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
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Collaboration on Collaboration
- 1. Collaboration on Collaboration November 4, 2009 +
- 3. Collaboration is about a common goal
- 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
- 17. Open Space Source: Kevin Hayes, Flickr
- 22. 90-10-1
- 23. Examples of collective intelligence
- 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 !!
- 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
- 33. Next steps… are up to us!!
Notes de l'éditeur
- 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)