Bertrand Duperrin's Library tagged communitiesofpurpose →  View Popular, Search in Google

Figure 3-2 illustrates a pyramidal hierarchy of collaboration styles that I have found to be unrealistic in typical organizations. Just as there are multiple organizational structures that may or may not map to what you see on the formal organizational chart, you also see people engaing in different types of collaboration at different times for different purposes. Sometimes this collaboration can be planned, and sometimes it emerges spontaneously. Fixating too solidly as a manger on a theoretical progression of collaboration types may be less useful than concentrating on identifying when different type of collaboration make sense and making sure the resources are available to support what is needed.

In other words, it’s a process that lays out the role of knowledge management and how learning can be captured and fed back to improve operations. It’s no better nor worse than any other set of “process steps.”