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Collaborating Online Is Sometimes Better than Face-to-Face. If you’re embracing online collaboration as a necessary evil — the only way to work with an increasingly dispersed team of global or remote workers, for example — then you’re doing it wrong.

Collaborating Online Is Sometimes Better than Face-to-Face

Online collaboration is not a second-best substitute for face-to-face work: It’s a complement with its own perks and benefits. Yes, knitting your team together with online communication tools like Yammer and Slack can help you mitigate the disruptive impact of people working from home instead of at the office. Yes, team-oriented project management tools like Basecamp can help with the coordination challenges of working with teams that are spread out around the world instead of around the building. And yes, sharing knowledge with wikis or Evernote, or co-authoring via Google Drive, are handy options when you can’t simply pass a document to the person down the hall. But if all you’re asking from online collaboration is for the magic of working face-to-face, you’re doomed to frustration.

The Good, the Bad, and the Future of Creative Collaboration — StackStreet. Why Some Teams Are Smarter Than Others. Individual intelligence, as psychologists measure it, is defined by its generality: People with good vocabularies, for instance, also tend to have good math skills, even though we often think of those abilities as distinct.

Why Some Teams Are Smarter Than Others

The results of our studies showed that this same kind of general intelligence also exists for teams. On average, the groups that did well on one task did well on the others, too. In other words, some teams were simply smarter than others. We next tried to define what characteristics distinguished the smarter teams from the rest, and we were a bit surprised by the answers we got. We gave each volunteer an individual I.Q. test, but teams with higher average I.Q.s didn’t score much higher on our collective intelligence tasks than did teams with lower average I.Q.s.

Instead, the smartest teams were distinguished by three characteristics. First, their members contributed more equally to the team’s discussions, rather than letting one or two people dominate the group. Yves Morieux: As work gets more complex, 6 rules to simplify. The Five Dysfunctions of a Team. The Five Dysfunctions of a Team is a[1] business book by consultant and speaker Patrick Lencioni.

The Five Dysfunctions of a Team

It describes the many pitfalls that teams face as they seek to "row together". This book explores the fundamental causes of organizational politics and team failure. Like most of Lencioni's books, the bulk of it is written as a business fable. This book has appeared on American best-seller lists including: New York Times, Business Week, Wall Street Journal and USA Today. The issues it describes are especially important in team sports.[2] Summary[edit] According to the book, the five dysfunctions are:[3] Characters[edit] Periodical reviews[edit] Harvard Business Review; Apr2002, Vol. 80 Issue 4, p28, John T. See also[edit] Business fable References[edit] External links[edit] The Collaboration Paradox: Why Working Together Often Yields Weaker Results. On a midsummer afternoon in 1957, a church fundraiser altered the course of music history.

The Collaboration Paradox: Why Working Together Often Yields Weaker Results

It was just after 4:00 when a group of teenagers took the stage. Rumor has it the boys were so anxious about playing in front of their neighbors, they downed a few beers before launching their set. The Collaboration Imperative. For various reasons, the management challenges ahead will require the skills of a collaborative leader.

The Collaboration Imperative

Many leaders, however, lack the required skills to collaborate meaningfully. Readers will learn what those skills are and how they can develop them in this article. Organizations face an increasingly complex and unpredictable competitive landscape, and one that is filled with new, aggressive competitors. A few years ago, for example, who would have predicted that electronics manufacturer Samsung would offer stiff competition to GE in the appliance and lighting marketplaces? In the years ahead volatility and uncertainty will tyrannize markets, and companies will need leaders who are highly adaptive, continuous learners, able to lead diverse groups across functional disciplines, regions and cultures. From Appreciative Inquiry to Complexity Thinking. Unity. Social Project Management. Or Temporary Tribes.

Managing beyond the organizational hierarchy with communities and social networks at Electronic Arts. Image by opensource.com How do you manage a very large, very complex organization that is geographically disbursed in many different countries around the world?

Managing beyond the organizational hierarchy with communities and social networks at Electronic Arts

You already know that the outdated hierarchal organizational structure won’t work and if you are like many companies you are probably beginning to realize that the matrix type structure (where each employee reports to both a task manager and a resource manager) has its own limitations. Electronic Arts (EA) established cross-company virtual communities that provide the benefits of coordinated decision making while preserving the independence required for creativity and innovation. These communities are supported by a unique governance structure and a fun and engaging technology platform. Context Electronic Arts Inc. is a leading global interactive entertainment software company.

Recently EA underwent a transformation like it had never experienced before. Triggers Key Innovations & Timeline An overall community steering committee.