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Hierarchies must lead the charge to replace themselves with heterarchies or responsible autonomy.
In politics the world has largely abandoned hierarchy for democracy. In family life, hierarchical patriarchy is no longer acceptable. In the book, The Three Ways of Getting Things Done (2005), the late Gerard Fairtlough asks: when will organizations get with it and abandon the practice of making key decisions based on authority rather than competence?
Hierarchy, it says, is not just a bad habit: it’s an addiction.
When will our organizations kick the addiction?
I also suggest that you read this Wiki post about Three Ways of Getting Things Done.
From the comments: "In a federated model, the need for nimbleness and capability-focused governance is even more urgent. It becomes harder to control the many pieces, and so more self-reliance is needed. But to ensure that the overall enterprise remains on a well-defined course, there must be a system for reconciling the competing interests of the many federations and for providing not merely polices but incentives for cooperation."
A 2009 IMD publication makes the observation:There is a growing tendency in business to recognize that pooling the ideas, resources, commitment and efforts of many is more effective than relying on the few best individuals.
Useful distinction between collaboration, coordination and cooperation in this article.
Do you ignite of the power of your internal communities? Don’t worry – most other companies don’t realize their potential either. If you want to leverage your communities and harvest their full benefits - read on!
The minute you start drawing lines and boxes, you're instituting an us versus them mentality. And that's the last thing you want at a start-up.
Got to agree with the small secretariat and tribal messages in this blog...
Well, and voilà, the light in the tunnel... brief, concise, good summary... how to structure the team, schedule for success... and with a small variation/adaptation you can use it personally if you have detected in the earlier too Scoop.it topic the early signs of depression or burnout and want to change... you just don't give up, do you? ...:-)))
I may call this "collective change".
Grundfos' experiences from implementing Yammer in the organisation as a part of larger project around cultural change in the organisation. The presentation focuses on lessons learned in the process as well as a few good examples.
Social media is extending deeper into organizations and, at the same time, strategies are maturing. What was previously a series of initiatives driven by marketing and PR is now evolving into a social business movement that looks to scale and integrate social across the organization.
In 2010, Alcatel-Lucent launched Engage, a social collaboration platform that has become a cornerstone of the company’s global Digital Workplace. With over 70,000 users and more than 4,000 formal and informal communities, Engage facilitates worldwide employee communication and collaboration.
"The only irreplaceable capital an organization possesses is the knowledge and ability of its people;The productivity of that capital depends on how&;effectively people share their competence with those who can use it.” – Andrew Carnegie, 1919.
With an unprecedented digital data storm raging through the business world, knowledge workers may spend up to 30% of their working day looking for people and relevant information to do their job. A waste of precious time and human resources that can be dramatically reduced by providing employees with appropriate structures, practices and ICT technology —putting mobility, collaboration and knowledge sharing on the foreplan. #kmers #CoPs
Knowledge Creation and Social Collaboration in the Digital Workplace
I wonder if this is the final roar of a dinosaur? The suggestion seems obvious in theory - but I have serious doubts about the practical implementation of Kotter's idea.
The lateral organization needs trust and a strong culture to work. Any crisis can knock a lateral high-involvement firm back into hierarchical mode. Lateral may be better, but if it is inherently unstable we cannot expect it to become the norm.
Workplaces are increasingly designed to foster teamwork, guided by beliefs such as these:
Open plan offices and group brainstorming sessions are physical manifestations of this mindset. The problem is, they may actually decrease productivity, particularly for introverts. To understand why, we must understand the drivers of introversion.
Culture facilitates communication and communication facilitates culture. An 'open' workspace ensure both ways.
The modern workplace is not for the introverts
Forget that title! Introverts who perform are most welcome in modern workplaces. They need to ensure they are spending time building relationships and are getting their views heard by others. At the same time, extroverts need to ensure they are not hogging all the space in the conversation or dominating groups when they lack sufficient knowledge. A modern workplace also is an inclusive one.
We all face a complex future requiring greater degrees of innovation and coordination. We need better collaboration. This is one of the promises of digital technologies such as analytics, mobility and particularly social media.
Liked this article, not least because it highlights the mistake that many people make in thinking that sharing is the same as collaborating. Collaboration requires much deeper commitment and introduces that ephemeral element of "trust".
I think maybe this abstract sums it up pretty well:
"Stop focusing on knowledge capture, publishing and presentation as characterizations for collaborative software. These are characteristics of publishing and communications solutions, yes peer-to-peer, but not the essence of collaboration."
What does becoming a social business actually entail? A practitioner in the trenches shares his top strategies and techniques for driving engagement with social tools.
To realise deeper social business value from your existing toolset you will need to design use cases that address specific business needs. But before this can happen, a clear understanding of your current ecosystem is needed in order to show what you can realistically achieve, the steps you will need to take and the barriers you must overcome.
We know how great managers manage. They define very clearly the outcomes they want, and then they get to know the person in as much detail as possible to discover the best way to help this person achieve the outcomes. Whether you call this an individualized approach, a strengths-based approach, or just common sense, it’s what great managers do.
This is not what our current performance management systems do. They ignore the person and instead tell the manager to rate the person on a disembodied list of strengths and skills, often called competencies, and then to teach the person how to acquire the competencies she lacks.
The notion of mining networks to open connections with targeted people remains a holy grail for sales people and recruiters in the business world. Futurist Stowe Boyd takes a look at two promising products that leverage this sort of information for social CRM sort of applications.
A mental error occurs with the manufacturers and consultants who create, market and sell software solutions. Manufacturers often take years to develop software, meanwhile falling victim to what behavioral economist Richard Thaler labeled the Endowment Effect.
They begin to overvalue their technologies’ innovative benefits creating a bias that discounts and unconsciously rationalizes any shortcomings.
By following a few simple principles, leaders can realize the vast potential of social technologies to engage employees and transform organizations.
In a world that is driven by leaders seeking to create, get ahead of, or respond to market trends and the latest buzz, Social Business has never really broken free. Whenever asked to name an exemplar of a great social business, or someone doing it well, most analysts struggle.
This presentation covers the basics of network analysis and then goes into the different types of tool that support analyzing networks.
A great introduction to the power and benefits of SNA. Some useful pointers to SNA tools as well.
In internal communication, the current revolution that we live in has caught us off guard. No sooner has consolidation within the strategic priorities of businesses when it claims its use through new platforms, such as enterprise social networks.
We are immersed in a “new economy” in which has begun to predominate more non-conventional work relationships, and where effective collaboration is consolidating itself as a key point.
I am such a proponent of cross-functional collaboration and learning by doing. You will gain better results by fostering teamwork, trust, and allowing employees to learn from each other.
"The two key elements of the transformation are the flexibility of the work process and the interconnection in company networks and the individuals inside those companies"
From the article:
The collaborative enterprise is actually being born demanding a series of positions and competences like: the capacity to make decisions independently, flexibility to work in any place and at any moment with any person, and the capacity of organization. These are the basics of Smart Collaboration.
What motivates dozens, thousands, even millions of people to come together on the Internet and commit their time to a project for free? What is the key to making a successful collaboration work?
In this hour, TED speakers unravel ideas behind the mystery of mass collaborations that build a better world..
Evolution does not favour selfish people, according to new research that challenges a previous theory that suggests it is preferable to put yourself first.
Co-operating is key for evolution. I recommend that you also read Adam Grant's book: Give and Take.
Según un nuevo estudio: la evolución no favorece a los egoístas... ¿Qué opinas?
Evolution does not favour selfish people, according to new research.