basic Books, Inc.

Senge, P. M., Lucas, T., Cambron-McCabe, N. H., Smith, B., Dutton, J., & Kleiner, A. (2000). Schools that learn : A fifth discipline fieldbook for educators, parents, and everyone who cares about education. New York: Doubleday.

The Table Group. (n.d) Retrieved March 20, 2009 from,

Teitel, Lee (2008) School University Collaboration: The Power of Transformative Partnerships Available at

Teitel, Lee (forthcoming 2009) Developing Partnerships with Purpose (chapter in book for Teachers College Press)

Teitel, Lee (2003) The Professional Development School Handbook Corwin Press

Ten Traits of Adaptive Organizations. (n.d) Retrieved March 20, 2009 from,

Wikinomics. (n.d) Retrieved March 20, 2009 from,