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Why Hierarchies Must Sign Their Own Death Warrant To Survive

Why Hierarchies Must Sign Their Own Death Warrant To Survive | Collaboration | Scoop.it

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?

Kenneth Mikkelsen's insight:

I also suggest that you read this Wiki post about Three Ways of Getting Things Done.

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Stephen Dale's curator insight, December 11, 2013 8:11 AM

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."

Collaboration
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What Google Learned From Its Quest to Build the Perfect Team

What Google Learned From Its Quest to Build the Perfect Team | Collaboration | Scoop.it

New research reveals surprising truths about why some work groups thrive and others falter.

 

Kenneth Mikkelsen's insight:

Project Aristotle is a reminder that when companies try to optimize everything, it’s sometimes easy to forget that success is often built on experiences — like emotional interactions and complicated conversations and discussions of who we want to be and how our teammates make us feel — that can’t really be optimized.

 

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Google's Surprising Discovery About Effective Teams

Google's Surprising Discovery About Effective Teams | Collaboration | Scoop.it

Pod. Work group. Committee. Autonomous collective. Whatever you call it, you’re part of one at Google and probably wherever you work: a team. So if we know what makes managers great, why don’t we know what makes a team great?

Kenneth Mikkelsen's insight:

There are five key dynamics that set successful teams apart from other teams at Google:

 

  1. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  2. Dependability: Can we count on each other to do high quality work on time? 
  3. Structure & clarity: Are goals, roles, and execution plans on our team clear? 
  4. Meaning of work: Are we working on something that is personally important for each of us?
  5. Impact of work: Do we fundamentally believe that the work we’re doing matters?
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How to Manage for Collective Creativity

How to Manage for Collective Creativity | Collaboration | Scoop.it

What's the secret to unlocking the creativity hidden inside your daily work, and giving every great idea a chance?

 

Harvard professor Linda Hill, co-author of "Collective Genius," has studied some of the world's most creative companies to come up with a set of tools and tactics to keep great ideas flowing - from everyone in the company, not just the designated "creatives."

Kenneth Mikkelsen's insight:

Innovation is a journey, a collaborative problem-solving process—most often among people with diverse perspectives and expertise. And very rarely are innovations developed full blown; rather, they are created through a process of trial and error, false starts, missteps, and even mistakes. 

 

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Why Organizations Fail

Why Organizations Fail | Collaboration | Scoop.it

Most organizations are highly efficient at specific tasks, but often fail when presented with a problem they weren’t designed for.

The truth is that the real world defies engineering and logic. Perhaps that’s one reason why human life expectancy is roughly 80 years and increasing, while corporate life expectancy is now less than 20 years and shrinking.

Kenneth Mikkelsen's insight:

The truth is that the real world defies engineering and logic. Perhaps that’s one reason why human life expectancy is roughly 80 years and increasing, while corporate life expectancy is now less than 20 years and shrinking.

 

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Competing in the Age of Disruption

Competing in the Age of Disruption | Collaboration | Scoop.it

This future series by Frank Diana takes a look at a new book by Geoffrey Moore titled Zone to Win: Organizing to Compete in an Age of Disruption.


The book explores four operational zones split in two paths: offense and defense. 

 

Kenneth Mikkelsen's insight:

This is a great synthesis by Frank Diana of Geoffrey Moore's book. Lots of food for thoughts related to business evolution in this blog post. 



 

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David Hain's curator insight, December 6, 2015 4:34 AM

Useful model to make sense of today's business landscape.

Ian Berry's curator insight, December 7, 2015 4:36 PM

some good insights here which also led me to read other posts by Frank including references to 6 mega trends download which I found very useful https://frankdiana.wordpress.com/2015/11/12/world-economic-forum-deep-shift/

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Is Your Company Encouraging Employees to Share What They Know?

Is Your Company Encouraging Employees to Share What They Know? | Collaboration | Scoop.it

Many of the things we need to know to be successful – to innovate, collaborate, solve problems, and identify new opportunities – aren’t learned simply through schooling, training, or personal experience.


Kenneth Mikkelsen's insight:

Analyst estimates suggest that the companies in the Fortune 500 still lose a combined $31.5 billion per year from employees failing to share knowledge effectively. By trying to recreate the wheel, repeating others’ mistakes, or wasting time searching for specialized information or expertise, employees incur productivity costs and opportunity costs for the organization.


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David Hain's curator insight, December 2, 2015 6:36 AM

Where are the knowledge flows in your organisation? Are they comprehensive and open to all?

donhornsby's curator insight, December 2, 2015 7:57 AM

(From the article): Leaders tend to place a disproportionate emphasis on tools like training materials or knowledge portals partly because they are easier to manage and control. It is less clear how to manage amorphous, interactive learning processes; you can’t simply force coworkers to interact and share experiences. However, more often than not, leaders simply need to remove obstacles that discourage people from seeking or sharing knowledge and learning vicariously. They can create a structure that allows these interactions to take place organically by focusing on three steps: (see article for the three steps)

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How To Create An Environment Of Collaboration

How To Create An Environment Of Collaboration | Collaboration | Scoop.it

That slacker worker? He or she might be making your other employees less productive, especially if they’re working together on a project. In fact, collaboration can lead to reduced motivation and a loss of productivity if group members don’t contribute equally, according to a recent study published in Translational Issues in Psychological Science.


Kenneth Mikkelsen's insight:

Stop focusing on getting everyone to participate equally, and start recognizing individual contributions.


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Stephen Dale's curator insight, October 6, 2015 4:50 AM

When will organisations finally accept there isn't a recipe for collaboration? Better to focus on giving compelling answers to "what's in it for me?". 

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When Everyone Is Doing Design Thinking, Is It Still a Competitive Advantage?

When Everyone Is Doing Design Thinking, Is It Still a Competitive Advantage? | Collaboration | Scoop.it

Now that design thinking is everywhere, it’s tempting to simply declare it dead—to ordain something new in its place. It’s a methodology always in pursuit of unforeseen innovation, so reinventing itself might seem like the smart way forward. But in practice, design thinking is a set of tools that can grow old with us.

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Who Are You Collaborating With? Chances Are, She Is Just Like You

Who Are You Collaborating With? Chances Are, She Is Just Like You | Collaboration | Scoop.it

People always prefer to collaborate with people that are just like themselves. Maybe they share the same educational background, the same age, the same hobby, or maybe they just joined the company within the same period. Always the same tendency.


Kenneth Mikkelsen's insight:

A fine blog post by Jeppe Vilstrup Hansgaard from Innovisor. 


The research got cited in Wall Street Journal, Forbes, and other well-known business media. Even Sheryl Sandberg, COO of Facebook cited the research in her book LEAN IN (page 153).


See also here: http://blogs.wsj.com/atwork/2012/06/04/picking-someone-for-a-project-chances-are-hell-look-like-you


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Ralph Herrera's curator insight, October 14, 2015 9:57 PM

The importance to find collaborative groups with diversity.  The article speaks of how we tend to collaborate with our same gender group.  

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Collaborating Well in Large Global Teams

Collaborating Well in Large Global Teams | Collaboration | Scoop.it

Professional service firms seeking to help companies navigate the demands of globalization face a tough challenge because advisers with the specialized expertise needed to address sophisticated issues are most often distributed throughout the firm and around the globe. This makes collaboration difficult.


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What Apple, Lending Club, and AirBnB Know About Collaborating with Customers

What Apple, Lending Club, and AirBnB Know About Collaborating with Customers | Collaboration | Scoop.it

The idea of “co-creating” with customers has been circulating for years, but until recently few companies effectively exploited its power or understood its contribution to the bottom line.


Kenneth Mikkelsen's insight:

Giving up control, and sharing rewards, may seem terribly risky, but it is the key to the co-creative business models that generate unprecedented value with lower marginal costs, and greater profits.


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How IT and the Role of the CIO is Changing in the Era of Networked Organizations

How IT and the Role of the CIO is Changing in the Era of Networked Organizations | Collaboration | Scoop.it

It’s become clear that the contemporary IT organization — at least ones that are successfully leading their organizations into the future — is now wielding a new kind of power.


Kenneth Mikkelsen's insight:

The CIO has an absolutely key role to play today, and can be a leader or a follower as the business has to move now and seize opportunity in today’s challenging markets.


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Next-level Collaboration: The Future of Content and Design

Imagine a future where siloed departments and legacy workflows don’t stand in our way. Today’s content is complex, interconnected, and needs to be ready for devices we haven’t even dreamed of yet. Tomorrow isn’t going to get any simpler. Successful outcomes demand a new kind of collaboration.


Kenneth Mikkelsen's insight:

In this presentation, Rebekah Cancino focuses on: 

  1. What it takes to make effective collaboration possible. 
  2. How content strategists can play a key role in creating the cross-discipline teams of tomorrow. 
  3. Practical techniques you can use to bridge silos, increase productivity, and deliver better project outcomes for everyone.
You can follow Rebekah on Twitter here: @rebekahcancino
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Ralph Herrera's curator insight, October 14, 2015 10:01 PM

This article presents how collaboration can take place in the near future.  How much are we willing to prepare for it?

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Guess Who Doesn’t Fit In at Work

Guess Who Doesn’t Fit In at Work | Collaboration | Scoop.it

Across cultures and industries, managers strongly prize “cultural fit” — the idea that the best employees are like-minded. One recent survey found that more than 80 percent of employers worldwide named cultural fit as a top hiring priority.


When done carefully, selecting new workers this way can make organizations more productive and profitable. But cultural fit has morphed into a far more nebulous and potentially dangerous concept. It has shifted from systematic analysis of who will thrive in a given workplace to snap judgments by managers about who they’d rather hang out with.


Kenneth Mikkelsen's insight:

Beware hiring on cultural fit: it's "a new form of discrimination," research suggests. Recruiters for top firms often define merit in their own image.


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How to Fuel Collaboration & Innovation

How to Fuel Collaboration & Innovation | Collaboration | Scoop.it

Wil Reynolds, Heidi Grant Halvorson, and Clive Wilkinson share actionable insights at the 2015 99U Conference.

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Cooperation Is What Makes Us Human

Cooperation Is What Makes Us Human | Collaboration | Scoop.it

Want to know what makes us stand apart from our ape cousins?


Cooperation—no other animal does it quite like us. Developmental psychologist Michael Tomasello explains why if chimps had a self-help bestseller, it would be titled, How to Outwit Rivals and Get More Fruit.


Kenneth Mikkelsen's insight:

What stands out is our exceptional capacity for generosity and mutual trust, those moments in which we act like no species that has ever come before us.


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Anne Landreat's curator insight, April 28, 2015 3:56 AM

2 million years ago, as climate swings altered the availability and competition for food, our ancestors were forced to put their heads together to survive. (...)

Human cooperation requires two or more people to have insight into each other’s intentions, formulate a joint goal, assume specific roles, and then coordinate their efforts. (...)

Ultimately, Tomasello’s research on human nature arrives at a paradox: our minds are the product of competitive intelligence and cooperative wisdom, our behavior a blend of brotherly love and hostility toward out-groups. Confronted by this paradox, the ugly side—the fact that humans compete, fight, and kill each other in wars—dismays most people, Tomasello says. And he agrees that our tendency to distrust outsiders—lending itself to prejudice, violence, and hate—should not be discounted or underestimated. But he says he is optimistic. In the end, what stands out more is our exceptional capacity for generosity and mutual trust, those moments in which we act like no species that has ever come before us.

 

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There’s a Difference Between Cooperation and Collaboration

There’s a Difference Between Cooperation and Collaboration | Collaboration | Scoop.it

Everyone seems to agree that collaboration across functions is critical for major projects and initiatives. The reality, however, is that meshing the skills and resources of different departments, each focused on its own distinct targets, to achieve a larger organizational goal is much easier said than done. 


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Stephen Dale's curator insight, April 22, 2015 7:18 AM

The message here is, not to confuse pleasant, cooperative behaviour with collaboration. The latter requires commitment to a common goal.

Ralph Herrera's curator insight, October 14, 2015 10:04 PM

There are simple rules to follow for collaboration.  This article addresses the difference and provides a couple of ideas to make collaboration work.

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Collaborating Online Is Sometimes Better than Face-to-Face

Collaborating Online Is Sometimes Better than Face-to-Face | Collaboration | Scoop.it

If you’re embracing online collaboration as a necessary evil — the only way to work with an increasingly dispersed team of global or remote workers, for example — then you’re doing it wrong. Online collaboration is not a second-best substitute for face-to-face work: It’s a complement with its own perks and benefits.


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Stephen Dale's curator insight, April 3, 2015 6:06 AM

One benefit of online collaboration is the ability to accommodate a wider range of communication and working styles. If you’re the kind of person who always speaks up in meetings (guilty as charged), the traditional workplace may work just great for you. But you’re missing out on the perspective and talents of people who like to mull on a problem before contributing, or that of people who communicate better visually or in writing than they do out loud.


Reading time:5mins

Ralph Herrera's curator insight, October 14, 2015 10:06 PM

Collaborating online can be a pathway to success.  Distance and time make online collaboration a highly sought after remedy.  

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Building a Collaborative Enterprise

Building a Collaborative Enterprise | Collaboration | Scoop.it

Collaborative communities encourage people to continually apply their unique talents to group projects—and to become motivated by a collective mission, not just personal gain or the intrinsic pleasures of autonomous creativity. By marrying a sense of common purpose to a supportive structure, organizations are mobilizing knowledge workers’ talents and expertise in flexible, highly manageable group-work efforts. The approach fosters not only innovation and agility but also efficiency and scalability.


Kenneth Mikkelsen's insight:

Four keys to creating a culture of trust and teamwork. 


One of the principles mentioned in this article is shared purpose


In focusing on a shared purpose collaborative communities seek a basis for trust and organizational cohesion that is more robust than self-interest. 


A shared purpose is not the verbiage on a poster or in a document, and it doesn’t come via charismatic leaders’ pronouncements. It is multidimensional, practical, and constantly enriched in debates about concrete problems.


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Level343's comment, April 3, 2015 2:00 PM
Kenneth Mikkelsen agree :)
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Why do we cooperate?

Why do we cooperate? | Collaboration | Scoop.it

Why do people cooperate?


This isn’t a question anyone seriously asks. The answer is obvious: we cooperate because doing so is usually synergistic. It creates more benefit for less cost and makes our lives easier and better.


Maybe it’s better to ask why don’t people always cooperate. But the answer here seems obvious too. We don’t do so if we think we can get away with it. If we can save ourselves the effort of working with someone else but still gain the benefits of others’ cooperation. And, perhaps, we withhold cooperation as punishment for others’ past refusal to collaborate with us.


Kenneth Mikkelsen's insight:

Since there are good reasons to cooperate – and good reasons not to do so – we are left with a question without an obvious answer: under what conditions will people cooperate?


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SENAME Interactive's comment, March 27, 2015 4:46 AM
I think people cooperate for mutual benefits. As you said they can do more when they are united. It also depends on other factors such as their circumstances, the way they grew up and more..
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Collaboration, from the Wright Brothers to Robots

Collaboration, from the Wright Brothers to Robots | Collaboration | Scoop.it

Watson and Crick. Braque and Picasso. The Wright Brothers. Wozniak and Jobs … and Jony Ive. Great collaborations all. Transformative. But what really made them work? How did collaborative relationships so ingeniously amplify individual talent and impact? Was there a secret to success?


Kenneth Mikkelsen's insight:

Work has changed, and so has how we work together.


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Why Remote Work Thrives in Some Companies and Fails in Others

Why Remote Work Thrives in Some Companies and Fails in Others | Collaboration | Scoop.it

Since people began telecommuting decades ago, companies have been excited about the prospects to increase productivity, reduce costs, and gain access to a much larger talent pool.


But has remote work lived up to the hype?

Kenneth Mikkelsen's insight:

Many companies focus too much on technology and not enough on process. This is akin to trying to fix a sports team’s performance by buying better equipment. These adjustments alone might result in minor improvements, but real change requires a return to fundamentals.


Successful remote work is based on three core principles: communication, coordination, and culture.


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Can You Design an Organisation?

Can You Design an Organisation? | Collaboration | Scoop.it

Organisational “master builders” are defined by their problem-solving acumen, not just their experience.

Kenneth Mikkelsen's insight:

The fundamental challenge in organisational design is managing the tension between division of labour and integration of efforts. People often make the mistake of emphasising the former at the expense of the latter. They may devise an organisational structure that contains all the units required to perform desired tasks, but fails to provide the information links between units and the motivational mechanisms  necessary for effective value capture. 



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The Workplace in the Digital Age

The workplace in the digital age. How a digital workplace can support business goals and help bring a shared sense of purpose to an organization. 


Kenneth Mikkelsen's insight:

Facts and figures from the 2015 digital workplace survey by Jane McConnell. This report is the most extensive and interesting piece of research on the digital workplace. A highly recommended read. 


Read also Rawn Shah's article on Forbes related to the report: The Leadership Paradox Of Shared Purpose.


You should also follow Jane on Twitter here: @netjmc.

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BertVries's curator insight, February 25, 2015 10:01 AM

The 2015 digital workplace survey by Jane McConnell. This report is the most extensive and interesting piece of research on the digital workplace. A highly recommended read.

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Becoming irresistible: A new model for employee engagement

Becoming irresistible: A new model for employee engagement | Collaboration | Scoop.it

The employee-work contract has changed, compelling business leaders to build organizations that engage employees as sensitive, passionate, creative contributors.


The employee-work contract has changed: People are operating more like free agents than in the past. In short, the balance of power has shifted from employer to employee, forcing business leaders to learn how to build an organization that engages employees as sensitive, passionate, creative contributors.


Two years of research and discussions with hundreds of clients suggest five major elements and underlying strategies that work together to make organizations “irresistible.”

Kenneth Mikkelsen's insight:

Deloitte's  research suggests that we need to rethink the problem. There are three issues to address:


  1. Companies need to expand their thinking about what “engagement” means today, giving managers and leaders specific practices they can adopt, and holding line leaders accountable. Here Deloitte suggests 5 elements and 20 specific practices.
  2. Companies need tools and methods that measure and capture employee feedback and sentiment on a real-time, local basis so they can continuously adjust management practices and the work environment at a local level. These tools include employee feedback systems as well as data analytics systems that help identify and predict factors that create low engagement and retention problems.
  3. Leaders in business and HR need to raise employee engagement from an HR program to a core business strategy.
A recommended piece of work by Josh Bersin at Bersin by Deloitte.

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Curated by Kenneth Mikkelsen
Thinker ★ Speaker ★ Writer ★ Leadership Adviser ★ Learning Designer ★ Neo-Generalist

Kenneth Mikkelsen is co-founder of FutureShifts. We help visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organisational cultures needed to succeed in times of change.