Creating new possibilities
5.1K views | +0 today
Creating new possibilities
Your new post is loading...
Your new post is loading...
Scooped by Sushma Sharma!

Pin by Lisa Kimball on interesting ideas | Pinterest

Pin by Lisa Kimball on interesting ideas | Pinterest | Creating new possibilities |
Theories of Learning. Connectivism: A new type of learning for the digital age
No comment yet.
Rescooped by Sushma Sharma from Women in Leadership!

Catalyzing the next generation of women's leadership: Devanshi Patel at TEDxFiDiWomen

Devanshi Patel is a Sophomore at Stanford University, majoring in Comparative Studies in Race and Ethnicity, and is founder of the Stanford chapter of Studen...

Via Neena
No comment yet.
Rescooped by Sushma Sharma from Appreciative Leadership in Organisations!

What Makes a Leader?

What Makes a Leader? | Creating new possibilities |
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.

Via Alexander Kidonakis
No comment yet.
Rescooped by Sushma Sharma from Appreciative Leadership in Organisations!

Organizational Generativity: The Appreciate Inquiry Summit and a Scholarship of Transformation[PDF]

download link:

Via Alexander Kidonakis
No comment yet.
Rescooped by Sushma Sharma from Transmedia: Storytelling for the Digital Age!

Evolution of Storytelling

Evolution of Storytelling | Creating new possibilities |

Via Kim Zinke (aka Gimli Goose), Mervi Rauhala, Hans Heesterbeek, The Digital Rocking Chair
Claude Emond's curator insight, April 5, 2014 8:11 AM

Good story told on this infographic. For those leaders who know that nothing beats telling a good story :)

Marta Torán's curator insight, April 6, 2014 5:56 AM


Clare Treloar's curator insight, April 10, 2014 6:04 PM

Another interesting infographic

Rescooped by Sushma Sharma from Just Story It! Biz Storytelling!

Capturing Wisdom With Storytelling

Capturing Wisdom With Storytelling | Creating new possibilities |

Madelyn Blair’s company name Pelerei represents two root words that mean “lifting people up.”  She made up the name as a hidden reminder of who she is and why she is here.  Learn more about Madelyn’s books: "Riding the Current" and "Essays in Two Voices".

Via Karen Dietz
Karen Dietz's curator insight, April 2, 2014 8:40 PM

Oh this is so cool! My good friend and biz story buddy Madelyn Blair is interviewed here by Annette Simmons (author of The Story Factor) where she talks about how to harvest our stories for wisdom. 

This is particularly important for leadership -- but also really for anyone in business who wants to maximize their work with business stories and being a compelling storyteller.

There are many qualities I love about Madelyn. She's brilliant and her book Riding the Current focuses on how we can stay up to speed in this age of information overload. In particular, she discusses how stories can help us continually engage with learning, and develop wisdom.

She talks about other topics in this interview, too -- like social media and its connection to storytelling. Plus she shares with everyone an activity any group can do to elevate mood, reveal core values, and find/transfer wisdom. Yeah!

Madelyn arrives tomorrow for a visit -- we're taking Bo Eason's storytelling workshop over the weekend, then heading to Los Angeles for meetings and a day-long get together of other biz story professionals. I can't wait to hang out with my buds, get inspired from sharing our work and progress, and be with everyone in person instead of via Skype.

OK -- enjoy this podcast. I know you will and thanks Annette for another great interview!

This review was written by Karen Dietz for her curated content on business storytelling at 

Scooped by Sushma Sharma!

The Case for Team Diversity Gets Even Better

The Case for Team Diversity Gets Even Better | Creating new possibilities |

"When teams are diverse, meaningful innovation is more likely to happen."


"We know intuitively that innovation goals are well served by cross-functional “SWAT” teams that are diverse in their membership. As Andy Zynga argued in an earlier post, diversity is a means to overcome the cognitive biases that prevent people from seeing new approaches or engaging them when found. But while this seems only logical, is there empirical evidence to support it? When such diversity is enforced can we expect it to produce results? How do we know “more is better”?


Stanford professor Lee Fleming and his colleagues have been working on these questions by looking for patterns in the teams behind patents. They find that higher-valued industrial innovation (by its nature also riskier) is more likely to arise when diverse teams are assembled of people with deep subject matter expertise in their areas. Other interesting findings in Fleming’s body of work include the observation of a bimodal distribution of outcomes for diverse teams (that is, a relatively high rate of failure and high rate of big successes, with not much middle ground); and the discovery that different kinds of communications networks foster different levels of diffusion of innovation. Fleming focuses on cross-pollination in the context of “big D” Development, which often involves recombination of existing knowledge to serve commercial goals.


Along similar lines, Ben Jones and colleagues at the Kellogg Business School of Northwestern University published a paper in Science last year focusing on diversity in the production of new knowledge, as reflected in the research literature. Looking for patterns across some 17.9 million papers indexed in Thomson Reuter’s Web of Science, they demonstrated that the most influential papers (most highly cited) were those that exhibited an intrusion of interdisciplinary information. They also found that groups were more likely to foster these intrusions than solo researchers. This is entirely consistent with Fleming’s findings for industry, and his attempts to dispel some of themythology around lone inventors. (One difference in the studies is that, thus far, Jones hasn’t observed the bimodal distribution that Fleming does; there is apparently no cluster of papers with abnormally low citations which also feature intrusions of outside knowledge.)


Taken together, the studies led by Fleming and Jones make a good case for assembling that SWAT team that can bring multiple disciplinary perspectives to bear on a problem. It isn’t always obvious how to do so, but we at NineSigma can point to an  instructive example at AkzoNobel. AkzoNobel is a multi-national, multi-divisional manufacturer and distributor of coatings systems, or more simply put, paint. But paint is really not as simple as just paint; for example, coatings for automotive applications are very different from decorative finishes. Among AkzoNobel’s divisions are more and less conventional manufacturers of chemicals and polymers. Having grown by acquisition, the company has the typical silos, with organizational and geographic boundaries inhibiting the diffusion of knowledge…."

No comment yet.
Scooped by Sushma Sharma!

Why Smart People Are More Trusting

Trust is a vital part of everyday life. If you can't trust anyone, than your life can be lonely. But, if you trust too many people, it's easy to be betrayed ...
Sushma Sharma's insight:

Totally in agreement trust begets trust 

No comment yet.
Rescooped by Sushma Sharma from Women In Leadership!

Five Skills that Will Help Women Move Forward and shape the system #leadership

Five Skills that Will Help Women Move Forward and shape the system #leadership | Creating new possibilities |

The Glass Hammer on How Women MBAs are changing the system


“When we spoke to leaders and professionals from around the world we didn’t ask what women should do or what women were doing wrong; we asked what key attributes are necessary for a corporate leader,” Romero says. “We identified five key pieces that will help women move forward.”

The first piece of the puzzle is learning what makes a strong leader and teaching women how to lead themselves, lead their careers, and lead others. The second is having a global mindset. The third is cross-gender communication skills. The fourth is cross-cultural communication skills and lastly, the fifth was cross-cultural ethics.

“Corporate culture isn’t supporting women, but when they have these skills in their back pocket there won’t be an option anymore, they must be given a seat at the table because companies need them and can no longer afford not to utilize them. Women don’t need corporate America, that’s why they’re leaving. It’s not to have babies, it’s because the culture doesn’t support them,” Romero says.

Paradigm Shift

It does appear as if many companies are recognizing this, as evidenced from the number of corporate sponsors MBAWI has garnered for its International Leadership Academy and next month’s Leadership Conference and Career Fair, taking place in Phoenix Arizona from the 18th through the 20th. Sponsors include American Airlines, AT&T, Intel, and even Walmart, which has had a rocky history when it comes to promoting women. According to Romero, part of the change is a direct result of women themselves, who are now “voting’ with their checkbooks. This was illustrated by Facebook’s turbulent IPO earlier this year.

“Why would women buy stock in a company that didn’t have a single female board member at the time?” Romero asked. “Women still make 80 percent of the financial decisions and when they don’t see gender parity, they’re no longer willing to look past it anymore. The bottom line is that it’s about the bottom line. More women in the C-suite provides a higher return on investment. It’s time for a huge paradigm shift and all of us at MBA Women International are literally burning with excitement to help make it happen.”

Via Marion Chapsal, Momentum
No comment yet.
Rescooped by Sushma Sharma from MadSmarts!

Why Every Entrepreneur Should Listen to Jazz

Why Every Entrepreneur Should Listen to Jazz | Creating new possibilities |
Entrepreneurship is about stepping into the unknown, discovering new possibilities, and creating change. Read (and listen to!) this post to learn why, just like jazz, entrepreneurship is proof that it’s possible to start from inspiration and make something beautiful.

Via Chris Franks
Scooped by Sushma Sharma!

The Science of Older and Wiser

The Science of Older and Wiser | Creating new possibilities |
The definition of wisdom may be hard to pin down precisely, but for those who have it, aging will be a pleasure.
No comment yet.
Rescooped by Sushma Sharma from MarketingHits!

Social collaboration improves team efficiency by 20% (infographic)

Social collaboration improves team efficiency by 20% (infographic) | Creating new possibilities |

Social collaboration is becoming increasingly important within organisations and it’s easy to see why. Research outlined in this infographic demonstrates how collaborative software can significantly improve team efficiency.


According to a recent survey, online collaboration tools will play an important role in 75% of businesses by 2013. As we are already accustomed to social networking with friends, family and (sometimes) customers, using social software to collaborate within organisations seems a logical progression.

Despite this, it is astonishing to see how much time companies waste by using email for internal communications. Professionals send and receive over 300 business emails a week and spend an average of 2-hours a day reading and responding to them. Just as worrying is the number of documents we share using email – an average 15 a day. This makes it impossible for more than one person to make edits and it quickly becomes difficult to keep track of changes.

This handy infographic from Clinked (above) shows how social collaboration software can remedy this. Collaboration tools can help to reduce email volume by 30% and make it 33% faster for teams to draft documents. According to one study, 97% using of businesses using social software said they could service more clients, more efficiently.

Via Brian Yanish -
more...'s curator insight, April 17, 2013 12:42 AM


Institut d'éducation à l'agro-environnement de Florac - Montpellier SupAgro's curator insight, March 6, 2014 10:45 AM

add your insight...

Emily Rose Newton's curator insight, August 21, 2014 2:38 AM


By this source, I would assume people would have grasped the idea of CI, and its presence in an online world. This infographic explains through facts and figures the power that the internet has at impacting CI. These facts are somewhat astounding (although a few years outdated) as we witness how collaborative software and the internet are able to improve productivity. 

This infographic shows a more physical impact that CI has in a modern world as we begin to understand just how often we use it with websites such as Facebook, Wikipedia, Gmail.

Published on a social media professionals blog, this is an explanation of certain insights in a way in which people who aren't necessarily tech-savvy can understand. Going through his other posts, I believe he is also a big online curator and find him to be a trusted and authoritative source.

Rescooped by Sushma Sharma from The Collaborative Society!

Inventing the Collaborative Workspace

Inventing the Collaborative Workspace | Creating new possibilities |

Most corporate buildings don't do a good job of supporting collaboration, brainstorming, and innovative work methods. They tend to be dominated by cubicles or offices which are suited for individual work, or by hard-to-book conference rooms that teams can use but only for short periods of time. What's needed is a more flexible space that better supports teams and inspires more open thinking. These are common at design firms such as frog where I work, but rare in corporate settings.

I recently saw one such space when I was invited to give a talk at Citrix, the Silicon Valley-based maker of GoToMeeting and virtualization and cloud software, as part of their Design Salon speaker series.

Via axelletess
No comment yet.
Scooped by Sushma Sharma!

Debunking the Myth of the 10,000-Hours Rule: What It Actually Takes to Reach Genius-Level Excellence

Debunking the Myth of the 10,000-Hours Rule: What It Actually Takes to Reach Genius-Level Excellence | Creating new possibilities |
How top-down attention, feedback loops, and daydreaming play into the science of success.

The question of what it takes to excel -- to re
No comment yet.
Rescooped by Sushma Sharma from Women in Leadership!

Wynne says more women will rise to leadership roles despite loss of ...

Wynne says more women will rise to leadership roles despite loss of ... | Creating new possibilities |
TORONTO — Ontario Premier Kathleen Wynne says she believes more women will rise to leadership roles in Canadian politics, despite the loss of a fourth female premier. Quebec's Pauline Marois suffered a crushing defeat ...

Via Neena
No comment yet.
Rescooped by Sushma Sharma from Appreciative Leadership in Organisations!

Appreciative Team Building | Ron Milam Consulting

Appreciative Team Building | Ron Milam Consulting | Creating new possibilities |
To follow up on my blog post I wrote for the Graziadio Voice about learning and applying Appreciative Inquiry (AI) as a large group intervention while in Costa Rica with my graduate program in Organization Development, I'm ...

Via Alexander Kidonakis
Sushma Sharma's insight:

I believe appreciative approach to team building creates new energy and respect .

No comment yet.
Scooped by Sushma Sharma!

Change Leader, Change Thyself

Change Leader, Change Thyself | Creating new possibilities |

"Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.”

Tolstoy’s dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves.1

Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.

Organizations don’t change—people do

Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes.

To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it.

McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.

Look both inward and outward

Companies that only look outward in the process of organizational change—marginalizing individual learning and adaptation—tend to make two common mistakes.

The first is to focus solely on business outcomes. That means these companies direct their attention to what Alexander Grashow, Ronald Heifetz, and Marty Linsky call the “technical” aspects of a new solution, while failing to appreciate what they call “the adaptive work” people must do to implement it.3

The second common mistake, made even by companies that recognize the need for new learning, is to focus too much on developing skills. Training that only emphasizes new behavior rarely translates into profoundly different performance outside the classroom.

In our work together with organizations undertaking leadership and cultural transformations, we’ve found that the best way to achieve an organization’s aspirations is to combine efforts that look outward with those that look inward. Linking strategic and systemic intervention to genuine self-discovery and self-development by leaders is a far better path to embracing the vision of the organization and to realizing its business goals.

What is looking inward?

Looking inward is a way to examine your own modes of operating to learn what makes you tick. Individuals have their own inner lives, populated by their beliefs, priorities, aspirations, values, and fears. These interior elements vary from one person to the next, directing people to take different actions.

Interestingly, many people aren’t aware that the choices they make are extensions of the reality that operates in their hearts and minds. Indeed, you can live your whole life without understanding the inner dynamics that drive what you do and say. Yet it’s crucial that those who seek to lead powerfully and effectively look at their internal experiences, precisely because they direct how you take action, whether you know it or not. Taking accountability as a leader today includes understanding your motivations and other inner drives.

For the purposes of this article, we focus on two dimensions of looking inward that lead to self-understanding: developing profile awareness and developing state awareness.

Profile awareness

An individual’s profile is a combination of his or her habits of thought, emotions, hopes, and behavior in various circumstances. Profile awareness is therefore a recognition of these common tendencies and the impact they have on others.

We often observe a rudimentary level of profile awareness with the executives we advise. They use labels as a shorthand to describe their profile, telling us, “I’m an overachiever” or “I’m a control freak.” Others recognize emotional patterns, like “I always fear the worst,” or limiting beliefs, such as “you can’t trust anyone.” Other executives we’ve counseled divide their identity in half. They end up with a simple liking for their “good” Dr. Jekyll side and a dislike of their “bad” Mr. Hyde.

Finding ways to describe the common internal tendencies that drive behavior is a good start. We now know, however, that successful leaders develop profile awareness at a broader and deeper level.

State awareness

State awareness, meanwhile, is the recognition of what’s driving you at the moment you take action. In common parlance, people use the phrase “state of mind” to describe this, but we’re using “state” to refer to more than the thoughts in your mind. State awareness involves the real-time perception of a wide range of inner experiences and their impact on your behavior. These include your current mind-set and beliefs, fears and hopes, desires and defenses, and impulses to take action.

State awareness is harder to master than profile awareness. While many senior executives recognize their tendency to exhibit negative behavior under pressure, they often don’t realize they’re exhibiting that behavior until well after they’ve started to do so. At that point, the damage is already done.

We believe that in the future, the best leaders will demonstrate both profile awareness and state awareness. These capacities can develop into the ability to shift one’s inner state in real time. That leads to changing behavior when you can still affect the outcome, instead of looking back later with regret. It also means not overreacting to events because they are reminiscent of something in the past or evocative of something that might occur in the future.4

Close the performance gap

When learning to look inward in the process of organizational transformation, individuals accelerate the pace and depth of change dramatically. In the words of one executive we know, who has invested heavily in developing these skills, this kind of learning “expands your capacity to lead human change and deliver true impact by awakening the full leader within you.” In practical terms, individuals learn to align what they intend with what they actually say and do to influence others.

Erica Ariel Fox’s recent book, Winning from Within,5 calls this phenomenon closing your performance gap. That gap is the disparity between what people know they should say and do to behave successfully and what they actually do in the moment. The performance gap can affect anyone at any time, from the CEO to a summer intern.

This performance gap arises in individuals partly because of the profile that defines them and that they use to define themselves. In the West in particular, various assessments tell you your “type,” essentially the psychological clothing you wear to present yourself to the world.

To help managers and employees understand each other, many corporate-education tools use simplified typing systems to describe each party’s makeup. These tests often classify people relatively quickly, and in easily remembered ways: team members might be red or blue, green or yellow, for example.

There are benefits in this approach, but in our experience it does not go far enough and those using it should understand its limitations. We all possess the full range of qualities these assessments identify. We are not one thing or the other: we are all at once, to varying degrees. As renowned brain researcher Dr. Daniel Siegel explains, “we must accept our multiplicity, the fact that we can show up quite differently in our athletic, intellectual, sexual, spiritual—or many other—states. A heterogeneous collection of states is completely normal in us humans.”6 Putting the same point more poetically, Walt Whitman famously wrote, “I am large, I contain multitudes.”"

No comment yet.
Rescooped by Sushma Sharma from What I Wish I Had Known!

Top 100 Ideas And Quotes For First-Time Leaders

Top 100 Ideas And Quotes For First-Time Leaders


Via Anita
Anita's curator insight, April 2, 2014 4:58 PM

Some excellent points if you just moving to a leadership roll.

Rescooped by Sushma Sharma from Geography Education!

If the Earth Stood Still

If the Earth Stood Still | Creating new possibilities |

"The following is not a futuristic scenario. It is not science fiction. It is a demonstration of the results of an extremely unlikely, yet intellectually fascinating query: What would happen if the earth stopped spinning?  ArcGIS was used to perform complex raster analysis and volumetric computations and generate maps that visualize these results.

Via Seth Dixon
Tracey M Benson's curator insight, April 4, 2014 4:49 PM

What a fascinating question, answered as a visualisation: What would happen if the earth stopped spinning? ArcGIS was used to perform complex raster analysis and volumetric computations and generate maps that visualise the results.

Christian Allié's curator insight, April 5, 2014 4:40 AM



[ ... ]



Most scientists agree that the solar day (related to the speed of rotation) is continuously getting longer. This minimal increase of the day length is due mainly to the oceanic tidal friction. When the estimated rate of the slowdown was projected back to past geologic eons, it showed that the length of a day was several hours shorter than today.

Consequently, during the Devonian period (400 million years ago), the earth rotated about 40 more times during one revolution around the sun than it does now. Because the continents have drifted significantly since that time, it is difficult to make estimates of the land versus ocean outlines for that era. However, we can be certain that—with a faster spinning speed in the past—the equatorial bulge of oceanic water was much larger then than it is today. Similarly, the ellipsoidal flattening of the earth was also more significant.

The influence of the rate of the earth's rotation has a dominant effect on the geometry of the globe, in terms of the globe's overall shape as well as the outline of the global ocean. The earth's physical relief is only a secondary factor controlling the delineation of oceans. The slowdown of earth's rotation will continue for 4 billion years—as long as we can imagine. The slowdown infinitesimally—but steadily—changes the globe's geometry and makes it dynamic. The net result of these dynamic adjustments is that the earth is slowly becoming more and more like a sphere. However, it will take billions of years before the earth stops spinning, and the gravitational equipotential creates a mean sea level that is a perfect sphere.


About the Author

Witold Fraczek is a longtime employee of Esri who currently works in the Application Prototype Lab. He received his doctorate in the application of GIS in forestry from Agricultural University and master's degrees in hydrology from the University of Warsaw, Poland, and remote sensing from the University of Wisconsin, Madison.

Melissa Marshall's curator insight, April 9, 2014 10:25 PM

How interesting! The detailed GIS is fascinating and although an unlikely scenario, is great for discussion and deeper thought. You could discuss with students how the world would cope or what sort of device could start it spinning again...?

Rescooped by Sushma Sharma from Digital Presentations in Education!

15 Fixable “Death by PowerPoint” Issues

15 Fixable “Death by PowerPoint” Issues | Creating new possibilities |

Inspiring case studies, tips, and presentation ideas to help you set your story free, from the Haiku Deck team and our creative community. 

It’s worth noting that we have nothing against PowerPoint itself — in fact, PowerPoint can be used to create some incredibly awesome presentations, if you have strong design skills or you know someone who does.

Via Baiba Svenca
Woodstock School's curator insight, March 30, 2014 11:16 PM

A few tips on how to exploit the real power of presentations.


Johani Karonen's curator insight, March 31, 2014 3:33 AM

The sixteenth issue: The mismatcher, was added in a comment! I totally agree on that having an overarching look and feel is really important!

gustavo salazar's curator insight, April 3, 2014 8:59 AM

excelentes recomendaciones para evitar la muerte por power point

Rescooped by Sushma Sharma from Women In Leadership!

Sheryl Sandberg's book “Lean In” on Women and Leadership

Sheryl Sandberg's book “Lean In” on Women and Leadership | Creating new possibilities |

“I believe that the world would be a better place if half our institutions were run by women, and half our homes were run by men,”

Facebook COO Sheryl Sandberg has written a book on challenges facing women in the workplace that is expected to be published next year by Knopf.
Titled “Lean In,” the book is not a memoir, but a “call to action” with a lot of research and data, laced with anecdotes of the experience of one of Silicon Valley’s most high-profile female executives and also many other women.

Via Marion Chapsal, Momentum
No comment yet.
Scooped by Sushma Sharma!

Our Story

Our Story | Creating new possibilities |
Every company comes with a story, and the possibility of a great adventure. Benjamin Wallace | #RVCR Story #Quote
No comment yet.
Rescooped by Sushma Sharma from Designing service!

Five cases where technology and marketing meet | Conversation Management

Five cases where technology and marketing meet | Conversation Management | Creating new possibilities |
New technological developments are also creating new marketing possibilities. Apart from customer centricity and selling without selling, technology is the third key competency for the marketing organization of the future.

Via Fred Zimny
No comment yet.
Rescooped by Sushma Sharma from Collaboration!

Is Collaboration Limited by Organizational Structure?

Is Collaboration Limited by Organizational Structure? | Creating new possibilities |

Organizational design has a huge impact on decision-making and collaboration, and both reflects, and often creates, the level of collaboration and autonomy with and amongst the workforce. Culture may eat strategy for lunch but decision-making, reporting and budgeting structures can either birth or strangle both culture and strategy with both hands tied behind its back.

At this stage we have four primary organizational models along a continuum from command and control to cooperative and anarchic. From GM to Valve we might call it, with a Basecamp and a Zappos thrown in to complete the picture. Each has strengths and weaknesses.

Via Kenneth Mikkelsen
Kenneth Mikkelsen's curator insight, March 11, 2014 7:28 PM

I find the best work on collaboration to be Morten T. Hansen's book, Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results.

Article related to the book: How to build a collaborative advantage from Sloan Review by Morten T. Hansen and Nitin Nohria.

Additional resources:

Resources on holacracy

Image credit: Gapingvoid /Jon Husband

Annabel Kaye's curator insight, August 5, 2014 11:12 AM

When you add freelancers into the ix your wirearchy can be tangled

Scooped by Sushma Sharma!

A simple framework for Enterprise Collaboration

A simple framework for Enterprise Collaboration | Creating new possibilities |
“The introduction of smarter ways of working together across the extended enterprise enabled by a new breed of innovative concepts and technologies.”


This is the definition of Enterprise Collaboration that I currently use when explaining it to other people, and here are three reasons why I find it useful:

If puts focus on ways of working together, and that we need to find better ways of working that make better use our individual and collective time and capacity. To do this we need to reflect more on why and how we use certains tool (a fool with a tool is still a fool).It not only stresses that new technologies are core enablers, but also new concepts such as crowdsourcing, collective intelligence, social networking, and cloud computing. ‘Across the extended enterprise’ means that the scope is not limited to teams or organizations. A collaborative effort can potentially involve any stakeholder – even customers and consumers – as well as any number of stakeholders."
No comment yet.