Six steps to better collaboration

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<ul><li> 1. SIX STEPS TO BETTER COLLABORATIONRESEARCH SUMMARY PRESENTED BY INTRASCOPE ANALYTICS </li> <li> 2. SIX STEPS TO BETTER COLLABORATION1 Invest in collaboration The first step involves a significant commitment to building and maintaining social relationships through the organisation Top executives must personally invest and walk the walk2 Utilise open innovation where possible Collaboration exists in either open or closed networks Open collaboration networks have the greatest potential for improving workplace productivity3 Recognise the informal network Collaboration can come from almost anywhere within the company structure Critical individuals may not be evident on the formal hierarchy4 Provide the right support Facilitators need to focus efforts on both collaborative skills training and community building efforts5 Make the most of pre-existing relationships within the organisation Research has shown that the best results come when 20-40% of a team already know each other6 Create role clarity, but task ambiguity Be clear about what each person needs to do, but not necessarily the overall outcome </li> <li> 3. 1 INVEST IN COLLABORATION The first step involves a significant commitment to building and maintaining social relationships through the organisation The first step is a significant Research shows that a key factor in the commitment to collaboration success of collaboration initiatives comes within the organisation from the philosophies of the top Making this first step is both the executives hardest and easiest part of any collaboration initiative Fundamentally if you want organization wide collaboration, top executives must walk the walk </li> <li> 4. 2 UTILISE OPEN INNOVATION WHERE POSSIBLE Open collaboration networks have the greatest potential for improving workplace productivity Collaboration exists in either open or closed networks Innovative Mall Innovative Community Benefits of open networksOpen networks The company posts a problem, All participants are free to post Provide a larger number employees are free to offer problems, offer solutions and implement suggestions of potential solutions solutions the company chooses the best Extend beyond the team specific realm of experience Elite Circle Consortium Promote growth, changeClosed networks and innovation The company choses the team, Operates like a private club the problem and the solution as it where those involved collectively sees fit select problems, and decide how to move forward </li> <li> 5. 3 RECOGNISE THE INFORMAL NETWORK Recognise and support collaboration through the informal organisational network Collaboration can come from What happens if James leaves the organisation? almost anywhere within the David company structure critical (CEO) individuals may not be John Sarah evident on the formal (R&amp;D) Louise hierarchy James Connections and collaboration Will across hierarchical boundaries (Accounts) Kath can often be the most valuable Jess (Manufacturing) to the organisation Collin </li> <li> 6. 4 PROVIDE THE RIGHT SUPPORT Facilitators need to focus efforts on both skills training and community building efforts Collaborative skills training Community building efforts Productively and creatively Sponsor key events resolving conflict Commit to collaboration Project management Facilitating informal Appreciating others relationships Being able to engage in Facilitating a friendly, purposeful conversations family-like culture </li> <li> 7. 5 BUILD ON EXISTING RELATIONSHIPS Make the most of pre-existing relationships within the organisation Research has shown that the best results come when 20-40% of a team already know each other This establishes shared knowledge and expectations, yet doesnt limit the potential for diverse perspectives and creativity </li> <li> 8. 6 CREATE ROLE CLARITY, BUT TASK AMBIGUITY Be clear about what each person needs to do, but not necessarily the overall outcome Clear role definition Flexibility in outcome Collaboration requires clear role Leaving the end result somewhat definition for simplified project ambiguous gives the team management increased ownership and Clear role definition also increases encourages creativity individual involvement, as each team member has a clearly defined contribution to make towards the teams eventual success </li> <li> 9. FOR FURTHER INFORMATION:Cross, R. L., Martin, R. D., &amp; Weiss, L. M. (2006). Mapping the Value of EmployeeCollaboration. The McKinsey Quarterly, 3.Gratton, L., &amp; Erickson, T. J. (2007). 8 Ways to Build Collaborative Teams. HarvardBusiness Review, 100-109.Lowell, B. L., Matson, E., &amp; Weiss, L. M. (2007). Harnessing the Power of InformalEmployee Networks. The McKinsey Quarterly, 4, 1-10.Pisano, G. P., &amp; Verganti, R. (2008). Which Kind of Collaboration is Right for You?Harvard Business Review, 78-86. For further information about how Intrascope can deliver you a real time measure of organisational collaboration, visit us at www.IntrascopeAnalytics.com </li> </ul>