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

"As you may expect, I have a management lens through which I look at these things. I really think that it is significantly a management problem, more than an economic problem or financial problem. If you look at the sub-prime issue, there were two things that were indications of management gone wrong. One is the short-term nature in how people manage. So, write those mortgages as quick as you can, cash in and get the heck out which is a very short-term perspective with people who are mismanaging"

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Online work team environments do not and cannot have this level of complexity or work would not get done in the manner that those paying for it would like. The work may be complicated but there are rules, boundaries and processes. Work groups need managers who can direct activities in order to achieve goals. This type of work is collaborative.

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L’entreprise 2.0, ce n’est pas « une entreprise + du Web 2.0 ». L’objectif n’est pas la création d’une entreprise technophile mais d’une « entreprise intelligente » dont les salariés ont un vouloir coopérer (une culture, des croyances qui favorisent les coopérations intellectuelles), un savoir coopérer (un mode de management adapté à l’entraide sur les activités très intellectuelles) et enfin un pouvoir coopérer (une organisation et un fonctionnement qui favorisent la transversalité et le partage des bonnes pratiques). Les technologies Web 2.0 font partie du pouvoir coopérer, elles viennent en support de la culture, des compétences et du fonctionnement de l’organisation.

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Many other companies are also trying to foster greater collaboration within their ranks. Some are using web-based social media to help them. For instance, Lockheed Martin, an American defence giant, plans to roll out Unity—a software platform that encourages employees from different areas to connect with one another via blogs, wikis and other online tools—across its entire business later this year, after piloting it in one area. But dismantling internal barriers to co-operation is a tricky business that requires much more than smart software. Unless firms are careful, there is a real danger that collaborative crusades could do them more harm than good.

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* La question pour l’auteur est de savoir si le message qu’il a voulu faire passer avec "l’entreprise à l’écoute" lors de sa parution en 1989 était encore valable ou pas avec le changement de contexte quelques années plus tard.

* Le message qu’il avait voulut faire passer était de repenser les modes de raisonnement et de dominer les réflexes comportementaux qui ont fondé jusqu’à présent le gouvernement des organisations et d’apprendre le management post-industriel en ayant une écoute véritable de la réalité des rapports humains dans l’entreprise.

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The Enterprise Octopus turns things right-side up. It introduces a geographic head to the Enterprise and it’s in the head where all the improvement occurs. First and foremost, note that it’s a mix of all stakeholders occupying the head. That includes employees, partners, and customers. They’re all in there. They can see each other. Connect to each other. Work with each other. And since the “new me” has a radar for a head, I know how and where to focus my attention with any of these people.

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Ce n'est pas si simple, car dans une logique où les responsabilités et rôles de chacun ont été bien définies et codifiées, il n'est pas possible de considérer qu'il pourrait être utile de passer du temps à autre chose qu'à faire son job.
Pour éviter ces situations de blocage, il faut que les collaborateurs considèrent comme naturel, culturel, que le fait d'aider les autres, de s'intéresser à eux, de donner de son temps et de son énergie, fait partie du comportement normal entre collègues de la même entreprise.

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…collaboration is often not the first choice of tools we should reach for, as gathering information, understanding, and working through options is really needed in order to get to the stages of agreement.

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