Assumptions about collaboration

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Assumptions about collaboration
Values Norms
Innovation Synergy
Vision Strategy
Collaboration
Competitiveness
Structured mechanisms
Scalability
Skills/EIQ
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Current challenges for businesses worldwide
Change Drivers
Boundary blurring
Globalization
Changing role Of information
Industrializing Distribution channels
Entrepreneurial Support system
Value Sector Rivalry
Dynamic Customer Decision making
Emerging Business designs
Changing Customer priorities
Value Migration
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The emergent 21st century organizational
characteristics

• Traditional characteristics
• Goal driven
• Price focused
• Product quality mindset
• Product driven
• Shareholders oriented
• Finance focused
• Efficient
• Hierarchical
• Functional
• Rigid
• Domestic
• Vertically integrated

• Emerging characteristics
• Vision directed
• Value focused
• TQM mindset
• Customer driven
• Stakeholders oriented
• Speed focused
• Innovative
• Flat
• Cross-functional
• Flexible
• Global
• Networked

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• Teams gt The new basic unit of production

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Why So Very Few Teams Succeed?
Performance impact

High Performing Team
Real team
Potential team
Work group
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Pseudo- team
Team effectiveness
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The 5 dysfunctions of teams
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of trust
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Trust

• Absence
• Members conceal weaknesses and mistakes from one
  another
• Dont ask for help
• Dont provide feedback
• Jump to conclusions about the intention of other
  members
• Fail to recognize and tap into one anothers
  skills/experience
• Dread meetings and find reasons to avoid spending
  time together

• Presence
• Members admit weaknesses and mistakes
• Ask for help
• Accept questions and inputs
• Give one another the benefit of the doubt
• Take risks in offering meaningful feedback
• Appreciate each others skills/experience
• Create opportunities to work together

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Conflict

• Fear of
• Have boring meetings
• Back stubbing and politics strive
• Ignore controversial topics critical to success
• Fail to solicit and tap into all opinions /
  perspectives of members
• Waste time / energy with interpersonal risk
  management

• Engagement in
• Have lively interesting meetings
• Extract and exploit ideas of all members
• Address real problems
• Minimize politics
• Put critical topics on the table for discussion

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Commitment

• Fail to
• Create ambiguity about direction and priorities
• Engage in analysis-paralysis and delays to see
  windows of opportunity close
• Revisit discussions and decisions again and again
• Encourage second guessing

• Capable of
• Create clarity around direction and priorities
• Align team around common objectives
• Debrief and learn from mistakes
• Take advantage of opportunities
• Change direction without hesitation or guilt
• Respect decisions

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Accountability

• Avoids
• Create resentment among team members who have
  different performance standards
• Encourage mediocrity
• Misses deadlines and key deliverables
• Place undue burden on leader as a sole source of
  discipline

• Embraces
• Pressure poor performers
• Identify problems by questioning one anothers
  approaches without hesitation
• Held members to the same high standards

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Results

• Not Focused
• Stagnant / fail to grow
• Rarely win
• Loose achievement oriented members
• Encourage focus on individual goals
• Easily distracted

• Focused
• Retain achievement oriented members
• Minimize individualistic behavior
• Enjoy success and suffer failure
• Avoid distractions