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Take the e-mail test: Can collaboration tools save time and money?

You will find that close to half of the emails in our inbox don’t have much to do with “communication” at all, and fall in one of the above categories. Ironically, email is supposed to be a tool for “asynchronous communication”. A majority of emails are about teams and groups coordinating activities, discussing work related matters, or actually working on tasks like editing documents and sending them back and forth as attachments.

Tags: email, informationoverload, coordination, teamwork, collaboration on 2009-05-29 -All Annotations (0) -About

more fromblogs.zdnet.com

How Email Inefficiency Reduces the Quality of Group Input

Using tools which provide you with central hub for communication (such as a wiki), instead of directly contacting each individual person, allows you to reduce the number of connections involved. This, in turn, reduces the number of interruptions and the number versions of the document that are generated, making the discussion much more manageable. Furthermore, if the article is in a wiki, then it becomes search-able by all the users of the wiki too, so other people can find it again in the future. This is not the case if it’s stuck in someone’s inbox.

Tags: socialsoftware, hub, productivity, connections, interruption, email, teamwork on 2009-05-29 and saved by 2 people -All Annotations (0) -About

more fromwww.ikiw.org

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Enabling communities

A push for it was when the company assembled a team for a project but failed to have the most optimal people in that project, as we didn’t know they existed, and most would not be aware of the talent of these people as their job title does not give it away.

Tags: communities, teams, teamwork, expertslocation, onlinecommunities on 2009-05-19 and saved by 2 people -All Annotations (2) -About

more fromlibraryclips.blogsome.com

The Effects of Performance Pressure on Teams' Knowledge Use and Performance

With so many experts on a team, why does the result sometimes prove disappointing? New research by HBS professor Heidi K. Gardner probes the social dynamics of teamwork in knowledge-intensive settings, such as professional service firms, and the accompanying pressure to perform at the highest caliber. Her findings suggest that teams may yield right-of-way to colleagues with higher authority and thus miss out on the potential contributions of lower-status team members who know more about the client's needs.

Tags: teamwork, performance, pressure, knowledge, management on 2009-05-06 and saved by 2 people -All Annotations (0) -About

more fromhbswk.hbs.edu

Changement: Intelligent Microsoft

N’est-ce pas le principe même de l’équipe : chacun y fait ce qu’il aime le mieux faire, et profite de ce qu’il serait incapable d’obtenir seul ?

Tags: microsoft, IDEES, startup, teamwork on 2009-01-15 -All Annotations (0) -About

more fromchristophe-faurie.blogspot.com

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Down with the performance review?!

Tags: performancereview, management, humanresources, teamwork, performance on 2008-11-29 and saved by 3 people -All Annotations (1) -About

more fromwww.wikinomics.com

- Two parties with misaligned goals. When walking into a performance review the boss’ goal of discussing areas of improvement don’t match up with the employee’s goal of promotion and compensation.
- The false belief that performance affects pay. Culbert argues that pay is primarily determined by market forces (which makes sense - just look at our current economic situation - are many people expecting big raises/bonuses this year?) and most jobs are placed in a pay range even before the employee is hired.
- As objective as we try to be - there are always personal biases. This is a fundamental conflict. Depending on one’s position, their opinion and view will differ. This is where Culbert also brings up the “360-degree feedback”. When feedback is anonymized that creates more opportunity for various parties to further their personal agenda since there is no accountability associated with their review.
- Everyone is different - “once size does not fit all”. Performance reviews often revolve around a predetermined checklist. This is why people may focus more on pleasing their boss than doing a good job. Since a happy boss will (theoretically) leave you with a higher score.
- Employees are reluctant to go to their bosses for help (for fear that it will reflect badly on their performance review). It makes sense that employees would go to their bosses for help, guidance and improvement. But, “thanks to the performance review, the boss is often the last person an employee would turn to”.
- Disrupts teamwork. The most important type of teamwork is the one-on-one relationship between a boss and their subordinates. But in performance reviews, as opposed to taking the stance “how will we work together as a team”, it’s “how are you performing for me”.
- At the end of the day… performance reviews don’t improve corporate performance.

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Get Rid of the Performance Review! - WSJ.com

Tags: performance, performancereview, collaboration, pay, reward, teamwork, organization, evaluation, humanresources on 2008-11-09 and saved by 22 people -All Annotations (9) -About

more fromonline.wsj.com

Another bogus element is the idea that pay is a function of performance, and that the words being spoken in a performance review will affect pay. But usually they don't. I believe pay is primarily determined by market forces, with most jobs placed in a pay range prior to an employee's hiring.
Most performance reviews are staged as "objective" commentary, as if any two supervisors would reach the same conclusions about the merits and faults of the subordinate. But consider the well-observed fact that when people switch bosses, they often receive sharply different evaluations from the new bosses to whom they now report.
Worse, bosses apply the same rating scale to people with different functions. They don't redo the checklist for every different activity. As a result, bosses reduce their global sentiments to a set of metrics that captures the unique qualities of neither the person nor the job.
The No. 1 reason for that reluctance is that employees want to turn to somebody who understands their distinctive talents and way of thinking, or knows them sufficiently well to appreciate the reasons behind the unique ways they are driven to operate.
That's because the performance review is so one-sided, giving the boss all the power. The boss in the performance review thinks of himself or herself as the evaluator, and doesn't engage in teamwork with the subordinate. It isn't, "How are we going to work together as a team?" It's, "How are you performing for me?" It's not our joint performance that's at issue. It's the employee's performance that's a problem.
Instead of stimulating corporate effectiveness, they lead to just-in-case and cover-your-behind activities that reduce the amount of time that could be put to productive use. Instead of promoting directness, honesty and candor, they stimulate inauthentic conversations in which people cast self-interested pursuits as essential company activities.
Keep in mind, of course, that improvement is each individual's own responsibility. You can only make yourself better. The best you can do for others is to develop a trusting relationship where they can ask for feedback and help when they see the need and feel sufficiently valued to take it. Getting rid of the performance review is a necessary, and affirming, step in that direction.

The Content Economy: The digital company 2013 - key points

# The “millennials” will expect to use technology at work as freely as they do in their personal lives. They will also be ready to collaborate.
# Senior management will have a clearer understanding of IT capabilities than is the case today.
# Social networks will be a ﬁxture in the 2013 workplace, despite executives’ ambivalence on their role.
# The use of collaborative technologies will help cut through geographical and organisational barriers, and will give wings to virtual team-working.
# Digital tools will give employees greater control over the information they can access, which means less control for managers.

Tags: prospective, business, organization, management, IT, socialnetworks, collaboration, information, control, teamwork, telecommuting on 2008-10-09 -All Annotations (0) -About

more fromwww.thecontenteconomy.com

Something about Team Work

There is something about team work which is important in the society today. I glanced through the other day, on a newspaper article, regarding how workers nowadays do not need to be micro-managed. Instead the managers is suppose to provide room and space for the worker to enable them to demonstrate their ability and facilitate their creative thinking to be brought into an organization. Often time, the idea provided by this empowered workers may turn out to be one of those that has the most impact to the organization.

Tags: management, innovation, 3M, knowledgeeconomy, motivation, ideas, problemsolving, networking, socialnetworking, teamwork, humanresources on 2008-09-30 -All Annotations (0) -About

more fromwinson77.spaces.live.com

The Leader With 7 Faces: Net-work, not more teamwork (1)

But in these days of inter-dependence between roles and jobs, many collaboration solutions can be found in informal networks, not in designed, cohesive teams.
Let me inject another contrarian idea: you don’t need any more teams.

Tags: teamwork, network, informalnetworks, management, intellectualcapital on 2008-05-15 -All Annotations (0) -About

more fromwww.theleaderwith7faces.com

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