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One key step in innovating is generating novel ideas – and this is based on insight. So how can we increase insight?
See also privious Scoop here about Gary Klein's book Seeing What Others Don't. This is a blog post by Harold Jarche.
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The Three Speeds are a simple and effective model to think about collaboration strategy, adoption and tool selection for companies.
Ouch - bit close a nerve for me this one. Check the list at the end!
Like the multitude of teams in any organization, theatre works under tight timeframes, combines many individuals with different talents, and communicates a vision of the world with the intent to attract and transform its constituents.
While companies know that social networks are important, most managers don’t understand how these networks really work. These social networks don’t appear on any formal organisation charts, yet can significantly affect performance and innovation. The problems is, how can leaders manage what they can’t see?
Companies that collaborate on certain projects with other firms can reap greater rewards than going it alone.
According to a new study in Advances in Strategic Management from Jason Davis at MIT’s Sloan School of Management, companies can synchronize their product development work in three ways:
1. By deliberately collaborating with partners;2. By reacting to signals from other companies; and3. By combining these two strategies into a hybrid approach.
So true - and it could be even more powerful in the Public Sector! But good collaboration needs careful due diligence - sometimes the cost of getting it wrong is greater than not starting...
Connections can be counted, and they are needed to make collaboration work. How do we prevent over-connectedness and under-collaboration?
an important discrimnation between interpersonal processes - how do we grow trust?
The most effective social businesses may start to look more like organizations that long predate modern corporations — so-called “loosely coupled” organizations such as military, education and religious institutions.
I hope they are not too loosely coupled. Education has been compared to anarchy as well. We need a shared vision to make it work effectively.
Social collaboration for teams is important, but here's how to scale up using "creation spaces" of forums, videos and other networked tools.
Learn 3 powerful neuroscience techniques to restore and foster collaboration and teamwork. A fine blog post by Christine Comaford.
A neuroscience approach is interesting.
We're all fascinated by new ideas and how they can grab hold of us, influencing how we think and affecting how we take action. But why do one idea get inside your head, when others don't?
Readers here may be interested in Kare Anderson's
recent Forbes column on the same subject: http://www.forbes.com/sites/ka...
Find Kare on Twitter here: @KareAnderson
We need to move from where we are to where we should be.
You've been told that getting the most from your team depends on rewarding and recognizing them collectively. But it's tough to do that, especially when most management systems are so focused on individual performance, undermining the very teamwork you're hoping to encourage.
We are experiencing an alteration in our professional genetic structure, revealing behavior that makes up a new DNA. We are evolving towards the role of a Social Networker.
Seduced by analytics and big data, companies are overlooking the compelling power of qualitative judgement. Alessandro Di Fiore, CEO of the European Centre for Strategic Innovation, calls for a re-think.
It’s easy to remain agile when you are part of a small team. But how do you stay productive as you grow? Talking. Lots and lots of talking.
We like to attribute magic-like qualities to most startups. Collectively, we marvel at their ability to focus on a single, potentially world-changing product. We praise the inclusiveness and camaraderie of their employees. Their ability to move quickly is the envy of every major corporation.
How is social media truly impacting businesses today? Why are many of the world's top brands - like Pepsi, Virgin, NHL, and American Express - now embracing social media company-wide?
It all stacks up!
The wave of social media is moving on
When we think of high-performing teams, we often think of them as long-term allies - a band of brothers in the organizational world.
Consider the common ant. Each one is by genetic design capable of only a few simple behaviors and binary choices, making it a pretty dumb, rigid, inflexible being.
Having begun to follow the social business movement back when it was still in the early "Enterprise 2.0" days, Stephen Lamb CIO at BCIT, was convinced that the time was approaching to challenge the conventional hierarchic business model.
HR has ostensibly been all about attracting, onboarding, retaining, and developing staff. But at its core, HR has, almost secretly, been about communication and collaboration.
This collaboratively and collectively written book about Enterprise 2.0.
The ubiquitous organizational hierarchy is a relic. It’s heaving from over use and exhaustion. It slows communication. It slows decision-making. It slows input. It discriminates against new talent and advocates for the familiar. Productivity slides backwards.
Organizational hierarchy might be a relic, however it is proving to a difficult relic to move aside. Many organizations are culturally addicted to hierarchies and, in education, the followers are part of the issue.
Flatter organisation structures is the utopia for 21st century business thinking, but it is naive to think that hierarchies will disappear, or don't fulfill some purpose. Google and Apple have fairly deep hiearchies, and they're not doing too badly!
Collaboration and analysis tools make up the single largest category of IT project spend. But much of this value is being lost because employees lack the skills to use these resources effectively.
Institutional decision memories can describe how and why we, as an organization, chose one course of action over another.
The concept of stories suggests wisdom plays a role and it is not just about data and knowledge.
How do we build collaborative processes in schools?