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Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
Collaboration on Collaboration
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Collaboration on Collaboration

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An introduction to collaboration concepts used at University of Chicago Booth School of Business Chicago alumni event at launch of effort to engage with collaboration

An introduction to collaboration concepts used at University of Chicago Booth School of Business Chicago alumni event at launch of effort to engage with collaboration

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  • Here’s two more that I like. And they have some flavor of collaboration. (READ T-shrts). These are also about collaboration, subtly – we’ll talk about it more.
  • Break up into groups of four for this
  • Collaboration A skill to have (for individuals) – personal skill building – WHAT DO YOU HAVE TO BE GOOD AT _- WHAT DO YOU HAVE TO DO IN ORDER TO BE AN EFFECTIVE COLLABORATOR. It’s more than just basic interpersonal skills, although that’s needed. A way of working within organizations (and structuring organizations so that the right collaborations happen) - organizational development topic. How do you get cross-departmental collaboration. One of the author’s mentioned – Hansen – in his book talks about Sony’s attempt to respond to the iPod (they were the parents of the Walkman). They were apparently constitutionally incapable of working acorss BU boundaries – because of culture, distance, incentives and some other features. A strategic option – to choose to draw the boundaries of “the firm” in a different place than may have been done in the past. This leads to situations like Linux – which was developed by volunteers in an open source way and has become a viable operating system – very robust, I’m told – for servers and for personal computers. Linux has been built by a collaboratoin of individuals and ocmpanies. Innocentive is a problem-solving network, originally developed by Eli Lilly. Businesses with problems (called SEEKERS” post the problems, and then they are dealt with or not be a network of Solvers. The winning solver is paid some amount, which might be $10- $50,000 or more. So Lilly, and other firms like P&G, use this network to get problems solved. They are outsoucing some of their R&D to a collaboration. Bill JOY Quote – “no matter who you are, most of the smartest people work for someone else” Amazon looks like a more traditional company. But the recommendation engine on Amazon,and the reviews, are outsourced to a collaboration. So it’s another example of where the lines are drawn differently. I
  • There is potentially a business/ organizational (goal-oriented) element AND There is always a human element
  • Tools to facilitate business oriented interaction (A Space, Lockheed Martin), purpose-built like Cisco examples Social interaction as the “grease” for corporate interaction
  • It’s not costless
  • NIH – Insurlar culture Statsu gap Self-reliance – should fix own problems Fear don’t want to reveal problems Hoarding Competition – with colleagues and other units Narrow incentives Too busy Fear - loss of power if sharing knowledge Difficult search Company size Big distance Too much info Poor networks Transfer Tacit knowledge No common framework Weak ties
  • Why are they doing it? Money (directly or indirectly) Love (enjoyment of the activity, socializing with others, contributing to a cause) Glory (recognition for its own sake)
  • Transcript

    • 1. Collaboration on Collaboration November 4, 2009 +
    • 2.  
    • 3. Collaboration is about a common goal
    • 4. Our goal <ul><li>To open up a conversation about collaboration </li></ul><ul><li>To see if there’s interest in pursuing some topics (or several topics) together </li></ul>
    • 5. Discussion groups
    • 6. We can think about many topics Personal skill Operational approach Corporate strategy/definition Inter-organizational approach The Boss Group 1 Group 2 Group 3 Group 3 Group 2 Group 1 Group n
    • 7. Human element critical to collaboration Usually what the designer has in mind Often not thought about explicitly
    • 8. Collaboration process promises benefits <ul><li>Better solutions due to cognitive diversity </li></ul><ul><li>More commitment to the results, because we were part of creating them </li></ul>Diverse perspectives and expertise <ul><li>Methods for: </li></ul><ul><li>Integrating diverse views </li></ul><ul><li>Managing the human elements </li></ul>+
    • 9. Individual skills for collaboration <ul><li>Bilateral </li></ul><ul><ul><li>Have a shared goal (prerequisite) </li></ul></ul><ul><ul><li>Right attitudes </li></ul></ul><ul><ul><li>Necessary skills </li></ul></ul>
    • 10. Individual skills for collaboration <ul><li>Teams </li></ul><ul><ul><li>Know and enforce team basics </li></ul></ul><ul><ul><li>Right attitudes </li></ul></ul><ul><ul><li>Right skills </li></ul></ul>Picture by Allan Edwards, Flickr
    • 11. A way of working within organizations <ul><li>Cross functional collaboration to achieve a goal (Hansen) </li></ul><ul><ul><li>What are the benefits? </li></ul></ul><ul><ul><li>What are the costs? </li></ul></ul><ul><li>“Large group processes”, e.g., Open Space </li></ul><ul><li>Collaborative workspaces </li></ul><ul><li>Enterprise 2.0 ideas </li></ul>
    • 12. Ideas from Hansen <ul><li>Need to compare the value derived from collaboration against the cost </li></ul>
    • 13. Hansen’s pitfalls <ul><li>Wrong culture/wrong setup </li></ul><ul><li>Wrong barriers (maybe its not collaboration that’s needed, but finding info) </li></ul><ul><li>Over-collaborating </li></ul><ul><li>Expecting more synergies across boundaries than are realistic </li></ul><ul><li>Underestimating the costs/difficulties </li></ul>
    • 14. Barriers to collaboration (Hansen) <ul><li>Not invented here – people don’t want to reach out </li></ul><ul><li>Hoarding – people don’t want to help </li></ul><ul><li>Search – people not able to find what they are looking for (or who – DF) </li></ul><ul><li>Transfer – people not able to work with people they don’t know well </li></ul>
    • 15. Solutions (Hansen) <ul><li>Unifying goal </li></ul><ul><li>Cultivate t-shaped managers </li></ul><ul><li>Build nimble networks </li></ul>
    • 16. Collaborative leadership (Hansen) <ul><li>Redefine success – from narrow agendas to bigger goals </li></ul><ul><li>Involve others </li></ul><ul><li>Being accountable – take responsibility (don’t blame others) </li></ul>
    • 17. Open Space Source: Kevin Hayes, Flickr
    • 18. How Open Space works <ul><li>Self-organizing collaboration </li></ul><ul><ul><li>Invited </li></ul></ul><ul><ul><li>Group members generate questions that are basis for meetings </li></ul></ul><ul><ul><li>Group members lead meetings (and may report out) </li></ul></ul><ul><ul><li>New groups organized </li></ul></ul><ul><li>Law of two feet (Personal Mobility) </li></ul><ul><li>Identify issues </li></ul><ul><li>Connect, mobilize and energize people </li></ul><ul><li>Prioritize </li></ul><ul><li>Set action steps </li></ul><ul><li>Launch of circle of invitation to bring more people into the process </li></ul><ul><li>If you’re not contributing or getting something, move somewhere else . </li></ul><ul><li>Principles </li></ul><ul><li>Whoever comes are the right people </li></ul><ul><li>Whenever it starts is the right time </li></ul><ul><li>Whatever happens is the only thing that could have </li></ul><ul><li>When it’s over, it’s over </li></ul>+
    • 19. Enterprise 2.0 <ul><li>Taking blogs, social networks, microblogging, wikis, GoogleDocs inside the organization on an easy platform </li></ul><ul><ul><li>Tap information people have </li></ul></ul><ul><ul><li>Tap social relationships of people </li></ul></ul><ul><ul><li>Provide collaborative workspaces </li></ul></ul>
    • 20. Some interesting E 2.0 examples <ul><li>A – Space </li></ul><ul><li>IBM (Bowling Online) </li></ul>
    • 21. Some interesting questions <ul><li>Business only vs. social + business </li></ul><ul><li>Focused on specific issues vs. wherever people take it </li></ul><ul><li>Bonding vs. bridging vs. both </li></ul>
    • 22. 90-10-1
    • 23. Examples of collective intelligence
    • 24. Malone’s questions collective intelligence <ul><li>Who? </li></ul><ul><li>What? </li></ul><ul><li>Why? </li></ul><ul><li>How? </li></ul>
    • 25. Who and how? Hierarchy Crowd Crowd by consensus Crowd Crowd/individual about what to watch Crowd Hierarchy Crowd Crowd by voting Crowd Decide (who, how) Create (who)
    • 26. Why? Money !! Glory !! Love !!
    • 27. What (and more on how)? Collaboration (like Linux) Collection (like YouTube or contests) Create Dependent Independent <ul><li>Markets </li></ul><ul><li>Social networks </li></ul><ul><li>Voting </li></ul><ul><li>Consensus </li></ul><ul><li>Averaging </li></ul><ul><li>Prediction markets </li></ul>Decide Individually Group (bound)
    • 28. Collaboration guidelines Source: Adapted from Trebor Scholz, The participatory challenge Give reasons behind your thinking Be concise, patient and persistent Develop good listening skills Put a stop to domineering interruptions and put-downs Communicate frequently, clearly and openly Acknowledge upcoming problems Communication skills Take a dose of humility Develop a long-term view Learn when to let go Attitude Pay attention to scale (4-5 people is great) Get everybody involved in the process Develop a clear process including self-reflexive loops Combine online with face-to-face to speed up the process Stick to initially made commitments Use facilitators for larger groups Process Outline clear and attainable short-term and long-term goals Define needs/ self-interests well Goals Develop trust and mutual respect Culture
    • 29. Next steps – Dinner !! Source: Avlxyz, Jorge_11, Bev(sugarbloom cupcakes) on Flickr
    • 30. Rest of the evening <ul><li>Dinner </li></ul><ul><li>Some structured discussion </li></ul><ul><li>Chatting </li></ul><ul><li>Eating!! </li></ul><ul><li>After dinner </li></ul><ul><li>Structured discussion </li></ul><ul><li>Information assembly </li></ul><ul><li>Decisions on next steps </li></ul>
    • 31. First 10 minutes – one on one <ul><li>Two rounds – one listening, one talking </li></ul><ul><li>Different partners for each </li></ul><ul><li>5 minutes each </li></ul><ul><li>What challenges do you face in your work/ or in your life? </li></ul><ul><li>How could a group of people help you succeed with those challenges? </li></ul><ul><li>What are the barriers to: </li></ul><ul><ul><li>Assembling that group of people? </li></ul></ul><ul><ul><li>Getting that group of people to work with you well? </li></ul></ul><ul><ul><li>Expanding that group of people? </li></ul></ul>
    • 32. Next 20 minutes (or as long as you want) <ul><li>As you eat – </li></ul><ul><ul><li>What aspects of collaboration are most interesting to you to explore, to work on. </li></ul></ul>
    • 33. Next steps… are up to us!!

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