Www.ncdsv.org/images/SuccessfulCollaborationwheelNOSHADING-NCDSV.pdf. The wheel of collaboration tools. (4) The wheel of collaboration tools: a typology for analysis within a holistic framework | Bjørn Erik Munkvold. Coordination – managing the dependencies. Relationships characterized by dependency have a substantial value potential but demand appropriate c oordination [35]. According to March and Simon [22], coordination is either done by plan or by feedback. Planning is to decide up front how to coordinate a specific situation. It is a kind of programming of action. Feedback is mutual adjustment based on new information. Standardization as a third type of coordination, as a variation of planning. Production In our framework, production covers the tasks related to creation and sharing of information and knowledge. Decision-making involves analyzing and evaluating alternatives and making a choice.
Content Management and Process Integration In addition to the three basic collaboration sub-processes described above there is the challenge of managing the information dealt with during the sub-processes, and integrating the sub-processes effectively. Content management Process integration Collaboration Support and. The collaboration pyramid (or iceberg)
InShare117 The majority of the value-creation activities in an enterprise are hidden. They happen below the surface. What we see when we think of collaboration in the traditional sense (structured team-based collaboration) is the tip of the iceberg – teams who are coordinating their actions to achieve some goal. We don’t see - and thus don’t recognize - all the activities which have enabled the team to form and which help them throughout their journey. We see the people in the team, how they coordinate their actions and the results of their actions, but we rarely see the other things which have been critical for their success. For example, we don’t see how they have used their personal networks to access knowledge, information and skills which they don’t have in their team already but which are instrumental for their success.
The layers which are below the surface are usually not recognized or valued. Knowledge Exchange - Blogs - Social Impact - Collaborate Well or Fail. Every knowledge manager knows that collaboration is the ultimate goal of any knowledge management (KM) system. For many agents of social change, collaboration is also a linchpin. Perhaps this is most evident in the practice of collective impact, which by definition is fundamentally about collaboration.
Indeed, given the recent advances in online collaboration technology, (i.e., Web 2.0 ) if collaboration were only about a good technology platform, then any organization with even a modest IT budget would be doing it and doing it well. But this is not the case. It’s not about the technology – it’s about culture. But too often too many issues are stuffed into that "box" labeled culture (e.g. networking, communication style, establishing trust and knowledge exchange). There are many ways to collaborate. I have provided lectures on this issue. I’ll wrap this post up with a link to another article , this one recently published by Central Desktop, purveyors of collaboration software.