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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Create better connected teams and hold more productive meetings In Collaborative Intelligence: Design Better Collaboration, Improve Team Productivity, and Build a Culture of Connection, the workplace collaboration experts at MURAL offer a holistic and comprehensive system for fixing today's broken teamwork culture. This book introduces the emerging practice of collaboration design, a cutting-edge approach to crafting collaborative experiences with a high degree of intentionality so that they deliver extraordinary, repeatable outcomes. With a strong focus on activities and rituals that can be used by leaders and team members right now, the authors show businesses how they can innovate faster than ever. Readers will learn the skills they need to enable better collaboration, whether their teams are hybrid, remote, in-person, synchronous, or asynchronous. Based on decades of research, experience, and observations from working with thousands of teams globally in all kinds of collaboration spaces, this highly visual book provides the instruction you need to fix teamwork, transform your organization, and re-imagine what's possible at work. You'll also find: * How to build playbooks of collaboration methods * How to create an inclusive, equitable, and collaborative environment that invites participation and unlocks the genius of your teams * How to access unprecedented insights into how collaboration happens in your organization * Strategies for leading collaboration change at the organization level A can't-miss guide for knowledge-work professionals, Collaborative Intelligence provides the direction you've been looking for to help teams innovate together.
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Seitenzahl: 190
Veröffentlichungsjahr: 2023
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Table of Contents
Cover
Praise for
Collaborative Intelligence
Title Page
Copyright
Dedication
Introduction: Innovating Is Collaboratingintroduction
Why Disconnection Matters
Disconnection Puts Organizations at Risk
What Do We Mean by Connection?
Collaboration Now
Make Collaboration a Competitive Advantage
Approach Collaboration Holistically
Notes
Chapter 1: Collaboration in Principle
Beyond Meeting Hygiene
Collaborate Smarter
Principles of Collaboration
Welcome to the Renaissance of Teamwork
Notes
Chapter 2: Relational Intelligence
Trust Falls Won't Solve Your Problems
The Collaboration Mindset
Team Needs
Relationship Goals
Notes
Chapter 3: Collaboration Design
Who Can Fix Bad Meetings? (Hint: Anyone)
What Does a Collaboration Designer Do?
How Can You Make Collaboration Work Better?
Declaration of Interdependence
Understanding the Collaboration Experience
Modeling Collaboration Experiences
Note
Chapter 4: Collaboration Methods
Guided Autonomy
The Games Teams Play
Structures and Patterns
Combining Methods
The LUMA System
Making Collaboration Methods an Everyday Practice
Note
Chapter 5: Collaboration Spaces
The Spaces We Make for Collaboration
Designing Collaboration Spaces
The Jobs of Common Spaces
Note
Chapter 6: Modes of Engagement
Modes of Collaboration
Engagement Types
Work Is Not a Place—It's What You Accomplish Together
What Is a Meeting, Anyway?
Notes
Chapter 7: Collaboration Insights
A 360‐Degree View of Collaboration
Evaluating Teams
Assessing Collaboration across the Organization
Beyond the Organization
Notes
Chapter 8: Collaboration Strategy
The ROI of Collaboration
Ways of Driving Change across an Organization
All Management Is Collaboration Management
Collaboration Leadership
Notes
Afterword
Imagine It All Came True
Acknowledgments
About the Authors
End User License Agreement
Guide
Cover Page
Praise for Collaborative Intelligence
Title Page
Copyright
Dedication
Introduction: Innovating Is Collaborating
Table of Contents
Begin Reading
Afterword
Acknowledgments
About the Authors
Wiley End User License Agreement
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Praise for Collaborative Intelligence
Collaboration has been the elephant and we the blind men—all touching parts and thinking we saw the big picture. In Collaborative Intelligence, we finally have the whole elephant! In a comprehensive and compelling way, Mariano and Jim integrate and explore the many facets of collaboration, including both the obvious (communication and trust) and the less than obvious but equally important (team safety, measurement, and mode). In doing so, they create a must‐read for any leader aiming to harness the power of collaboration.
—Jeanne Liedtka, Professor at UVA Darden School of Business and author of Experiencing Design
Collaboration involves an intelligence … a stewardship of time, space, visualization, methods, and connection. It is an accessible craft, but we need guides and mentors. In this regard, Jim and Mariano are an inspiration.
—Sunni Brown, social entrepreneur, bestselling author, Founding Gamestormer
Collaborative Intelligence is really about intentional intelligent collaboration. That requires leaders and managers who recognize that working well together is not enough—people need tools and frameworks to bring out the best in each other. That's why there's this book.
—Michael Schrage, Research Fellow, MIT Sloan School Initiative on the Digital Economy and author of Shared Minds: The New Technologies of Collaboration
Execs and leaders who understand the importance of employee experience and the outcomes unlocked through meaningful collaboration will undoubtedly find new possibilities in Collaborative Intelligence. For those skeptical leaders, the future of your business demands that you set aside your judgment and pick up this book.
—Douglas Ferguson, President of Voltage Control and author of Magical Meetings
Team collaboration has always been the difference between success and failure. In a world where 90% of our collaboration is now digital, designing and creating new methods of virtual collaboration has become our highest priority. Collaborative Intelligence explains exactly how to do that and it's a must‐read for every entrepreneur and executive wanting to innovate and change the world.
—Al Ramadan, Founder and CEO of Play Bigger
This engaging, accessible playbook provides a bevy of thoughtful models and templates to bring needed rigor to the critical work of collaboration design. Honoring the dynamics of the modern workplace, Collaborative Intelligence equips all teams—whether synchronous or asynchronous, in‐person or remote—with the tools they need to be truly collaborGREAT.
—Deb Mashek, PhD, author of Collabor(h)ate: How to Build Incredible Collaborative Relationships at Work (Even If You'd Rather Work Alone)
Mariano and Jim have put together a seminal work on what it means to truly collaborate. They draw upon their vast knowledge of living in this space for years and have synthesized it into compelling visuals for the reader to easily understand.
—David J. Bland, Founder and CEO of Precoil
The timing of this book couldn't be more perfect. Never before have so many factors challenged effective collaboration. Mariano and Jim take an honest and critical look at the state of collaboration and leave you with a playbook for success today and tomorrow!
—Joe Lalley, Founder of Joe Lalley Experience Design
To stay relevant in this era of change, leaders need to redesign how we work together, not return back to how things used to be. Collaborative Intelligence is a dynamic, engaging, and extremely valuable blueprint for those who are looking to build cultures of innovation. This is a must‐read for all leaders who are looking to unlock the genius of their teams.
—Sheela Subramanian, Vice President of Slack's Future Forum and author of How the Future Works
Our favorite saying at XPLANE is that “The smartest person in the room is the room.” Time and time again we see that the most evolutionary and revolutionary innovations come from great collaborative teams. If you also believe this to be true, Collaborative Intelligence should be your playbook to unlock the power of the diverse teams around you.
—Aric Wood, CEO of XPLANE and author of The Strategy Activation Playbook
Collaborative Intelligence distills a universe of valuable thinking and resources into a concise, accessible, practical guide for organizations to tap the extraordinary collective potential of their people. Highly recommended!
—Ross Dawson, futurist, keynote speaker, and bestselling author of five books, including Thriving on Overload
Collaborative Intelligence makes the much‐needed business case for investment in the mindset of collaboration. An irresistible read, infused with inimitable riffs from adjacent models of collaboration, including my personal teaching favorite, lessons from the jazz ensemble.
—Rebecca Robins, educator, author, Global Chief Learning and Culture Officer at Interbrand
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Library of Congress Cataloging‐in‐Publication Data is Available:
ISBN: 9781119896036 (cloth)
ISBN: 9781119896548 (ePub)
ISBN: 9781119896555 (ePDF)
Cover Design: XPLANE
To future generations of collaboration designers.
IntroductionInnovating Is Collaborating
The CFO of a unicorn EdTech company recently shared a story with us. He explained that while his organization kept going during the COVID‐19 pandemic, he noticed something surprising: Individual productivity actually went up, yet when it came to strategizing and solving complex problems as a team, it was clear that something was missing. Team productivity had gone down.
It was difficult for groups to find the time to come together for complex problem‐solving. A general lack of alignment caused re‐work, delayed schedules, among other things, and set teams back. Teams also struggled to build consensus and confidence.
They of course tried adding more tools to the toolbox, but that didn't completely fix things. Seeing this negative impact, the immediate answer was to go back to the office.
We hear this from our customers all the time. Go back to the office. Go back to the water cooler. That font of innovation that seems to create ideas—or at least that's what we think because that one time we had that great idea there, the one that transformed our company. But was it really like that? Or was it just a place for people to talk and gossip?
When it comes to innovation, we can do better. We must.
It's no secret that organizations today struggle to harness the power of innovation. Evidence suggests that CEOs want a more cutting‐edge culture and more agile teams. They're seeking the fountain of youth for their organizations, yet real innovation remains difficult to achieve.
Many organizations strive to make innovation a process. Models and methods for innovation abound. Some describe it using a stage‐gate model. Others look at innovation as a cycle with loops and phases. Still others distinguish between types of innovation—as in Doblin's 10 types of innovation—noting that each has its own unique dynamics.
From another point of view, innovation is seen as something that's fueled by luck, something that can't be controlled or managed. For instance, the now‐infamous story of the Post‐it® developed at 3M is held up as a chance event. The company was trying to make a super‐strong adhesive and ended up with a solution that led to the invention. (Spoiler alert: It wasn't luck—the sticky note was a direct byproduct of having the right collaborative environment.)
But eureka is not on tap at the water cooler. Serendipity won't be found at the Ping Pong table. Aha doesn't roam the hallways. And when what works in theory doesn't work in practice, what then?
The truth is that innovation is neither formula nor accident: It's people and collaboration.
Innovation is what happens when teams work together solving real problems, improving products and services, and driving business outcomes. It's teams doing the hard work—trusting, playing, prototyping, and producing. Innovation is the team turning possibility into reality, working together to imagine a better future and doing what's necessary to make it happen.
It's not some lone genius, nor is it only a few teams in the labs. Innovation is the responsibility of all teams in all departments and across all business workflows.
Rather than building momentum, teams are more often worn down by a web of endless meetings. Trapped in a room or a Zoom, there's too much talk and too little understanding. In some meetings, a lack of structure leads to chaos. In others, the well‐planned agenda leaves no space for questions, exploration, or innovative ideas.
The harsh reality of work today is that teams are stuck—stuck in a state of disconnection. Everyone sees it and feels it. No one knows what to do about it.
Why Disconnection Matters
Consider the story of the cleaning crews for Japan's Shinkansen, the fast trains that speed at nearly 200 miles per hour (320 kph) just three minutes apart. At the Tokyo Station, a 22‐person crew has to turn around a thousand‐seat train, including wiping down tray tables, replacing seat covers, cleaning bathrooms, and collecting anything left behind. They manage to do all of this and more in just seven minutes.
It wasn't always like this, though. Previously the job was considered dirty, manual labor. Morale was low, and performance was poor, leading to frequent train delays.
Then, Tessei, the company managing the cleaning crews, introduced a program called “Shinkansen Theater.” Dull uniforms were replaced with bright‐red suits. Cleaners were allowed to speak with passengers. Recognition of colleague accomplishments was encouraged. And when work on a train is complete, the team now lines up to bow in unison to applause from the passengers about to board.
Many people like to point to the efficiency of Japanese work culture or the execution of well‐coordinated work. But that misses the point. It wasn't until Tessei created a feeling of human connection that the pace of servicing trains picked up and delays plummeted. The cleaning crews were more connected to each other and to their mission. Even passengers felt more connected to the system and have started cleaning up after themselves more. Connection drove the engagement that led ultimately to efficiency, not the other way around.
Disconnection Puts Organizations at Risk
More madness than method, most meetings end with a lot of time wasted and little to show for the effort. People disengage as a result—from their teams, their jobs, and their organizations. For instance, according to a Capgemini1 report, 56% of people feel disconnected from their colleagues because of remote work (that's a global average).
Having a strong connection to the mission of the group is an important factor in providing team cohesiveness, but it's not enough. Disconnection also happens through a series of small moments as people interact with each other. All of the eye rolls, “I told you so's,” and other micromoments take a toll and add up. Little by little, our willingness to collaborate goes down, and teams get disconnected.
The consequences are real: People feel unseen, ideas are lost, and everyone gets frustrated. Or worse, alignment and engagement suffer, and teams lack clarity of direction. The entire reason teams form —that is, so that people become something greater together and do something they could never do apart—fails before it even gets started. Disconnection means the team can't do their best work.
Executives see the threat. They continue to hope the office, the traditional all‐in‐one solution for collaboration, holds the key. Surely bringing teams together in person will bring connection and collaboration back too. But going back is not going forward: The office is an obsolete fix to the collaboration problem. It's not enough to bring your brightest people together and wing it. And while tools and technology may keep us in touch, they are not enough to keep us connected.
Without connection, teams can't exist. Without teams, innovation is impossible. If leaders can't solve the disconnection problem, their teams can't do their best work. They can't innovate. Disconnection puts organizations at risk.
What Do We Mean by Connection?
Teams are made up of people, and the relationships between them directly influence the nature and quality of collaboration. This is not to say colleagues need to be friends or considered like “family.” We have different types of relationships at work, but these person‐to‐person relationships are of critical importance for effective collaboration. Work is social, and incorporating personal connection is foundational for teams to function well.
But it goes deeper than that. More and more people want their work to be connected to a deeper purpose. These days people are willing to prioritize connection to the organization's purpose over an increased salary. At the same time, purpose‐driven organizations are seeing greater attraction and retention of employees.
We can also refer to “connection” in relation to society and connection to nature and the planet that people feel. These aspects of connection, too, are important to the conversation here.
Finally, there is a connection of work to life. We've long separated the two, trying to find work‐life balance. This assumes they aren't connected when they are. What we do for a living is part of who we are. The Great Resignation of 2021 was also in part due to a resurgence of people connecting with their own lives. From this perspective, the future of work is really about the future of lifestyle.
Truth is, connection motivates us. Really. Don't believe us? Take author Jamil Zaki's, word for it. A professor of psychology at Stanford University, he shows that acts of kindness toward others help form stronger connections between people, which in turn inspires them to do more for themselves and for the world.2 Connection isn't just about helping people feel comfortable with colleagues, it's actually what moves them to do their best work.
Connection looks like believing in each other and believing in the work we do together. And if innovation comes from atypical alliances, then the ability to connect different people, different ideas, and different perspectives is critical to making it happen.
Collaboration Now
To be sure, the study of workplace collaboration is not new. Research goes back decades, and consultants have been working to improve collaboration for a long time. A vast range of collaboration software and tools are available. What's missing is tying collaboration together at different levels—teams, tools, techniques, leadership, and more.
Disengaged workers who show up just to collect a paycheck will never reach their full potential and will ultimately reduce the overall innovation performance of the organization. Teams are drowning in real‐time virtual interaction technology, from teleconferencing to instant messaging and everything in between, and it seems that as the ease of interacting with each other increases, productive, value‐creating collaboration decreases.
In a 2009 interview with Harvard Business Review titled “Why Teams Don't Work,” collaboration research pioneer J. Richard Hackman said: “Research consistently shows that teams underperform, despite all the extra resources they have. That's because problems with coordination and motivation typically chip away at the benefits of collaboration.”
Collaborative intelligence, the approach described in this book, promises to change teams and collaboration for the better. It directly targets disconnection and seeks to build a healthy culture of collaboration.
Now is the time to make collaboration work for you.
Make Collaboration a Competitive Advantage
The good news is that there are clear signs that collaborative intelligence already works. Hundreds of teams at companies like IBM, Autodesk, SAP, Booz Allen, and many others, are already benefiting from the underlying principles in this book. We've been fortunate to have had the opportunity to witness the many benefits of better collaboration, including:
Enhanced group productivity.
Teams can achieve more, faster when the all‐too‐common pitfalls of collaboration are minimized. It's not enough to just get individuals more productive; the productivity of the team is more critical in delivering results that matter.
Improved employee experience.
The Great Resignation is a sign that the well‐being of people in the workforce is suffering. The craft of collaboration design guides teams in building connections with each other and to the broader organization for a more inclusive work experience and fulfilling work.
Increased customer satisfaction.
Because we're collaborating better, teams can come up with better solutions and serve customers better. Frontline staff—including consultants, customer success, and sales—need the know‐how to enhance relationships in every engagement and customer experience. Once people collaborate better, everyone benefits, including customers.
While improving collaboration benefits teams across the board, it's also delivers real business results. Time to market decreases and innovation quality is raised when teams collaborate more effectively.
Finally, dramatically improved collaboration doesn't just help businesses; it enables people in general to communicate and work together better. We believe core skills around Relational intelligence and using guided methods for problem‐solving are catalysts for building connections between people, connections lead to greater innovation and a better society.
