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Group Intelligence | Rethinking Complexity

Group Intelligence | Rethinking Complexity | Collaborationweb | Scoop.it

Every group operates within a larger social system. Its fundamental purpose is to provide value to the larger whole. This includes value to itself and to its members but always within the broader context. To better understand group intelligence, let’s explore it through the lens of social systems theory.


Via Flora Moon
David Hain's insight:

Constructs to consider in relation to understanding group intelligence.

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Dawn Wright's curator insight, November 28, 2013 7:34 PM

Still more ideas related to Connectivism Theory of Learning.

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Five Secrets to Enabling Highly Collaborative Ecosystems 

Five Secrets to Enabling Highly Collaborative Ecosystems  | Collaborationweb | Scoop.it
Companies today need consistency, reliability, commitment and capability to react quickly in a system of greater connectedness, volatility and competition, while simultaneously looking for more sustainability, resilience and greater permanence. 

Luckily, today, we not only have the wherewithal to envision business ecosystems, but also the technical and operational capabilities to blue-print, develop and enable their emergence. However, if not well-conceived, companies involved in making them a reality, particularly firms in the ‘center’ of the ecosystem may not access the benefits that a truly well designed ecosystem can bring. 

At the end of the day, the devil is not only in the structural details, but also in the fundamental social contracts between the partners who participate in the ecosystem and choose to contribute collaboratively to its emergence. 

These tried and true secrets, stemming from my recent book ‘Enabling Collaboration’ will help to build the kind of ecosystem that can self-correct and self-sustain in times of market change and dynamism that supports all actors’ success. 
David Hain's insight:

Building collaboration ecosystems- some very useful tips!

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Sanket Shah's curator insight, Today, 7:43 AM
Today's need is consistency, reliability, commitment and capability to compete in market. Building ecosystem allows to achieve all these results. The devils like structural details and social contracts between the employees are not allow to build healthy ecosystem. But the answer is here;-
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The Limits of Hierarchy: Brittle Systems

The Limits of Hierarchy: Brittle Systems | Collaborationweb | Scoop.it

Systems can fail as a result of the complex interplay of frames, scripts, and power

The challenge with Black Swan type events is that the inputs are not simply unknown, they have unrecognisable even when visible. Almost by definition the context will be misunderstood and the wrong frame applied.

To build resilience into the system, we cannot hope to avoid the miss framing, instead we need to building the ambiguity, permission, narrative frameworks and controls to allow the subsequent reframing to occur.

David Hain's insight:

Fascinating tips form @JulianStodd on how to frame events - critical to VUCA problem solving and genuinely adaptive solutions.

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50+ things you think if you have an old workplace learning mindset

50+ things you think if you have an old workplace learning mindset | Collaborationweb | Scoop.it
The difference between those organisations who are really moving ahead in the new world of workplace learning and doing things differently and those who are just tinkering with the traditional workplace training model is a new mindset.

Here are 50+ things you think if you have an old workplace learning mindset compiled my colleagues in the Internet Time Alliance – and embedded in the post below.
David Hain's insight:

How's your learning mindset? New, or like the one the article?

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“We made up these rules, and we can change them”

“We made up these rules, and we can change them” | Collaborationweb | Scoop.it
Now is the time for a serious rethinking of how we organize in our society: from businesses, to schools, and as communities. We need to base all of our organizations on the principle of temporary, negotiated hierarchies. In this way, citizens can freely cooperate and from time to time, as required, collaborate to get things done. This requires a new approach to organizing work, abolishing the separation of employer & employee, as well as the artificial and unequal division between labour and financial capital. Simultaneously, our educational systems need to phase out teachers and curriculum and focus on everyone becoming a better learner.

Top down leadership, including teaching, is no longer necessary in the network era. As Donald Clark notes, “We have fetishised ‘Leadership’, we’re all leaders now, rendering the word meaningless”. I have noted before that smart cities need smart citizens. The smart citizen is connected: to communities of practice, extended social networks, the community, and society. In the network era rigid hierarchies are counter-productive, as they shut off opportunities for serendipity and innovation, which is why self-organization must be the basis of new organizational model. The market era is ending. The emerging network era needs new operating principles. Now is the time to create these.
David Hain's insight:

Operating principles for the network era require self-organisation, says @hjarche. As usual, provocative and on the money!

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Breakthrough Leadership – A New Way of Thinking

Breakthrough Leadership – A New Way of Thinking | Collaborationweb | Scoop.it
Ralph Waldo Emerson said, “The exceptional life depends not on working harder, but on different, even opposite actions from habit and the crowd.” This quote was shared by neuroscientist Dr. Robert Cooper at the 2016 YPO Pacific EDGE regional conference in Los Angeles. He used data backed by science and technology to challenge business leaders to achieve their true potential.

“Your brain is not your friend. In terms of you becoming your best possible self, it is a terrible boss. It avoids change, it magnifies the negative, it plays small, it nitpicks; it delays and defers everything that matters most,” he said. “It leans away from possibility.”
David Hain's insight:

For better collaboration, encourage constructive discontent.

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donhornsby's curator insight, May 23, 9:31 AM
(From the article): To close, Cooper emphasized that leaders have to make the conscious choice to continue learning and growing. “We are living in a very special moment in history when neuroscience and technology are combining to help us transcend the brain’s limitations and move toward our true potential. This is your time, this is your chance,” he said.
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How Pixar’s 22 Storytelling Rules Apply to Your Business

How Pixar’s 22 Storytelling Rules Apply to Your Business | Collaborationweb | Scoop.it
Unlike how most people get started writing and creating online, which is typically very lonely, Pixar thrives on collaboration. Employees there aren’
Via F. Thunus
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F. Thunus's curator insight, May 18, 7:52 AM

Story telling doesn't have to be about business :-)

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20 Questions for Business Leaders

20 Questions for Business Leaders | Collaborationweb | Scoop.it
Whether we’re conscious of it or not, every management decision is motivated by a desire to find universal answers to very specific questions. People who succeed in organizations tend to be pragmatic problem solvers. They have to be, because of the myriad challenges they face. How to grow the enterprise. How to get work done. How to find customers. How to be themselves in the workplace. And so on. Because there are no easy answers to these complex problems, they test the answers by starting a company, launching a project, or making a move. As they succeed and fail, the most attentive of them learn from the results. The history of business is thus the story of entrepreneurs, executives, leaders, and employees, lurching from one experimental answer to another. They gain expertise and acumen, and profits and revenues, and, along the way, add to the theory of management.
David Hain's insight:

There must be some questions here that you should be asking about the complex issues you face! Together, if you are collaborating...

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donhornsby's curator insight, May 20, 7:36 AM
(From the article): Whether we’re conscious of it or not, every management decision is motivated by a desire to find universal answers to very specific questions. People who succeed in organizations tend to be pragmatic problem solvers. They have to be, because of the myriad challenges they face. How to grow the enterprise. How to get work done. How to find customers. How to be themselves in the workplace. And so on. Because there are no easy answers to these complex problems, they test the answers by starting a company, launching a project, or making a move. As they succeed and fail, the most attentive of them learn from the results. The history of business is thus the story of entrepreneurs, executives, leaders, and employees, lurching from one experimental answer to another. They gain expertise and acumen, and profits and revenues, and, along the way, add to the theory of management.
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Fundamentals of mapping experiences

Fundamentals of mapping experiences | Collaborationweb | Scoop.it
Learn the basics—touchpoints, moments of truth, and jobs to be done—and study examples of successful user experiences.

Via Mario K. Sakata, Fred Zimny
David Hain's insight:

Mapping - a practical collaboration tool with a team building twist!

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How Shared Leadership Changes Our Relationships at Work

How Shared Leadership Changes Our Relationships at Work | Collaborationweb | Scoop.it
Recent research on change management teams, virtual teams and new startup teams has shown that teams in which leadership is shared, rather than vested on a single individual, can be very effective, demonstrating through quantitative methods that shared leadership can, and does, lead to improved organizational performance. And yet organizations remain stubbornly hierarchical. Anyone who has tried to share the burdens and privileges of leadership in their teams has probably noticed that doing so is far from straightforward.

Over the last decade, assisting the leadership development of many senior executives attempting the transition to shared leadership, I have often noticed the same phenomenon. While everyone welcomes the idea, a culture of shared leadership does not easily flourish.
David Hain's insight:

Shared leadership works - IF mind sets are right across the team!

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Joey-David Ovey's curator insight, May 17, 3:03 AM
Interesting stuff here. In hierarchical organisations it's important to start and stick to your guns. For it to succeed, the leadership teams need to sing from the same sheet. That requires regular reflection. 
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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?

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