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<ul><li>White Space Rafting:  Understanding and Improving Collaboration Within and Between Organizations </li></ul>CMM Han...
Today’s economy demands new types of collaboration:   <ul><li>Mobile workers </li></ul><ul><li>Remote teams </li></ul><ul>...
Market Value of a company   (based on Sveiby, 1997) Visible equity  (book value) Tangible assets minus visible debt Intang...
Communication infrastructure builds intangible equity Intangibles drive future profitability The past What’s on the books ...
The organization products / services economic and social  contributions Work partners (employees, contractors, suppliers) ...
Introducing a *Collaboration Maturity Model <ul><li>Provides a scale mechanism not currently available to describe the nat...
Saffir-Simpson Scale Analogy to Collaboration Maturity Model Value <ul><li>What do you think when you hear a category 2 hu...
<ul><li>Collaboration is about working together in a synergistic and efficient manner to get desired results.  Interoperab...
Keys to Collaboration <ul><li>Distribution of Information </li></ul><ul><li>Peer to peer interactions (between the white s...
Pathway to Collaboration <ul><li>Shared awareness </li></ul><ul><li>Shared understanding </li></ul><ul><li>Shared intent <...
<ul><li>Following is the Collaboration Maturity Model and Transition Matrix which will be discussed during today’s present...
Collaboration Maturity  Model synergy IAMWG Draft 9 Transition Requirements • Able to select and implement appropriate app...
Collaborative Maturity Model Matrix - Characteristics of Levels Wide delegation of decision rights and acceptance of  inte...
Discussion <ul><li>What situations are you aware of where you think it would be useful to apply the collaboration maturity...
Tools for collaboration
Groupware
 
 
Identify & reach all informants Accessibility & publicity Information Alternative delivery methods Better collaboration  w...
Collaborative / continuous learning
Wiki
 
 
 
 
 
Virtual offices
Wrap up
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Collaboration

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A model to look at the nature of inter and intra-organizational collaboration

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Collaboration

  1. 1. <ul><li>White Space Rafting:  Understanding and Improving Collaboration Within and Between Organizations </li></ul>CMM Handout Diane Gayeski, Ph.D [email_address] Bill Piersol, MS HRM [email_address]
  2. 2. Today’s economy demands new types of collaboration:   <ul><li>Mobile workers </li></ul><ul><li>Remote teams </li></ul><ul><li>Matrixed teams / networked organizational designs </li></ul><ul><li>Virtual teams of employees and contractors / vendors </li></ul><ul><li>Outsourced work reporting to a project manager </li></ul><ul><li>Inter-organizational partnerships </li></ul>
  3. 3. Market Value of a company (based on Sveiby, 1997) Visible equity (book value) Tangible assets minus visible debt Intangible assets (Stock price premium) External structure (brands, customer and supplier relationships Internal structure (management, communication & learning systems, R&D, software Individual competence (education, experience of employees)
  4. 4. Communication infrastructure builds intangible equity Intangibles drive future profitability The past What’s on the books The future intangibles
  5. 5. The organization products / services economic and social contributions Work partners (employees, contractors, suppliers) Investors (or donors or taxpayers) Government, community and industry Customers The performance environment and constituencies
  6. 6. Introducing a *Collaboration Maturity Model <ul><li>Provides a scale mechanism not currently available to describe the nature and efficacy of intra or inter-organizational interactions. </li></ul><ul><li>Question: How do we now measure the nature of interactions? </li></ul><ul><ul><li>Strong, weak? </li></ul></ul><ul><ul><li>Effective, ineffective? </li></ul></ul><ul><ul><li>Mutual, unilateral? </li></ul></ul><ul><li>Before looking at the CMM, lets look at the usefulness of another more familiar model that categorizes the nature of a dynamic situation…. </li></ul><ul><li>* Based on SAS-065 NATO Command and Control Maturity Model </li></ul>
  7. 7. Saffir-Simpson Scale Analogy to Collaboration Maturity Model Value <ul><li>What do you think when you hear a category 2 hurricane is heading towards the coast? Category 3? Category 5? </li></ul><ul><li>Prior to Saffir-Simpson (1969): </li></ul><ul><ul><li>Hurricanes categorized as minor or major. </li></ul></ul><ul><ul><li>Could not describe the nature of damage expected from a hurricane in a standardized way - or in a brief, succinct manner </li></ul></ul><ul><ul><li>Simpson said he had a hard time before the scale explaining the kinds of damage each storm could cause. </li></ul></ul><ul><li>After Saffir-Simpson </li></ul><ul><ul><li>Each category gives a quick relevant cognitive picture, complete with ramifications, in 2 or 3 words that is easy to understand </li></ul></ul><ul><li>Similarly, Collaboration maturity model gives a quick relevant cognitive picture of the nature of interactions for a given situation . </li></ul>
  8. 8. <ul><li>Collaboration is about working together in a synergistic and efficient manner to get desired results. Interoperability is more than talking and interacting with others though, it is about the nature and efficacy of those interactions. </li></ul>Collaboration
  9. 9. Keys to Collaboration <ul><li>Distribution of Information </li></ul><ul><li>Peer to peer interactions (between the white spaces) </li></ul><ul><li>Decision rights </li></ul>
  10. 10. Pathway to Collaboration <ul><li>Shared awareness </li></ul><ul><li>Shared understanding </li></ul><ul><li>Shared intent </li></ul><ul><li>Collaboration in planning </li></ul><ul><li>Integrated strategies </li></ul>
  11. 11. <ul><li>Following is the Collaboration Maturity Model and Transition Matrix which will be discussed during today’s presentation </li></ul>
  12. 12. Collaboration Maturity Model synergy IAMWG Draft 9 Transition Requirements • Able to select and implement appropriate approaches dynamically over space and time • Adaptive mechanisms (such as Enterprise learning behaviors) Conflicted state De - Conflicted state Collaborative state Coordinated state Agile state • Establish collaborative mechanism • Interdependent Objectives and Plans • Interdependent Actions • Establish coordination mechanism • Coordinated Objectives and Plans • De-conflict Objectives • De-conflict Actions • Establish constraints (boundaries)
  13. 13. Collaborative Maturity Model Matrix - Characteristics of Levels Wide delegation of decision rights and acceptance of interdependencies Continuous collaboration High level of interactions Dynamic feedback Continuous distribution of information Trust Cooperability Perceptions of competence Collaboration mechanisms Interdependence Collaborative plans Creation of synergies Accept dependencies Interact about coordinating items (actions and tasks) Rich information distribution about dependencies Limited shared effects Limited shared intent synchronization Coordinated plans Allocation of Decision Rights Interactions Information Distribution Other Factors Robust Shared intent Robust Shared awareness Robust Shared understanding Emergence of self awareness across the enterprise Accept constraints of decision rights Communicate about the constraints Distribution of information about constraints Accepting these constraints Dynamic reallocation of decision rights Including pushing to the edge Matched to the circumstances, including continuous “ Federated” Smart push, subscribe, and discovery, matched to the circumstances Self-synchronization Edge organization Shared control Appropriate tempo Creation of synergies Presence of multiple adaptive maturity levels Identify constraints Establish constraints Create linkages Partially shared goals Synchronizing selected functions Coordination mechanisms Conscious acceptance of risk Shared understanding Increasing trust Shared intent Collaborative planning Collaboration mechanisms Conflicted De-conflicted Coordinated Collaborative Agile None None / Antagonistic None None Transition Variables Synergy
  14. 14. Discussion <ul><li>What situations are you aware of where you think it would be useful to apply the collaboration maturity model? </li></ul>
  15. 15. Tools for collaboration
  16. 16. Groupware
  17. 19. Identify & reach all informants Accessibility & publicity Information Alternative delivery methods Better collaboration w. agencies & programs 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 make sure sex appeal carries over when developing alternative formats. (5) CMS should provide alternative formats for viewing/listening to information. (6) break information down so that it's not overwhelming for various audiences. (9) consider alternative delivery methods for public awareness like radio scripts, PSAs, newsletter bites, flyers. (14) package Medicare information with related information that might capture attention. (23) develop training that hits every style of learning. (26) a lifespan timeline that provides health insurance information and decisions. (29) consider using alternative delivery methods more often. (33) archive information so that recipients can find it when they need it. (34) capture more links to SSA materials. (7) look at extended medicare provisions under the ticket to work act. (10) prioritize work for people with disabilities. (20) create a web based application where all of CMS's partners are listed so that collaboration can happen (ie social security web site). (24) develop a training agenda that relates to prioritizing work for people with disabilities. (28) interface of medicare and medicaid as it applies to return to work. (30) more federal interagency cooperation. (35) CMS could help volunteers, program sponsors with the skills attendant to health literacy training so that it's not overwhelming. (1) keep everyone that may be a key informant in mind when designing communication tools. (2) provide local training for volunteers. (8) consider the key informants to older people as consumers of CMS information. (12) email medicare information to key stakeholders in institutional and other provider settings, ie. Hospitals, long term care providers. (15) prioritize the list of key and secondary informants. (17) private geriatric case managers should be kept up to speed on changes. (21) training for secondary influencers, (family members in particular). (22) help define who key informants are (like children, pastors, attorney and advocates). (25) design communication tools for key informants to older people (ie children of beneficiaries) (27) have an e-alert system for key informants (ie benefits planners, advocates, etc.). (3) more information about where to find training materials. (18) create concise descriptions of changes for volunteers (ie social security model). (31) more information about what materials are available both online and in print. (4) create a guide that describes everything that is available. (11) info about how people process information and how that might change with aging. (13) training on sensitivity to cultural differences, literacy differences, learning styles. (16) practice examples for training services with PDAP. (19) training on how to deal with the people that have become emotional in regard to the info they are receiving. (32)
  18. 20. Collaborative / continuous learning
  19. 21. Wiki
  20. 27. Virtual offices
  21. 28. Wrap up

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