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Creative sparks fly when people exchange and develop new ideas together. In this blog post Trent Walton writes about what it takes to figure things out collaboratively.
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I hope you'll be inspired.
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.
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.
Radically flat. That’s the management goal that Tony Hseih, founder of e-commerce giant Zappos, aims to achieve by the end of 2014. To get there, Hsieh plans to toss out the traditional corporate hierarchy by eliminating titles among his 1,500 employees that can lead to bottlenecks in decision-making. The end result: a holacracy centered around self-organizing teams who actively push the entire business forward.
Think of it as management operating system 3.0.
For highly innovative group collaborations, do what the big tech firms do: Cycle through collaborations with different pairs and take the long view.
From the author....
"...successful collaborations rotated control of the project back and forth between [two] partners. This rotating partnership worked better than domineering or consensus-based approaches where a single partner controlled all phases of the collaboration or the partners shared control of every phase"
Would this concept simply be able to be mixed in with Agile Development process and rotate leadership through phases of the development lifecycle? Has this been tried before?
I'd be interested in hearing stories from teams who have applied this rotating concept. Please feel free to comment here on your story(ies) of this collaboration method.
A common myth among entrepreneurs is that organizational structure gets in the way of getting work done. But problems don't come from structure itself, but from aninappropriate structure.
Read this BEFORE you change your organization. Made me think.
Some great insights on Holacracy. It's not about NO structure - it's about appropriate structure.
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!
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.
Organizational culture is the heart and soul of a company. Here’s the thing many people don’t realize: culture can either be designed, or it happens by default. Great leaders understand the value of culture, but the path to designing it is often extremely difficult to see, much less manage.
There is quite some buzz about a specific organizational governance approach these days - the "Holacracy" model.
Yet for most companies a Holocracy is either a very scary or a very unobtainable model, Rogier Noort explains.
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."
Collaboration is not just sharing, it is more. Review this article by Mark McDonald to find out what that means...