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SpinDistribute.com Article Directory

The following article was published in our article directory on March 29, 2011.
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Cultivating Collaborative Teams

Article Category: Business Management

Author Name: Chris Beler

In barely a few decades – what we do and how we do it and with whom – has radically transformed itself – triggered by technological and business model innovation, globalization, and changing values of the next generation of employees and co-workers. To tap the promise of growth & innovation, the human side needs to be addressed. Talking to more than 1300 CEOs of global organizations, IBM consultants found that these leaders cited creativity and integrity as the top two leadership qualities required to lead in the new economic environment. (Source: IBM's Global CEO Study 2010)

How exactly do technological and business model trends relate to an increased need for improved collaboration?

Innovating Use of Technology
Virtual forms of collaboration are now standard and continue to evolve pushed by technological advances; the "workplace" is not a place anymore – which challenges our traditional ways to organize and negotiate how we work together.
Vertical bureaucracies are increasingly replaced by temporary structures and forms of spontaneous peer collaboration – which challenges how we make decisions together and what power and status mean to get work done.
Globalization
We live now in diverse worlds - and people weren't raised with similar and rather strict ideas about work, life, and social norms. Psychological studies show that people tend to overly "assume similarity", in other words, the way I like it is the way you like it. Individuals & teams are challenged to avoid making assumptions and to actively discuss work styles & work expectations.
Engagement is Key
Passion drives performance! That's easy to say and hard to put in place. Engagement is a crucial, quintessential, essential characteristic of every high-performing team. Yet many organizations struggle to create and maintain a culture that elicits engagement. Less than a quarter of employees describe themselves as fully engaged. For better or worse, organizations have the greatest impact on engagement. (Source: Towers Perrin Global Workforce Study 2007)
Increased Complexity & Ambiguity
Increased connectivity and tighter process integration come with the price of increased complexity. How many teams have the culture and processes in place to effectively respond to the complex business challenges they face? Few, too few. Consequences of decisions cannot always be clear – adding strain to the joint decision-making process. Yet decisions must be taken. Getting accountability and commitment – and true commitment to action requires trust and clarity about the "rules of engagement" or "operation agreement" teams want to impose for themselves.
* Generational Changes of Workers
Younger employees expect – and demand – options to define their work experience. Increasingly, we meet people who want to work by choice – not by obligation. Different expectations in regard to leadership, inclusion in decision-making, feedback & communication, work/life balance, pace of career development, etc. require an active dialogue among members of different generational groups in order to fully utilize the strengths and gifts each generation has to offer.

Keywords: executive coaching, team development, high performing teams, collaborative teams

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