28 Association of Research Libraries Research Library Issues 296 2018 and facilitating team-identified goals and a team-developed shared mental model. Leaders may further promote radical collaboration by employing the principle of the roundtable and considering broadly who should be invited to it. In their facilitating practice, leaders may place special emphasis on the values of inclusivity and inquiry, which are part of the radical collaboration framework put forward by McGovern.13 Figure 3: Evolution of RDA/community-driven collaboration modes In both the RDA and institutional settings, groups that work well are ones where it evolves that experience is respected, differences are appreciated, and working together is considered an opportunity to learn, not to proselytize. Groups that don’t achieve their potential are ones in which some subset of the participants arrives with a solution in hand, and they are unwilling to consider alternative solutions while other participants display an unwillingness to consider the offered solution in the problem space. This is potentially a case of Exclusive interactions, as elaborated by McGovern.14 Exclusive interactions can also be detected in how language is used: is it multifaceted, do people explain what a term means to them, is there an effort made to construct
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