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

"Although it’s widely recognized that getting the most out of team members’ expertise requires interaction and the coordination of tasks and tools, research that links meetings to organizational performance is scarce. The authors of this paper sought to address that gap by discovering which types of communication and behavior led to productive meetings and which dragged the sessions down. The difference, they said, turns on how well a meeting stays focused on defining problems and their solutions and how well it avoids turning into a gripe session that proves demoralizing."

meetings collaboration performance effectiveness

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A few days back I bumped into this very intriguing and rather helpful article put together by Jessica Stillman under the rather provocative title of “Why Working More Than 40 Hours a Week is Useless” where she points us out to a superb piece of writing done by Sara Robinson at Salon under the suggestive heading of “Bring back the 40-hour work week” where she questions something that I am sure most of us knew, deep inside, from all along, but that very few have dared to even bring up as a topic of conversation. Specially, at work. Basically, when was the last time you worked 40 hours a week? Or, more importantly, does working more than 40 hours per week make you more effective and productive at what you do?"

humanresources work workduration productivity effectiveness wellbeing

"It's rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization's performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years."

intangiblesmanagement intangible intangibleassets intangiblecapital metrics communication effectiveness customerrelationship satisfaction employeesatisfaction distraction trust aggravation suppliers partners projectmanagement intellectualcapital

How many prospects does it take to buy a light bulb?

More than ever it seems, thanks to social networks and a plethora of great collaborative software solutions. Maybe the question should be “how many committees does it take to buy a light bulb?” At least the number will be smaller.

The benefits of ubiquitous conversations are undeniably clear, including shorter decision cycles. Thanks to collaborative technology, we have the ability to ask anyone, anywhere, any time, “Hey, got a minute?” Click to collaborate! How good is that? But every new solution creates new problems. When do business processes become engorged on 24/7 collaboration, and implode into a digital morass of bypassed Outlook meeting requests and defunct online communities?"

collaboration conversations solitude teams creativity introverts innovation knowledgeworkers committee effectiveness

"So why is collaboration as rare as it is?

The short answer is that collaboration is dangerous. Inherently, collaboration says something is happening outside of one's immediate control. This by itself seems threatening to some, but there are several specific reasons why it appears dangerous:"

collaboration informationoverload role effectiveness priorities execution problemsolving expertise

unpredictability effect effectiveness quantum knowledgeworkers