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Twitter users forming tribes with own language, tweet analysis shows

Twitter users forming tribes with own language, tweet analysis shows | Collaborationweb | Scoop.it
Analysis of millions of tweets finds more precise use of social media which seems to contradict idea that Twitter users want to share everything with everyone
David Hain's insight:

How do they find this stuf out?  Fascinating...

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Collaborationweb
People working together to make things better
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gamers, artists, and citizens

gamers, artists, and citizens | Collaborationweb | Scoop.it
Both the gamer and artist mindsets can help us navigate the network era. We need to probe the system, detect patterns, and create something new. It’s time to prepare for a hustle economy by becoming gamers, artists, and aggressively engaged citizens.
David Hain's insight:

Fail fast, fail often! How well does your learning style suit the knowldege era? Good piece by @hjarche!

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How the sharing economy can make its case 

How the sharing economy can make its case  | Collaborationweb | Scoop.it
The sharing economy, popularized by the likes of Airbnb and Uber, has enjoyed remarkably rapid growth over the last five years and looks set to scale new heights over the next decade. Some projections put the sector’s revenues at $335 billion globally by 2025, and the scope for further widening its geographic reach remains huge. But as with any fast-expanding sector, governments, regulators, and industry incumbents are taking greater interest, and the growth pains are becoming louder.

Amid the confrontations and the name calling—not to mention legal problems from California to continental Europe—sharing-economy players must now adopt a fresh approach to external engagement. Some of the leading ones are tentatively developing a new tone, to be sure. In our view, however, they must demonstrate a greater willingness to collaborate with governments, to help shape emerging regulatory frameworks, and to take an active part in countering the recent volleys of negative publicity that could undermine their innovative potential. This article sets out some ideas to underpin such a strategy.
David Hain's insight:

McKinsey on the sharing economy - a good read!

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4 ways to avoid personality mismatch when hiring

4 ways to avoid personality mismatch when hiring | Collaborationweb | Scoop.it
Assembling a senior team that really complements one another is one of the biggest challenges facing any CEO or business leader. After all, your fellow senior executives must lead and inspire their own teams effectively, while this mix of personalities also needs to work together seamlessly to consistently achieve great results for your business overall, including dealing with difficult strategic issues that will determine the long-term future of the business. Getting this mix wrong can conversely have a disastrous impact on the performance of your organisation. Interestingly, research I recently read indicated that personality mismatch was far and away the main reason behind unsuccessful hires, accounting for 81% of failures. That’s a remarkable statistic so it’s worth exploring why this goes wrong so often.
David Hain's insight:

In the end, collaboration is about people - choice and dynamics. Useful hiring advice from big recruitment CEO!

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The Collaboratory: Working Together in Finding Ideas that Energize to Take Action | Leadership & Change Magazine

The Collaboratory: Working Together in Finding Ideas that Energize to Take Action | Leadership & Change Magazine | Collaborationweb | Scoop.it
Welcome to the “Collaboratory”. This approach is a co-creative stakeholder engagement process for solving complex problems. I’m in Vienna at the Leadership in Transition conference. Join me below to experience this change method…

The Collaboratory is a nice mixture of Theory-U-like exercises and dialogue approaches. We will work together to see what answers emerge around the guiding question: What does it take for us as individuals and for the organizations we work in, to actively create a future we really want to live in?

Guided by facilitator Dr. Katrin Muff (Business School Lausanne and one of the Collaboratory developers) we will go through three phases: Downloading, Envisioning and Prototyping. This is like Otto Scharmer’s Theory U. Downloading as much information and perspectives as possible, Envisioning what could be possible and Prototyping: trying small things according to your vision to experience whether they work or need to be adjusted.
David Hain's insight:

One way to find the signal in the noise, HT @MarcellaBremer!

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400 reporters kept the Panama Papers secret for a year. Here's how they pulled it off.

400 reporters kept the Panama Papers secret for a year. Here's how they pulled it off. | Collaborationweb | Scoop.it
Sheila Coronel, a veteran investigative journalist and professor at the Columbia Journalism School, said the Panama Papers project has set a new bar for cooperation.

"I've never seen a collaboration of this nature in terms of the number of journalists and news organizations involved and in terms of the countries involved, and in terms of the independence and autonomy that was given to each of these entities to mine this very rich material to find stories that are important and relevant to their own audiences," Coronel said.
David Hain's insight:

A truly modern case study of collaboration for a muual purpose!

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Rise Zone's curator insight, April 5, 6:44 AM

A truly modern case study of collaboration for a muual purpose!

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The Core Competency for Network Era Work

The Core Competency for Network Era Work | Collaborationweb | Scoop.it
My conclusion for a while has been that knowledge cannot be managed, and neither can knowledge workers. It will take a new social contract between workers and organizations in order to create an optimally functioning enterprise. Adding management and technology won’t help either. This is the crux of everything in the new “right-sized, lean, innovative, creative” economy – getting the right balance between the organizational structure and the knowledge workers.
David Hain's insight:

@hjarche - required reading for anyone truly interested in making collaboration a working reality!

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Andoni's curator insight, April 5, 6:00 AM

@hjarche - required reading for anyone truly interested in making collaboration a working reality!

Disera Doss's curator insight, April 5, 7:37 AM

@hjarche - required reading for anyone truly interested in making collaboration a working reality!

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Tribes, Flocks, and Single Servings — The Evolution of Digital Behavior — Medium

Tribes, Flocks, and Single Servings — The Evolution of Digital Behavior — Medium | Collaborationweb | Scoop.it
As our online behavior becomes more complex, I’ve found the term “online community” to be an inadequate and limiting way to describe the pockets of activity that I was seeing. I started playing around with different frameworks to help me spot emerging trends and behaviors. After several iterations, I decided to concentrate on the two elements that were consistently the most useful: Engagement Length and Intimacy Level.
I focused on these two elements because they were actions that weren’t limited to a specific platform. Different groups use various social networks in different ways and calling something “a Facebook group” or “A message board” was not an accurate representation of the intent or purpose of that particular community. Digital spaces also possess an inherent fluidity that allows groups to evolve over time, and I wanted to be able to map that change as well.
I created a framework that has been helping me capture the spaces that I’m tracking. It’s still evolving so it might change as I continue to use it, but for now it’s been very useful.
Here are the categories that I’ve been using so far:
David Hain's insight:

Very useful taxonomy on online communities!

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BBVA Bancomer Plays the Change Management Game 

BBVA Bancomer Plays the Change Management Game  | Collaborationweb | Scoop.it
In the buttoned-up world of banking, tradition, hierarchy and the prestige of a corner office are ingrained in the corporate culture. So when BBVA Bancomer, the largest financial institution in Mexico, decided to move its headquarters from a traditional building with lots of private offices to two state-of-the-art, LEED-certified buildings full of open work spaces designed to foster collaboration and transparency, the executive team knew it would be a shock for employees and management.
David Hain's insight:

Gamification for collaboration - interesting culture change case study possibly predicts future methods?

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Collaboration Is Not an Outcome

Collaboration Is Not an Outcome | Collaborationweb | Scoop.it
Collaboration is good. We know that.

So why is it, with all this technology available to us and a world seemingly infatuated with social apps, so many collaboration initiatives fail to meet expectations?

One of the most common mistakes strategists make is to assume that collaboration is an outcome. An end state. They assume that providing digital tools and modern working spaces will, unless the world caves in, result in an end state of workplace collaboration. 

Box ticked. All good.

Many organizations are discovering that this isn’t a given. All that new stuff, along with the clarion call to arms of "Now we can all collaborate!" can have a very different effect. Digital tools without a clear driver or vision can create an altogether new form of digital workflow chaos — too many tools, too many options. Adding additional complexity and confusion, without any clear sense of how this new way of working is helping anyone.
David Hain's insight:

Collaboration as a capability. Properly applied, great outcomes. Poorly applied, big costs! Sensible health warning!

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Roger Francis's curator insight, April 1, 12:12 PM

Collaboration as a capability. Properly applied, great outcomes. Poorly applied, big costs! Sensible health warning!

Ricard Lloria's curator insight, April 2, 10:49 AM

Collaboration as a capability. Properly applied, great outcomes. Poorly applied, big costs! Sensible health warning!

Wise Leader™'s curator insight, April 4, 4:41 AM

Collaboration as a capability. Properly applied, great outcomes. Poorly applied, big costs! Sensible health warning!

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Want To Sample The Future?

Want To Sample The Future? | Collaborationweb | Scoop.it
Co-creating is not uncommon in some sectors, particularly in programming, but it’s not every consumer company that wants to expose its unfinished products to a potentially merciless public.

But there is value in co-creating, according to the Harvard Business Review. The authors say their research has demonstrated that companies with co-creation components “deliver shareholder value two to fours times greater” than companies that don’t leverage co-creation. There are four reasons for this, they write: customers are invested in the product’s or company’s outcome; co-creating customers bring skills and assets a company might not otherwise have; customers are more likely to share, whether that’s ideas or personal info, if they care about a product; and, lastly, companies can be more supple, what they call “organization flexibility.”
David Hain's insight:

Build your brand - and customer loyalty - through co-creative methods!

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How to Measure Culture Change Without Killing It

How to Measure Culture Change Without Killing It | Collaborationweb | Scoop.it
In a classic article for the Journal for Strategic Performance Measurement, Margaret Wheatley and Myron Kellner-Rogers explain that behaviors – “commitment, focus, teamwork, learning, quality”(...), people paying “attention to those things that contribute to performance (...) are never produced by measurement. They are performance capabilities that emerge as people feel connected to their work and to each other. They are capacities that emerge as colleagues develop a shared sense of what they hope to create together (...). Each of these qualities and behaviors (...) is a choice that people make”. However, “measurement is critical” and the authors provide some insightful perspectives on design criteria for measure processes.
David Hain's insight:

Metrics and collaboration don't always mix. Here's how collaborative measures can be designed.

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Liz Rykert's curator insight, March 30, 6:56 AM

Metrics and collaboration don't always mix. Here's how collaborative measures can be designed.

Kevindoylejones's curator insight, March 30, 11:04 AM

Metrics and collaboration don't always mix. Here's how collaborative measures can be designed.

Lynnette Van Dyke's curator insight, March 30, 8:14 PM

Metrics and collaboration don't always mix. Here's how collaborative measures can be designed.

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Collaboration Trends and Strategy Approaches for 2016

A curation of my work and research on digital collaboration, including parts still relevant from previous work as well as latest insights for this year. All in all, a huge amount happening in collaboration with new opportunities and some challenges that all organizations must address today.
David Hain's insight:

Nice summary of collaboration zeitgeist.

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Disera Doss's curator insight, March 28, 8:16 AM

Nice summary of collaboration zeitgeist.

june holley's curator insight, March 30, 6:59 AM

Nice summary of collaboration zeitgeist.

nathalie chiasson's curator insight, March 30, 8:02 AM

Nice summary of collaboration zeitgeist.

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How to Build a Strategic Narrative

How to Build a Strategic Narrative | Collaborationweb | Scoop.it

By creating a context of human connection, collaborating around a shared purpose, and connecting with the company’s DNA, you too can create a narrative that energizes your executives, inspires employees, excites partners, and attracts customers. Most companies get it wrong.


Via Karl Wabst, massimo facchinetti
David Hain's insight:
Collaborative story and sense making!
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massimo facchinetti's curator insight, March 25, 6:31 PM

Empowered consumers and employees say "Convince me you matter to what I want to achieve." 

 

They know you want to make a profit. If, however, you cannot convince people what is in it for them, they may simply move on.

 

There you are, in the marketplace. In front of you are potential customers and employees. They are turning and walking away. If they go, your dreams and duty to your shareholders go with them.

 

The spotlight shines on you. Say something! Convince them you have something that matters to them! Action!

Marco Favero's curator insight, March 26, 6:07 AM

Empowered consumers and employees say "Convince me you matter to what I want to achieve." 

 

They know you want to make a profit. If, however, you cannot convince people what is in it for them, they may simply move on.

 

There you are, in the marketplace. In front of you are potential customers and employees. They are turning and walking away. If they go, your dreams and duty to your shareholders go with them.

 

The spotlight shines on you. Say something! Convince them you have something that matters to them! Action!

Kimm Smith's curator insight, March 28, 5:31 AM
Collaborative story and sense making!
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How to Make Teamwork Morale Easy Not Hard

How to Make Teamwork Morale Easy Not Hard | Collaborationweb | Scoop.it
Teams have so much to achieve. The stakes range from high to meteoric. With those challenges, why do teams make interaction and teamwork morale so difficult?

Why work so hard at being uncomfortable with each other?

Make interaction and teamwork morale easy. 

The effort is the same.
David Hain's insight:

Simple but profound teamwork insight from @KateNasser, plus several valuable teaming tips.

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Disera Doss's curator insight, March 24, 7:31 AM

Simple but profound teamwork insight from @KateNasser, plus several valuable teaming tips.

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Revisiting the matrix organization | McKinsey & Company

Revisiting the matrix organization | McKinsey & Company | Collaborationweb | Scoop.it
Matrices are often necessary, but they may create uncomfortable ambiguity for employees. Clarifying roles can boost both the engagement of the workforce and a company’s organizational health.
David Hain's insight:

Navigating the matrix - a critical skill for today's ornaisation collaborators.

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Ricard Lloria's curator insight, March 24, 12:49 PM

Navigating the matrix - a critical skill for today's ornaisation collaborators.

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Team spirit

Team spirit | Collaborationweb | Scoop.it

Organisations need to learn something bigger than how to manage teams better: they need to be in the habit of asking themselves whether teams are the best tools for the job. Team-building skills are in short supply: Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together in networks and only 21% feel confident in their ability to build cross-functional teams. Slackly managed teams can become hotbeds of distraction—employees routinely complain that they can’t get their work done because they are forced to spend too much time in meetings or compelled to work in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual.

 

David Hain's insight:

When are teams up to the job and when is teamwork the wrong way to do things?

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Cinta's curator insight, March 20, 5:25 AM

When are teams up to the job and when is teamwork the wrong way to do things?

Kevin Watson's curator insight, March 23, 1:47 PM

When are teams up to the job and when is teamwork the wrong way to do things?

Ricard Lloria's curator insight, March 24, 12:41 PM

When are teams up to the job and when is teamwork the wrong way to do things?

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Collaborative Overload

Collaborative Overload | Collaborationweb | Scoop.it
Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. According to data we have collected over the past two decades, the time spent by managers and employees in collaborative activities has ballooned by 50% or more.

Certainly, we find much to applaud in these developments. However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks.
David Hain's insight:

Collaboration is the future, but only if practiced intelligently. Beware the potential costs for perpetual givers!

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Connected Health: 4 Trends Shaping The Future Of Digitized Healthcare

Connected Health: 4 Trends Shaping The Future Of Digitized Healthcare | Collaborationweb | Scoop.it
Traditional approaches to healthcare are being disrupted by connected patients – those who actively seek Web-based medical support and information, and who tend to be knowledgeable and outspoken about their well being. Meanwhile, an aging population means that chronic diseases now contribute to more than 70% of deaths and account for the lion’s share of our healthcare costs. And one of the main drivers of those rising costs: Chronically ill patients often fail to take medications as prescribed, leading to increased morbidity and death.

In the face of so many complex factors, it’s not enough to put more money into the system. We must reimagine healthcare entirely – rethinking our processes and aligning them with the real, personalized needs of each patient.
David Hain's insight:

The only sustainable future for Health is collaboartive, between govts, institutions and techologically enabled intelligent citizens!

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PKMastery

PKMastery | Collaborationweb | Scoop.it
PKM is a set of processes, individually constructed, to help each of us make sense of our world, work more effectively, and contribute to society. PKM means taking control of your professional development, and staying connected in the network era, whether you are an employee, self-employed, or between jobs.

Personal – according to one’s abilities, interests & motivation.
(not directed by external forces)
Knowledge – understanding information and experience in order to act upon it.
(know what, know who, know how)
Mastery – the journey from apprentice to disciplined sense-maker and sharer of knowledge.
(masters do not need to be managed)
David Hain's insight:

Great 101 on personal knowledge management from the excellent work of @hjarche. Highly recommended!

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Small habits create a big impression about your leadership skills - FT.com

Small habits create a big impression about your leadership skills - FT.com | Collaborationweb | Scoop.it
Cancelling a one-on-one catch-up with a team member or constantly checking your mobile phone are two seemingly small things that can give a poor impression of you as a leader. While perhaps inconsequential to you, such actions can lead your colleagues to believe that you cannot keep promises and are not interested in listening to them, says Suzanne Bates, author of a new book, All the Leader You Can Be .
The higher you rise in an organisation, the more people watch everything you say and do, she says. This means you need to be increasingly self-aware of the impression you make.
David Hain's insight:

Our behaviour is noticed, like it or not. All the more reason to make it intentional!

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Disera Doss's curator insight, March 14, 8:50 AM

Our behaviour is noticed, like it or not. All the more reason to make it intentional!

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Collaboration for Impact: Partnership Connects Corporations and Social Enterprises

Collaboration for Impact: Partnership Connects Corporations and Social Enterprises | Collaborationweb | Scoop.it
The potential for partnerships between corporates and small and growing businesses is huge. While low-income families at the so called “Base of the economic pyramid” have many unmet needs and aspirations, they lack access to affordable and high quality products and services.
David Hain's insight:

Collaboration opportunities that make so much sense! HT @reachscale!

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Three quarters of ROI-boosting employee ideas never make it to the boardroom

Three quarters of ROI-boosting employee ideas never make it to the boardroom | Collaborationweb | Scoop.it

 One third of suggestions which could improve business ROI never even make it to the boardroom.
According to the latest in a series of reports, The Guide to Becoming an EveryDay Innovator, by Wazoku, innovation is being stifled by a serious loss of ideas across business workforces. Less than half (42%) of employees are contributing new ideas proactively and regularly, and just one third (32%) of employees see the board as the driving force for innovation.

David Hain's insight:

74% of employees say their company has no strategy, process and tools in place to encourage the sharing of ideas. Wow!

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Getting Serious about Community Development (Part 20) | Reply-MC

Getting Serious about Community Development (Part 20) | Reply-MC | Collaborationweb | Scoop.it

All gAutonomy is about the need to direct our own lives. It is the extent to which people show up by their own choice. The freedom for choice in showing up not only expresses our willingness to live in a collaborative way, but most of all it is a fundamental way of ‘being’ in community.

David Hain's insight:

All great communities value and practice autonomy - otherwise they are surely not sustainable!

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Collaborating in A Social Era - IntraTeam Event 2016

Useful 101 on how to be more collaboratiThe presentation my talk at the IntraTeam Event 2016 in Copenhagen.

David Hain's insight:

Useful 101 on how to be more collaborative. Not surprisingly, it starts with individual behaviour!

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Making collaboration across functions a reality 

Making collaboration across functions a reality  | Collaborationweb | Scoop.it
Companies have long struggled to break down silos and boost cross-functional collaboration—but the challenge is getting more acute. The speed of market change requires a more rapid adaptation of products and services, while customers increasingly expect an organization to present them with a single face. Even well-established multinationals routinely fail to manage operations end to end.1 The result: interactions with customers are sluggish; complex, customized products are hard to create on time and on budget; and blocked lines of communication make new sales and distribution channels difficult to navigate.
David Hain's insight:

McKinsey on making collaboration a practical reality.

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Curated by David Hain
People and Change consultant, 25 years experience in Organisation Development. Executive coach. Very experienced facilitator and team developer.