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We expect our organizational leaders and managers to be competent in collaboration and competition. However, truly exceptional leaders are masters of collaboration and competition at the same time, within the same projects and even within the same teams. These Interplay Leaders understand the subtle yet continuous interplay of collaboration and competition necessary for a project's success. The central argument of this book is that the current unspoken assumption in organizational leadership and management that all projects are either collaborative or competitive but never both is fatally flawed and produces, at best, sub-optimal results and at worst total failures. I discuss why I believe this 'single dynamic' mindset has gripped organizations by first reviewing the literature and then examining the etymology of the words "collaborate" and "compete." I then look to biology, war, politics and sport to show that this division between collaboration and competition is artificial and not a natural state of affairs. I propose a new understanding of how these two activities, collaboration and competition, fundamentally interplay and suggest two new hybrid dynamics "Edgy Collaboration" and "Eco Competition" which organizational teams can recognise and employ. I also identify and describe 9 practical disciplines/skills for mastering the Collaborate/Compete "Interplay":1. Qualification2. Teaming3. Game Mapping4. Scorecards5. Reputation6. Alliancing7. Principled Negotiating8. Decision-Making9. Course CorrectionsI conclude by discussing how learning/simulation games can assist in building the skills needed to succeed in Interplay and describe 3 real on-line team game examples which explore the new interplay dynamics experientially and socially
Traditional forms of collaboration are not sufficient for competing effectively in the more complex and dynamic environment of today’s business world. Face-to-face meetings between people of similar backgrounds have given way to increasingly complex working relationships. Organizations must be able to gain rapid access to knowledgeable people to meet constantly changing conditions and demands. More fluid, flexible, and easily reconfigurable collaborative relationships are necessary to produce the innovations that can make or break organizations3⁄4even entire industries3⁄4 and provide the opportunities that attract the talented and motivated employees who will make the difference between success and failure. Business Without Boundaries helps managers address these challenges. The authors explore a number of wide-ranging, real-world cases to identify hands-on principles for successful collaboration. They offer managers and executives practical steps and tools for creating, facilitating, and supporting complex collaborations throughout their organizations. And they explain how to “team” across boundaries in the new global economy. The recommendations are specific enough to apply to particular forms of complex collaboration (for example supply chains, global product development teams, interorganizational alliances) but general enough to apply to new forms that have yet to emerge.
'Collaborative Advantage offers the perfect recipe for successful businesses that improve lives' -- Ben Cohen and Jerry Greenfield, co-founders of Ben and Jerry's 'A valuable contribution to the vital task of getting people to see the business world as a complex, interconnected ecosystem, rather than as a sharp-elbowed race to the bottom' -- Rory Sutherland, Vice-chairman of Ogilvy Group UK, and the Spectator's 'Wiki Man'. Strategic consultant and social entrepreneur Paul Skinner argues that we have now reached a turning point in history from which creating Competitive Advantage may no longer be in the best interests of an organization. He presents today's business and social challenges through a new strategic lens and offers this book as a practical guide to help you create Collaborative Advantage, transform your business and change the world. You will gain access to world-leading techniques to enable you to: · Mobilize staff, partners, collaborators and customers around a common purpose that gets everyone you need firmly on your side. · Foster improved innovation, reach more customers or beneficiaries, build greater loyalty, generate greater income and forge more ambitious partnerships. · De-couple your potential for growth from the level of resource your organization controls. This is an indispensable guide that will help you transform the growth of your business or the impact of your non-profit by bringing the fuller value-creating potential of the outside world inside your organization.
Guiding the Journey to Collaborative Work Systems is a hands-on, practical guide for dealing with the challenges of designing and implementing collaboration in the workplace. People working in groups and teams, team-based organizations and networked organizations, and value chains and strategic alliances understand that effective collaboration is mandatory for success in today's business environment. Change leaders— such as organization development managers, steering committee members, design team members, line managers, and others— will find this workbook an invaluable source of help, as it provides a step-by-step planning process to transform an organization to better support collaboration. Teams and groups can use the workbook to improve their collaborative processes, and elements of the workbook can be applied to a wide variety of situations where collaboration is needed. The workbook covers a broad range of topics necessary for successful change, including generating and maintaining support for the initiative, launching a thoroughly planned change program, and effectively communicating the plan to the rest of the organization. Filled with assessments, tools, and activities, and based on interviews conducted with twenty-one experts and hundreds of team members, Guiding the Journey to Collaborative Work Systems offers the support needed to design in-depth plans for changing work systems to facilitate collaborative excellence.
There are many terms for partnering - collaboration, team, joint venture, strategic alliance - and these take on numerous forms such as company-company partnering, company-supplier partnering, company-customer partnering, collaboration between departments within an organization, or between organizations. In today's marketplace partnering is on the increase, and it needs attention to be successful. This is an accessible manual which identifies key partnering-friendly characteristics for organizations and presents practical examples to demonstrate how to devise the right strategy for any situation.
In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need? In this book, Hansen shows managers how to get collaboration right through "disciplined collaboration"-- a practical framework and set of tools managers can use to: · Assess when--and when not--to pursue collaboration across units to achieve goals · Identify and overcome the four barriers to collaboration · Get people to buy into the larger picture, even when they own only a small piece of it · Be a "T-Shaped Manager," collaborating across divisions while still working deeply in your own unit · Create networks across the organization that are not large, but nimble and effective Based on the author's long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate--for real results.
This volume contains two Open Access chapters. Volume 64 of Research in the Sociology of Organizations takes stock of research on processes of inter-organizational collaboration and explores new topics that call for inquiry.
Understanding the opportunities and dangers of innovation through intercompany collaboration The Jericho Principle identifies key trends and patterns in the increasing use of collaboration by corporations and creates a strategic and operational framework for answering key questions about the why and how of using collaboration to rapidly create innovation in uncertain times. Two business and technology strategists from Bearing Point Consulting, formerly KPMG, provide models and diagnostics that break down the various collaborative models in the marketplace, to give managers the tools and understanding they need to quickly and effectively launch the strategic partnerships and alliances that will drive innovation and value creation. Using case studies, client stories, and research, the authors offer the reader a clear view of the promise and peril of collaboration, revealing what works and what doesn't. Ralph Welborn (Westwood, MA), Senior Vice President, and Vincent Kasten (Fanwood, NJ), Managing Director, are senior business and technology strategists with Bearing Point Consulting, one of the world's leading management consulting and systems integration companies.
In November, 1997, The Institute of Medicine convened a one-day conference to explore areas for potential collaboration to improve quality among competing health plans consistent with antitrust and other legal requirements. The conference was convened to clarify the limits of such potential activities and to explore ways to stimulate collaboration; in short, to explore permissible and promising areas for collaboration for competing health plans. Competition has existed at the provider level in the pre-managed care era and continues among physicians, physician groups and hospitals today. What is new is the extent of competition at the managed care organization level in individual regional markets. As large numbers of individuals are enrolled in health plans, the potential for new forms of cooperation for improving quality of care becomes possible. Along with these new possibilities, however, come questions about whether they bring the potential for antitrust violation.
This book provides needed guidance and advice for how colleges and universities can reorganize to foster more collaborative work. In a time of declining resources, financial challenges, changing demographics, and staff overturn, institutions are looking for ways to maximize their resources and still be effective. This book is based on a study of campuses that have been successful in recreating their environments to support collaborative work.