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How to hack your culture

How to hack your culture | First Class Collaboration | Scoop.it

Your organizational chart matters. A little.

 

In a lot of ways it does not. Ideas, information, trust, influence, opportunity and other resources move through networks of relationships without necessarily adhering to what the org chart says. Social network analysis tools now allow us to make the invisible visible so that we can be more deliberate in our approach to networks.

 

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First Class Collaboration
Usable knowledge to lead and support successful collaboration.
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About First Class Collaboration

About First Class Collaboration | First Class Collaboration | Scoop.it

You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen


Google+: https://plus.google.com/+KennethMikkelsen


Twitter: www.twitter.com/LeadershipABC

 

I hope you'll be inspired.

 

Enjoy!

 

Kenneth

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Stakeholder Mapping for Collaboration

Stakeholder Mapping for Collaboration | First Class Collaboration | Scoop.it

Collaboration is an important factor for successful innovation and change. Indeed, collaboration is an imperative for most organizations today, including any organization undergoing change. Innovation requires collaboration between individuals, as well as systemic forms of collaboration that span silos, networks and surprising connections. And yet collaboration cannot be mandated. Collaboration just doesn’t work like that.



Kenneth Mikkelsen's insight:

Current stakeholder mapping tools do not include the diversity needed for collaboration. Try an alternative stakeholder map that gives everyone a role.

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Claude Emond's comment, July 14, 6:13 AM
Most stakeholder «management» tools and techniques are based on measuring (whatever it means) Power and Influence. This is mostly done without open discussion with the stakeholders and highly manipulative in its intent. It does not either consider meta game and alliance among unlikely collaborators. The model you found, Kenneth is thus a pace towards a better way, something that «engage» stakeholders instead of «managing/trying to manipulate» them. Thanks a lot :)
Claude Emond's curator insight, July 14, 6:20 AM

Most stakeholder «management» tools and techniques are based on measuring (whatever it means) Power and Influence. This is mostly done without open discussion with the stakeholders and highly manipulative in its intent. It does not either consider meta game and alliance among unlikely collaborators. This model is thus a pace towards a better way, something that «engage» stakeholders instead of «managing/trying to manipulate» them.

Frank J. Papotto, Ph.D.'s curator insight, July 15, 10:36 AM

Collaboration is an organizational necessity; effective organizations excel at and continuously strive to improve it

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Learning Collaboration from Tiki-Taka Soccer

Learning Collaboration from Tiki-Taka Soccer | First Class Collaboration | Scoop.it

Companies that want to survive in today’s fiercely competitive economy must continuously strive to stay a step ahead of rivals.  They cannot do this by using only the resources of their leaders; they must harness all the collective intelligence that surrounds them.


Kenneth Mikkelsen's insight:

Business can learn five lessons about using swarm intelligence from soccer teams using the tiki-taka style.

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The Paying-It-Forward Payoff

The Paying-It-Forward Payoff | First Class Collaboration | Scoop.it

You scratch my back, and I’ll scratch yours. But if you scratch my back, am I any more likely to scratch someone else’s?

Most of us are familiar with direct reciprocity – the idea that people respond to kind actions directed toward them with other kind actions. But generalized reciprocity — “you help me and I help someone else” can be a bit trickier to measure. New research, however, shows that it might be possible for companies to encourage such generosity among employees.


Kenneth Mikkelsen's insight:

Uncovering what drives a culture of collaboration….A fine blog post by Gretchen Gavett. 


Follow her on Twitter: @gretchenmarg.

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The Collaboration Paradox: Why Working Together Often Yields Weaker Results

The Collaboration Paradox: Why Working Together Often Yields Weaker Results | First Class Collaboration | Scoop.it

Paul McCartney and John Lennon were not psychologists. But their approach to collaboration highlights many of the recommendations experts are now offering organizations for making groups more effective.


McCartney excelled at melody, Lennon at lyrics. His songs were uplifting, Lennon’s had an edge. McCartney was left-handed and, importantly, Lennon was not. Playing together, they each benefited from seeing a song’s chord progression reflected back at them, making it easier to improvise notes that fit the scale.


The lesson: Collaborations are most effective when teammates complement rather than replicate one another’s abilities. Skill duplication leads to power struggles.

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The Chaos of Change: 3 Keys to Leading Through Transitions

We all know managing change is never easy, but you can do a better job of leading during transitions by tapping the strengths of the existing culture.
Kenneth Mikkelsen's insight:

In their article, Aguirre and Alpern offer 10 guiding principles to help leaders overcome these obstacles. Here are three of them:


1. Leverage the strengths of the existing culture.

2. Involve every layer of the organization.

3. Find the informal leaders.

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The Seven Habits of Highly Effective Digital Enterprises

The Seven Habits of Highly Effective Digital Enterprises | First Class Collaboration | Scoop.it

To stay competitive, companies must stop experimenting with digital and commit to transforming themselves into full digital businesses. Here are seven habits that successful digital enterprises share. 

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Creating A Connected Organization for the 21st Century

The future of work is here. We need 21st century leaders to build connected organizations on the edges. This deck summarizes my model on how to implement strategy through people (aka change management).

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Stephen Dale's curator insight, May 26, 2:55 AM

Some useful triggers, though don't really follow the points in the "Scarcity" and "Abundance" slides. Were top-down organizations scarce in the 20th century?

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Digital collaboration goes deeper, gets lightweight and intelligent

Digital collaboration goes deeper, gets lightweight and intelligent | First Class Collaboration | Scoop.it

Two tracks seem to be emerging with today's enterprise collaboration tools. Either they're becoming full-sized suites with the kitchen sink, or they're focusing making a few core features work better than anyone else.


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AleksBlumentals's curator insight, May 25, 12:24 AM

Lots of tools, still collaboration is as rare as ever... what are you missing?

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Company Culture: A Driving Force For Innovation

Company Culture: A Driving Force For Innovation | First Class Collaboration | Scoop.it

Real innovation starts with your company culture. Your shared values will help your business grow while stale company culture can sink you entirely. Your company culture can change in subtle ways over time but there are many ways to keep your infrastructure on task and in line with your overall mission. Simply stated, a good company culture drives innovation.


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Culture Mapping: A Powerful Tool for Organizational Transformation

Slideshare by Dave Gray on culture Mapping. It's a powerful tool for any company that’s dealing with a difficult transformation that will require rethinking, re-imagining or simply shifting the company culture.


Kenneth Mikkelsen's insight:

Dave has been doing some excellent work on culture mapping for a while. I encourage you to read his blog post on this topic also. You'll find it here: Culture Mapping


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The Alchemy of Success

The Alchemy of Success | First Class Collaboration | Scoop.it

When we connect in positive, trusting, and supportive ways—our brains and hearts open up and the conversations that evolve from that moment of contact activate a neurochemical alchemy for success in organizations.


Yet many leaders, without intending to, are activating an alchemy of fear. Does fear live in your organization? How you manage fear in the workplace determines the levels of productivity and success that your organization and teams achieve.


As a leader, you can shape the experiences people have at work by reducing fear and inner focus, by creating cultures that facilitate enhanced sensitivity, mutual support, vital communication, and engagement in the strategy.


Via David Hain
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David Hain's curator insight, May 6, 9:05 AM

"As a 21st century leader, you have the power to transform a moment of fear, into a trajectory of success.' ~ Judith Glaser, via @tshnall #LeadWithGiants

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Culture is King and Change Leadership is Queen

Culture is King and Change Leadership is Queen | First Class Collaboration | Scoop.it

The great Kings and Queens work in tandem with each other, and are loved by the people.  Great leaders are loved too. In business, culture and change leadership are King and Queen.



Kenneth Mikkelsen's insight:

The only way you can ensure the legitimacy of your culture as a leader is to be where the action is i.e. with your people, listening, observing, sharing; leading.

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Collaborative Leadership

Collaborative Leadership | First Class Collaboration | Scoop.it

Managing to Collaborate by Chris Huxham and Siv Vangen pulls out six themes that a reflective practitioner managing collaboration needs to be aware of that exist in any collaborative space.


Via David Hain
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David Hain's curator insight, July 16, 11:19 PM

One man's journey towards collaborative leadership.  Useful contribution from Ron Milam.

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How to Avoid Collaboration Fatigue

How to Avoid Collaboration Fatigue | First Class Collaboration | Scoop.it

Collaboration just feels right — like a big hug or a warm puppy.

But collaboration also has an overlooked dark side. 


Picture this: A complex issue is identified. A diverse, cross-functional team is assembled to solve it. Key stakeholders are gathered. Information is collected. Options are debated. Approval is sought. And then… nothing happens. So more information is gathered. More stakeholders are invited. More conference calls are logged. More debate ensues. More approval is sought. Round and round the project goes — when, where, and how somebody will decide, nobody knows.


Kenneth Mikkelsen's insight:

Advise from article: Define the purpose and designate the final decision maker before a project starts.

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Stephen Dale's curator insight, July 15, 4:17 AM

In order to avoid multiple iterations for consultation and collaboration, be clear from the start on two critical points:

 

What is the project’s purpose? 

Who will make the decision?

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Structuring a New Collaborative Culture

Structuring a New Collaborative Culture | First Class Collaboration | Scoop.it

Collaboration is crucial in creative ventures, yet building a culture that allows it to flourish can be tricky - particularly in traditional, hierarchically minded organizations. But with a little tweaking, any space has the potential to become a hotbed of connected thinking. 

Kenneth Mikkelsen's insight:

As Rosie Manning learned recently, true collaboration thrives in an environment built on trust, openness, and flexibility.

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Ivon Prefontaine's curator insight, July 4, 9:50 AM

The idea that we remove assumptions proposes communicating: talking and listening.

Rescooped by Kenneth Mikkelsen from The future of work and collaboration
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Culture as Competitive Advantage


Via Valerie Bauwens
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5 People Who Destroy Your Culture

5 People Who Destroy Your Culture | First Class Collaboration | Scoop.it

Keeping around any employee who is a bad culture fit can destroy your team's working environment. If people think bad or counterproductive behavior is acceptable they will imprint on this and either start acting badly themselves or want to leave the company to work in a more positive environment.

Here are some of the typical types of people who can hurt your culture:


1. The Jerk

2.  The Whiner

3. Credit Taker

4. Charming Do Nothing

5. Loyalty Monger


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A Fragmented Corporate Culture is the Villain of the Piece

A Fragmented Corporate Culture is the Villain of the Piece | First Class Collaboration | Scoop.it

The truth remains that really breaking down silos is very hard; particularly at companies as large and rich in deeply entrenched traditions.


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Push Hierarchy? Pull Hierarchy? Holacracy? Holarchy? Heterarchy? Wirearchy?

Push Hierarchy? Pull Hierarchy? Holacracy? Holarchy? Heterarchy? Wirearchy? | First Class Collaboration | Scoop.it

How will a competitive and efficient organization look like in the future? In this excellent blog post, Jon Husband provides an overview of emerging trends.  


Which one will be most effective will depend upon how an organization wants to respond to the fundamental issues of flexibility, agility, responsiveness, execution and forward stability.


Kenneth Mikkelsen's insight:

I recommend that you follow Jon's blog. You'll find it here: Wirearchy.


Follow Jon on Twitter here: @jonhusband


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Michael Binzer's curator insight, June 6, 2:19 AM

Valuable insights, Kenneth. Hierarchy is a matter of finding the right solution at the right time and the right culture under the right circumstances

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The 7 Success Factors of Social Business Strategy

The 7 Success Factors of Social Business Strategy | First Class Collaboration | Scoop.it

A social business is more than social media and the Likes of Facebook, Twitter, Pinterest, et al. Yet, it’s a term that’s often confused with social media strategy. But, there’s an important difference between a social business and a social media strategy.


Each represent distinct qualities where “social” is simply a qualifier. In front of media, social is an adjective that describes the nature of channels, networks, or platforms that facilitate conversations online. When placed ahead of business, social articulates a philosophy or approach.


In this case, “social business” is a philosophy; a way of business where social technologies supported by new approaches facilitate a more open, engaged, collaborative foundation for how we work.


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How to Stay Ahead of the Curve

How to Stay Ahead of the Curve | First Class Collaboration | Scoop.it

In the Shift Age, we have all become connected, globally. We can now collaborate 24 hours a day with our team, company or institution. So, in a connected world, where the speed of change is only accelerating, how can a leader best lead in a way that will keep her entity ahead of the curve, forward focused and successful?


By practicing collaborative on-going reorganization.


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Chris Shern's curator insight, May 19, 1:53 PM

The speed of change has become environmental, and collaborative continuous organisational change will become commonplace. 

Patricia D. Sadar - Career and Leadership Acceleration Coach's curator insight, May 28, 5:16 AM

Excellent article!  I particularly like the quote:  If a leader is not leading transformation of the company they may find that they might not have a company in 2020.

 

What are you doing to stay ahead of the curve?  Would love to hear from you. 

 

Until next time...PS - Live on Purpose!

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Collaboration: Salvation or Myth

Collaboration: Salvation or Myth | First Class Collaboration | Scoop.it

Collaboration and serendipity is not something you can force. The way people want to work is as diverse as the people who do the work.


This is a fine blog post by Roger Noort built on an interview with Peter Vander Auwera. 


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David Hain's curator insight, May 8, 4:12 AM

The rewards of successful collaboration are high - the cost of failed collaboration is also high.  Choose your way wisely!

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A Social Brain Is a Smarter Brain

A Social Brain Is a Smarter Brain | First Class Collaboration | Scoop.it

It is well established that brain games and puzzles act as calisthenics for our brains, expanding their capacity and improving their overall health. More surprising are the findings of a study led by researchers at the University of Michigan. It shows that just as effective in building cognitive strength are social interactions.

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Hierarchy is dead! Long live Holacracy! ...Right?

Hierarchy is dead! Long live Holacracy! ...Right? | First Class Collaboration | Scoop.it

Why do so many articles on implementations of management-less companies being referred to as “eliminating hierarchy” mix that with Holacracy? Why would a company then need Holacracy?


Take the Zappos gets rid of managers example – read on because there’s no mentioning of eliminating hierarchy. They are implementing a holacracy for a clear Purpose: they attempt to prevent bureaucracy from infiltrating Zappos, while maintaining a start-up culture within what is now, a quite large organization. They attempt to build Resilience against bureaucracy. It is what they believe to be needed to maintain a start-up culture.


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Eli Levine's comment, May 3, 8:31 AM
Patrick: I was wondering how it could be applied within the government agencies, I see how it can be applied from government to the larger social and environmental ecosystems. Sorry for the confusion! :)
AleksBlumentals's curator insight, May 6, 12:58 AM

The ideas we have developed and used for at least 4 decades are gradually becoming incorporated into how we think of organizations on a more regular basis

Stephen Dale's curator insight, May 7, 3:18 AM

The article challenges the assumption that holocracy eliminates hierarchies. From the piece: 

 

"Holacracy claims to ....change  the concept of organizational structure from one that is autocratic and top-down to one that is decentralized, organic, and bottom-up. Ultimately, the vision of Holacracy is to allow the emergent, creative properties of the individuals playing roles within an organization to self-organize and flourish, much like human cells are organized into organs, which in turn are organized into bodies and minds, which in turn go forth into the world to express their purpose as humans."


#socbiz

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Using Culture as a KPI

Using Culture as a KPI | First Class Collaboration | Scoop.it

An information-driven culture is one in which information is considered a strategic asset within the organization.


When we think of culture we tend to think of things that can be difficult to measure – music, for example, or philosophy.  When it comes to BI culture, though, we can’t think of it in abstract terms; we need to measure, track, and improve it if we want to use it as part of an information-driven organization.


If we consider that culture is "the system of shared beliefsvalues, customs, behaviors, and artifacts that the members of society use to cope with their world and with one another,” it becomes much easier to measure some of those seemingly intangible assets.  If we apply this definition of culture to Business Intelligence we find there are four distinct areas to be measured.


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David Hain's curator insight, April 30, 11:47 PM

Culture mapping - a great diagnostic tool.