Collaborative method. Group Setup Deliberate setup of a team—before beginning work—increases the potential for high performance.
 To do so, the following components of collaboration should be an initial focus: Group models Four group models are common in collaboration: Chance Collaboration by chance is the most basic model and underlies all four. Acuity Collaboration by acuity establishes a team with balanced skill sets. Interest Collaboration by interest forms a team of persons with similar hobbies, curiosities or careers. Leader Collaboration by leader is a team model where the members are chosen by a leader. Spence's basic rules Spence identifies seven rules for all collaboration: Look for common ground: find shared values, consider shared personal experiences, pay attention to and give feedback, be yourself and expect the same of others, be willing to accept differences in perception and opinions Katzenbach and Smith's "team basics" Complementary skills in team members.
Supporting Collaboration in an Extended Enterprise with the Connector View on Enterprise Models. Applying Collaborative Innovation to Design Thinking. “Innovate or die” becomes the order of the day.
People in response seek ways to innovate. Of late, many have embraced the practice of collaborative innovation, with its application of social media to sourcing crowds and ideas, and design thinking, with its structured approach to vetting hypotheses about new business opportunities. Having arrived in the organization by different routes, they exist as potential complements. In this article innovation architect Doug Collins explores ways to combine the practices to their mutual benefit. The mandate to innovate permeates the organization. On the latter question, we observe that most approaches have an innovation component.
This camp includes a growing cadre of design thinkers: people who apply the enquiry-driven rigor of the design practice to gestating new business opportunities. I explore in this article ways in which people who practice design thinking can weave the practice of collaborative innovation into their work. What Is? What If? Its not the same thing – the 3 types of collaboration. A year or so ago, i found myself in a (slightly heated) discussion around what the key enabling factors for collaboration were.
Somewhere along the way, I discovered (as often happens when one is debating with ones spouse, or at least my spouse) that we were actually not talking about the same thing. I was talking about helping teams to work together. He was talking about helping people who may not know one another connect as their expertise becomes relevant to one another. Oh. Well those are very different things, and while some enabling factors are similar, these two activities actually have rather different requirements both culturally, organizationally and technologically. Guidelines for Group Collaboration and Emergence.
I’m in the middle of taking a course on Virtual Learning Environments (syllabus here), and reading a few chapters from Adaptive Software Development by Highsmith.
It approaches the team-building and collaboration process from the perspective of complex adaptive systems theory, and contains some interesting insights in evolutionary development and creating environments where emergence can occur. I’ve created a summary of a chapter that I’d like to share, as I think it can be valuable for many of us, and specifically for the community of practitioners around the junto concept. Collaboration is an act of shared creation or discovery. (schrage89) As a distributed group of individuals (agents) within a network, we form a complex adaptive system. Barriers to Collaboration 1. This style works well for organizations that operate effectively by regarding their people as interchangeable cogs in a machine – following specific rules in a predictable environment which is structured hierarchically. 2.
Consortial Models. One of the final pieces of work has been to draw on all other aspects of the project in order to explore shared digitisation services.
Following consultation with the WR Library Directors, the project team created models for 3 collaborative digitisation services: Digitised course readings DigitisationDigitisation training The Collaboration Continuum (Diane M. Zorich, Gunter Waibel, Ricky Erway www.oclc.org/research/publications/library/2008/2008-05.pdf) was used as a framework to establish the types of collaborative work involved in the models for these services. The Continuum outlines the different activities involved at each level of collaboration. I. A. background With the increase of Joint Force and Coalition participation in recent operations and exercises, the military is seeking a way to support a new way of doing business.
The ability of geographically dispersed team members to communicate and collaborate has become of paramount interest. Collaborative software systems also referred to as collaborative tools, which offer capabilities such as chat, video conferencing, document sharing and audio conferencing, are being looked to as the solution to support this new business paradigm. Numerous collaborative tools are available and they vary significantly in the capabilities provided. This makes it a challenging task to select the collaborative tool that meets the performance requirements of all organizations involved. Thus, evaluating the performance reliability of a collaborative tool is more critical than ever, as is determining if a collaborative tool can perform under limited-bandwidth and latency conditions.
12 Principles of Collaboration. How to structure, design and understand collaboration.