Build engaged audiences through publishing by curation.
Sign up with Facebook
Sign up with Twitter
I don't have a Facebook or a Twitter account
Start a free trial of Scoop.it Business
Collaboration is essential to any organization. Based on a combination of experience, discovery and observation, here are 10 tactics you might want to consider putting into practice inside your company.
Are you sure you want to delete this scoop?
You're welcome to connect via:
I hope you'll be inspired.
Purpose is collaboration’s most unacknowledged determinant. While it can be taken for granted within families, that’s not true of most organizations. “If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work but rather, teach them to long for the endless immensity of the sea,” pointed out Antoine de Saint-Exupéry, the French writer and aviator, who wrote The Little Prince.
Yet, companies and executives spend endless amounts of time and money trying to foster collaboration through technology, training, and memos instead of quickly defining the problem, framing the challenges, and inspiring people to come together and tackle it.
To build a culture of peace, we need a shared vision of the world we want. But how often we have heard that exercise put down as Utopian. As Carl Sandburg put it, "Nothing happens unless first a dream."
Time represents the persistent, substantive constraint to being effective within an organization. Can you have a moment of a sponsor’s time to share the benefits of collaborative innovation? Does the sponsor and challenge team perceive you as respecting their time once you persuade them to pursue the practice with you?
A beautiful testament to the power of human collaboration.
A castell is a human tower built traditionally in festivals at many locations within Catalonia. At these festivals, several colles castelleres or teams often succeed in building and dismantling a tower's structure.
On November 16, 2010, castells were declared by UNESCO to be amongst the Masterpieces of the Oral and Intangible Heritage of Humanity.
This is a film by David Oliete. Filmed on the 6th and 7th of October 2012 in Tarragona, Catalonia.
Es emocionante verlo y vivirlo ...
XXIV Human Towers Competition took place the 6th and 7th of October 2012 in Tarragona, Catalonia. Can there be a better metaphor for "collaboration"?!
As more workplaces become knowledge based, more companies will experience the tension of helping employees work together effectively while allowing them to do their jobs from almost anywhere.
One of the most important questions regarding the ability to work from anywhere is the effect it has on employees' engagement levels. On the one hand, working remotely offers employees a measure of autonomy that helps them feel better equipped to do their jobs well. On the other hand, employees must have positive, trusting relationships with their managers and coworkers to stay engaged, and such relationships may be more difficult to sustain with fewer opportunities for face-to-face interaction.
Gallup's extensive employee engagement research - presented in its recent State of the American Workplace report -- suggests that the ability to work remotely corresponds with higher engagement, but primarily among those who spend less than 20% of their total working time doing so.
It could be we need to find what works best and when it works best. It might be less about working remotely or working side-by-side and doing both at appropriate times.
Gallup found that overall, remote workers are sllighlty more engaged (32%) than employees who work on site (28%). But there is a point of diminishing returns for engaging remote workers: Those who spend less than 20% of their time working remotely are the most engaged (35%) and have the lowest level of active disengagement (12%). These employees likely enjoy an ideal balance of both worlds opportunities for collaboration and camaraderie with coworkers at the office and the relative sense of freedom that comes from working remotely. #socbiz #agile
seems like the ability to discipline self to remain engaged is important
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze - or sabotage - organizational-change efforts.
I suggest you also read this article: Why spotting influencers is good business.
Companies usually manage their alliances and partnerships by appointing a manager to oversee one of these relationships. What many companies have yet to do is to manage the entire gamut of these collaborations as a whole. If they don’t manage their network of alliances and partnerships as a portfolio of relationships, they miss out on the enormous gains from broader cooperation.
A next-generation enterprise describes an organization that is proactively moving into the present by changing how they assimilate, architect, apply, and maintain their technology solutions.
The purpose: Updating and transforming their processes, structures, and business models to effectively align with and work natively in today’s networked, open, and participative digital economy.
What are the most promising emerging enterprise technologies that are reaching a stage of must-adopt this year?
To answer that question, Dion Hinchcliffe has to look at the needs of what he called the next-generation enterprise (NGE):
"A next-generation enterprise describes an organization that is proactively moving into the present by changing how they assimilate, architect, apply, and maintain their technology solutions. The purpose: Updating and transforming their processes, structures, and business models to effectively align with and work natively in today’s networked, open, and participative digital economy. While that may be a mouthful, it also accurately describes what most organizations must do to ultimately avoid disruption in the marketplace as technology increasingly defines how our businesses engage with and provide value to the world."
How many of these are you familiar with?
This post describes a simple five stage process for building your open innovation network described in detail below.
The five stages are:
Excellent work by @100open.
What should the role of HR be in a corporation? It many respects, the answer is obvious and simple. It should take primary responsibility for providing input, advice, direction, and execution with respect to organization effectiveness.
The guys at Undercurrent have been publishing some smart thinking around organizational structures and culture of late. Organizational culture, structures and processes is the stuff that makes for real change.
An environment of rapid change will warrant that organisations be modelled to be intuitive so as to better prepare themselves for threats and opportunities.
...and intuition works better when we share knowledge and multiple perspectives. Collective intelligence boosts intuition :).
That there will be changes is the only fact that never changes.This article remebered me, again, a poem by Luís de Camões that was stating this same thought some 500 years ago:
‘Mudam-se os tempos, mudam-se as vontades,
Muda-se o ser, muda-se a confiança;
Todo o mundo é composto de mudança,
Tomando sempre novas qualidades.
Continuamente vemos novidades,
Diferentes em tudo da esperança;
Do mal ficam as mágoas na lembrança,
E do bem, se algum houve, as saudades.
O tempo cobre o chão de verde manto,
Que já coberto foi de neve fria,
E em mim converte em choro o doce canto.
E, afora este mudar-se cada dia,
Outra mudança faz de mor espanto:
Que não se muda já como soía.’
An environment of rapid change needs to warrant that organisations be modeled to be intuitive, so all members of such organisation has to better prepare themselves for threats and opportunities ahead.
Starting from the two following questions:
1. What do you look out for?
2. Where do you start?
this article will give you fundamental steps to follow and ensure anchoring a successful Intuitive organisation.
Today’s “extended workforce” includes a mix of internal and external people. That talent strategy can keep organizations nimble in response to rapidly changing skills needs, but such a workforce also needs to be managed in new ways.
For many organizations, a workforce is comprised of a mix of internal and external people. Recent Accenture analysis of this “extended workforce” finds that external workers, equipped with project-specific skills, are enabling organizations to seize marketplace opportunities faster, with more agility. To manage this extended workforce effectively, companies must create new organizational structures, facilitate interaction and collaboration among all workforce types, and integrate talent-related processes and systems.
With the exception of “dyed-in-the-wool” unforgiving types (you know, the people who seem to delight in ruining family holiday dinners), one of the things nearly all of us are defenseless against is a sincere, earnest, unsolicited apology.
Despite its power, there are not a small number of people in this world who have never received one — and an equally sizable number of people who have never felt they owed one to someone. And yet for the majority of people, it’s disarming and intriguing enough to lower their guard to hear what the apologizer has to say.
If you’re unsure of the value in delivering a sincere, earnest, unsolicited apology, you need go no further than the neurology of mirror neurons.
Need some visual inspiration then watch how Bono pulls it off in this U2 video: The Sweetest Thing.
Holacractic organizations hinge on ingesting universal input and coming to consensus. But it doesn't have to be black-and-white when the answers come flooding in. Here's how to work with the employee feedback resources waiting to be used.
Corporate culture is an incredibly powerful factor in a company’s long-term success. No matter how good your strategy is, when it comes down to it, people always make the difference. Not paying attention to culture undermines performance.
The most important thing about culture is that it’s the only sustainable point of difference for any organisation. Anyone can copy your strategy, but nobody can copy your culture. So don’t leave it untended!
"Culture is everything. The culture is the number one most important thing about a company. And the success of the company really depends on having the right culture and keeping it strong."
"Anyone can copy your strategy, but nobody can copy your culture."
So true and so undervalued !
Oftentimes we focus on building strong relationships with people, strong ties. After all, the better we know someone and the stronger the relationship is, the more valuable it is for us right?
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.
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.
Resources on holacracy:
Image credit: Gapingvoid /Jon Husband
While technology has thoroughly infused the workplace, its strategic adoption and meaningful application by the typical worker is actually just beginning. Here's how the digital workplace will develop in 2014.
While technology has thoroughly infused the workplace, its strategic adoption and meaningful application by the typical worker is actually just beginning. Here's how the digital workplace will look this year.
Excerpt from Alma Dakaj's new book, The Company Body.
Successful business organizations of the future will rely more and more on collaborative circles of functions based on skills, expertise and communication, not competitive hierarchies of the people forming the circles.
I suggest that you also take a look at two of Alma's Slideshare Presentations here:
How do organizations resemble the human body? Understand one by discussing how the other works?
I checked out the slideshares for The Company Body and became intrigued enough to buy the book. Now, time to get reading!
The Problem with Top-Down Innovation Peter Drucker once said “culture eats strategy for lunch.” And that can be a problem for people that want to innovate – they often work inside of organisational cultures that don’t support innovation very well.
Getting your ideas to spread is an important part of innovation – and you can’t do this if you don’t have a clear idea of the value that you are creating for people.
Innovation is about making things better for your customers and organisation. To do so, we must be proactive to make the move first.
While data silos are a major purveyor of diminished workplace efficiency, “worker silos” may be an even worse problem. These are organizational human architectures that prevent employees from collaborating. Luckily, three megatrends of tech — mobile, social and video technology — may offer a recipe to end such disjointed systems.
Social media exchanges aren’t just chit-chat — they’re an opportunity to improve business management.
The capability for unintentional collaboration creates opportunities for social business inside and outside the organization.
Two decades ago, companies were fixated on the idea of “knowledge management” — getting the right information to the right place at the right time so that it could be valuable for the organization. These efforts largely failed because it required additional effort by employees to actually share what they knew and categorize that knowledge, without any guarantee that others would benefit from it.
Social media platforms eliminate these barriers, making knowledge accessible to others without extra effort and without having to pre-define its uses.
Unintentional collaboration also creates opportunities for engaging with customers. Until recently, the burden for collaborating was largely on the customer. Customers needed to initiate contact with an organization for help resolving a problem. On social media platforms, however, customer communication creates an opportunity for the company to initiate collaboration with the customer, even if they are not actively seeking it.
The office is more than a place that employees go to earn a paycheck. Relationships between employees and employers are essential in creating an efficient and successful businesses. For these relationships to flourish and employers to successfully manage employees, there needs to be some degree of trust.
The Jacobs Model , outlined in an infographic, identifies eight drivers of trust that are necessary in the workplace.
I believe Trust is the foundation of positive workplace culture. 8 components of building trust here.
Would be interesting to see how these apply to building trust in networks.
How can we use new tools to change the way we work? What is the future of Enterprise Collaboration? Oscar Berg talks about it in this article. It's a goldmine of relevant references to Enterprise 2.0 research.