Social Factors in Collaboration
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The document discusses social factors that influence collaboration behaviors and adoption of new technologies. It presents a model of four stages of user adoption: winning attention, cultivating basic concepts, enlivening applicability, and making it real. People care about making progress on meaningful work, developing skills and expertise, having autonomy and input, and trust. Whether and how much people share is influenced by what they care about and reasons like building reputation, job requirements, helping others, or creating opportunities. Improving collaboration requires understanding these human behaviors and small, repeated changes to culture over time by leaders setting examples of expanded sharing and cooperation.
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Social Factors in Collaboration
- 1. Michael Sampson Social Factors in Collaboration
- 2. Where am I coming from? • Collaboration Strategist – Author, Workshop Leader, Analyst, Keynote Speaker, Independent Consultant • Work with end-user organisations – Cultivating Productive Collaboration – Business Strategy – Human Behaviour – Work Practice
- 3. Then Understand collaboration behaviours If We want to improve adoption So That Improve ways of working together
- 4. If We want to improve adoption
- 5. adoption happens in a context 1
- 6. R O A D M A P
- 7. May have to be solved here … R O A D M A P A problem here … Or here … Or even here …
- 8. adoption is a process not an event 2 adoption happens in a context 1
- 9. Four Stage Model of User Adoption STAGE 4 Making It Real STAGE 3 Enlivening Applicability STAGE 2 Cultivating Basic Concepts STAGE 1 Winning Attention
- 10. Real-to-Life Scenarios • Narrative scenarios about how a group works – “A day in the life of customer services” – “A project in the day of a research team” • Shows the possibilities embedded in their reality • E.g., Doing Business with IBM Connections – Team project scenario STAGE 1 Winning Attention
- 11. Classroom Training • Teach the “what” of Microsoft SharePoint – Various design considerations – Good for dense concentrations of people – Hands-on = better learning STAGE 2 Cultivating Basic Concepts
- 12. Facilitated Group Re-Imagining • What are the activities the group does today? – These are underpinned by assumptions about technology capability sets – BUT … these have changed – So what now? – How can we re-imagine work? STAGE 3 Enlivening Applicability
- 13. Stop Doing, Start Doing Patterns • A mini-activity or set of sequences for a group – Frequently repeated, well embedded – A way of encapsulating the transition from the old to the new • Document reviews • Discussions • Finding expertise – Accountability lever STAGE 4 Making It Real
- 14. there are cultural and behavioural aspects 3 adoption is a process not an event 2 adoption happens in a context 1
- 15. The action of working with other people to produce or create something.
- 16. practice 1 Interdependence Respect Openness
- 17. process 2 How we make decisions How we share ideas How we work on documents practice 1
- 18. potential 3 1+1=5 process 2 practice 1
- 19. Then Understand collaboration behaviours If We want to improve adoption
- 20. collaboration behaviours What do people care about?
- 21. making progress on meaningful work 1 [care about] Forward momentum Clear progress Not being mucked around
- 22. [care about] mastery expertise contribution respect 2 making progress on meaningful work 1 Being “good” at what you do Drive to improve, get better Meaninglessness, Mindless, Boring = Bad Example—Male workers at Foxconn
- 23. autonomy decision input collaboration trust 3 mastery expertise contribution respect 2 making progress on meaningful work 1 Having a say Doing the right thing Competent others [care about]
- 24. [care about] Did you have a good year?
- 25. collaboration behaviours Why do people share?
- 26. Why Share? It builds reputation and credibility It’s a requirement of the job I share out of love for other people It creates new opportunities Other people need me to
- 27. what we care about why we share what we care about is shown in why and where we share
- 28. [care about] making progress on meaningful work mastery, expertise, contribution, respect autonomy, decision input, collaboration, trust [why share] it creates new opportunities requirement of the job other people need me to share builds reputation and credibility I share out of love for other people
- 29. what we care about why we share how we collaborate what we care about is shown in why and where we share why and how much we share is carried out through the ways we work together
- 30. requirement of the job retain keep my job fear of loss WIIFM
- 31. Here lies Bob He did what was required on the job
- 32. requirement of the job retain builds reputation and credibility it creates new opportunities improve do more hope of gain WIIFA keep my job fear of loss WIIFM other people need me to share I share out of love for other people expand do lots more big change WIIFW
- 33. Care About/Sharing in Action only doing the minimum amount to get by retain doing more to benefit everyone involved improve going above and beyond the call of duty expand
- 34. Document Co-Authoring spelling grammar basic input retain purpose structure content brainstorming (real input) improve how could we make this great? expand
- 35. Sharing Learning and Best Practice it will make me less valuable retain what could we learn together? improve how could we put a dent in the universe? expand
- 36. Working Out Loud I don’t want to know you just had breakfast retain what could we learn about each other for mutual benefit? improve just imagine what we will discover! expand
- 37. Care About/Sharing in Action this is culture retain improve expand
- 38. This is Culture trust opportunity engaged passion retain improve expand
- 39. This is Culture trust opportunity engaged passion retain improve expand
- 40. Then Understand collaboration behaviours If We want to improve adoption So That Improve ways of working together
- 41. IMPROVE 1 Small changes, done repeatedly. Culture is enacted (daily)
- 42. IMPROVE 2 Someone has to say “enough.” An executive A manager A team leader An individual
- 43. IMPROVE 3 Make it real by treating it as such. “Put it in SharePoint.” “Strategic initiatives.”
- 44. IMPROVE 4 Actions reveal beliefs.
- 46. Where Are You Today? retain improve expand
- 47. Where Are You Today? retain improve expand
- 48. 48 Michael Sampson The Michael Sampson Company michaelsampson.net @collabguy
Editor's Notes
- Write down what is top of heart for you - did you have a good year? For me - did I get another book written and published? Don’t make it about money or financial in measure.
- Job requirement - part of job description, serving the client Creates or opens new opportunities It builds reputation and credibility Other people need me to share - it is humanity to do so, helping others