I‘ve been having a lot of conversations lately about how to help organizations become more effective at enabling collaboration. The people I know who have tried to do this keep running into three walls:
So any methodology that hopes to help improve collaboration in an organization needs to be very adaptable, modest in resource demands, sponsored, and attuned to the complexity of collaboration challenges. I think I’ve come up with a methodology that meets these requirements, and it’s illustrated above. Here’s how it could work:
I think these groups need to self-organize, rather than waiting for senior management to organize them or approve their work. That means the champions must have the passion to invest some personal time into this, and the courage, perhaps, to charge ahead (intelligently) and ask forgiveness instead of permission. The ‘respected sponsors’ need to be coached, not only to deliver the elevator pitch to others for new collaboration methods and tools, but also to actually use these methods and tools effectively.
Most important is understanding the current state: Things are the way they are (i.e. not very collaborative) for a reason, and the team needs to know that reason.
Once they understand the current state, they can start to identify feasible, small-scale experiments that have the greatest chance of success, and select appropriate tools to implement them. They should then self-form into one or more peer-to-peer steering groups to monitor and oversee the implementation of the experiments. To do this they will need patience ñ the initial pre-conceptions about the opportunities for greater collaboration are likely to be largely wrong, and it will take time for real, new sustainable collaboration successes to emerge, and with them, a better understanding of the real collaboration problems and needs of the organization.
Some of my collaboration colleagues believe the champions should work to break down barriers that are preventing successful uses of collaboration methods and tools. I’m ambivalent about this: I prefer to trust the judgement of the self-managed collaboration team to break down barriers as they see fit. I’m not sure we need a ‘Chief Collaboration Officer’ out there doing that job.
I should note that this methodology is just intended for web 2.0-enabled collaboration projects. There are other types of collaboration (peer production and idea markets most notably) that organizations may benefit from as well, that would perhaps require a different approach. I’d like to thank New Paradigm for facilitating a workshop today, and also the bright participants in the workshop from a couple of dozen organizations, who helpedcrystallize my thoughts on this. I’d also like to thank my online collaboration colleagues and the members of my Toronto KM breakfast club, for their contributions to these ideas. Category: Collaboration
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Very cool, here it´s another good example of what is web 2.0 and what we can do with ithttp://www.mapmyname.com
How do you propose going from successful experiment to “production”. Would you start again or evolve and sure up the infrastructure to support broader organisational involvement?Once a system starts to contain organisational knowledge or information it quickly becomes important for it to be reliable, scalable, secure and resilient and therefore (usually) not cheap. For these reasons I like that the trial is presented as an experiment. You can easily chuck out an experiment (successful or not) and buy some quality gear. But then it is difficult to get serious thought and energy put into an experiment during work hours if its gonna be chucked.
A good approach, however there are other Web 2.0 technologies already in place:http://www.save-this-world.net
Hello,