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How do you kill collaboration in organisations by Michael Norton, 9th June 2016

How do you kill collaboration in organisations
presented by Michael Norton
Thursday 9th June 2016
Collaboration, co-operation and competition - project environments through a knowledge lens
Knowledge SIG conference

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How do you kill collaboration in organisations by Michael Norton, 9th June 2016

  1. 1. HOW DO YOU KILL COLLABORATION IN ORGANISATIONS?
  2. 2. How to make collaboration fail as a member of staff? How to make collaboration fail as a manager? How to make collaboration fail as a leader? We all spend our time looking at ways collaboration can help in the project environment. So what about if we didn’t do that? What if we decided that we want to make collaboration fail? Please give us your suggestions. They can be silly, crazy, insane or you can make a few sensible ones too.
  3. 3. STAFF The be silent When they are asked for a comment on something they do not answer, the important stuff they simply ignore as they feel it’s not relevant or they have not been approached in a way they feel comfortable with. The refuse to get informed Whatever concept or system has been set up to make sure that everybody can stay easily informed about everything - even if it was their suggestion they refuse to use it. Claim that you do not know how to use it but at the same time, refuse or ignore any attempt to help. The self-proclaimed guru Being knowledgeable is great and is tremendously helpful in most situations. But when self- proclaimed gurus try to be a one- person team, it defeats the purpose of collaboration. They dismiss talent and expertise of other that limit collaboration.
  4. 4. MANAGERS The it never worked before They have been around for a while and are ruled by “the way things have always been done” and “that has never worked before” The what if happens The manager has a fear the unknown and the fear of failure prevents them from considering new ideas or moving in the any direction so will be looking for excuses before anything starts. The unpredictable manager They let the others believe that now, finally, they can count on their participation - and then disappear completely from the scenery for several days after which you send angry email full of accusations and complaints on what it happening
  5. 5. LEADERS The suit The leader’s non-verbal behaviour restricts or hampers participants’ willingness to speak up and share ideas and insights The competitor Leaders hire staff as they have competitive spirt and wish to employee others with a competitive spirt but then expect them to collaborate. The technology solution Leaders see and hear other organisations are pushing collaboration platforms and enterprise social networks as solution to collaboration woes and want to jump on the band wagon.
  6. 6. 12TH PRINCIPLES OF COLLABORATION 1. Lead by example 2. Individual benefit vs corporate benefit 3. Strategy before technology 4. Learn to get out of the way 5. Listen to the voice of the employee 6. Integrate into the flow of work 7. Create a supportive environment 8. Measure what matters 9. Persistence 10. Adapt and evolve 11. Employee collaboration also benefits the customer 12. Collaboration can make the world a better place http://www.forbes.com/sites/jacobmorgan/2013/07/30/the- 12-habits-of-highly-collaborative-organizations/#526f7a255f12
  7. 7. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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How do you kill collaboration in organisations presented by Michael Norton Thursday 9th June 2016 Collaboration, co-operation and competition - project environments through a knowledge lens Knowledge SIG conference

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