human collaboration beyond teams - the chalfont project · human collaboration beyond teams: the...

[1] DIA Europe 2005 8 March 05

www.thechalfontproject.com

©THE CHALFONT PROJECTORGANISATION ARCHITECTS

Human Collaboration Beyond Teams: The forgotten, best-kept secret source of innovation.

How to lead the R&D/commercial organisation you don’t see, that holds the key to success

Leandro HerreroMD, MBA, FCMI, FInstD

Chief Executive. The Chalfont Project

Managing the “collaborative spaces” within the firm to achieve cross-enhancing efficiency in drug

development




• Launch some ideas• Start some conversations• Leave the door open for in-depth

discussion (post DIA!)

5 Messages or propositionsand invitation to follow up




It’s collaboration stupid….




5 messages and open doors

There is more than one model of human collaboration but only one (“the team”) has got attention. Because we know so many things about teams we tend to extrapolate that knowledge gratuitously across management practices, becoming blind to a rich world of collaborative behaviours that do not follow the traditional “team model”




Designed Spontaneous

Highstructure

Lowstructure

Collaborative Spaces





Highstructure

Lowstructure

TEAMS(intra and inter-firm)

(“Teamocracies”)Formal associations

Collaborative SpacesTeamocracy

CommitteesTask Forces





Highstructure

Lowstructure


(“Teamocracies”)

COMMUNITIES OF PRACTICES (ORIGINAL)

Formal associations Blogs, public and

private. Corporate blogsWikis

Online communitiesTerrorist networks?

Open source movement

Collaborative SpacesTeamocracy Recognized networks

and communities






Highstructure

Lowstructure








FORACOLLABORATIVE

NETWORKS, OCCASIONAL GROUPS OFINTERESTS

Knowledge cafes

Collaborative SpacesTeamocracy Recognized networks

and communities

Informal networks andinduced sociability






Highstructure

Lowstructure



“Small Worlds”[“Smart Mobs”]

[Free floating info networks]“Emergent” and invisible

collaborationInternal and external

Self-organized cooperation






FORACOLLABORATIVE


Knowledge cafes

Collaborative SpacesTeamocracy

Emergent Organization

Recognized networksand communities






Our intuitive perception of human interaction inside the firm




Strong Ties

Small Worlds

Weak Ties

Structural hols

Strong Ties

Strong Ties

Weak Ties

Weak TiesHigh Social Capital

The reality





Highstructure

Lowstructure

Teamocracy




Examples of collaboration migration between spaces. In the above scenario, emergent, unstructured and highly invisible forms of collaboration give birth to a recognised Community of Practice. In turn, some of these communities may become teams





Highstructure

Lowstructure

Teamocracy







Intrafirm collaboration External collaboration


Highstructure

Lowstructure



“Small Worlds”[“Smart Mobs”]

[Free floating info networks]“Emergent” and invisible

collaborationInternal and external

Self-organized cooperation


Formal associations

Blogs, public andprivate. Corporate blogs

WikisOnline communitiesTerrorist networks?


FORACOLLABORATIVE


Knowledge cafes

Collaborative Spaces

Teamocracy





Company A Company B

Alliances and Partnerships





Understanding the components of any “collaboration space”(including the team space) is key to craft these spaces and design them for specific goals, such as “innovation”. Some of these designs may be counterintuitive




Aim(s) &compatibility


Access &exit rules Access &exit rules

Nature of Transactions


Identity &visibility : the

Nature of

“the place”


Nature of

“the place”

Risk &Safety

degrees

Risk &Safety

degrees

5 Forces shaping a collaborative space andexplaining its function/dysfunctionality










Nature of

“the place”


Nature of

“the place”

Risk &Safety

degrees

Risk &Safety

degrees

Teams, mainly non disperse

Designed, usually notvoluntary

Relatively high exposure and “risk”

Many non validatedassumptions

Info/action?

Visible, concreteboundaries










Nature of

“the place”


Nature of

“the place”

Risk &Safety

degrees

Risk &Safety

degrees

Virtual/remote teams

Designed, usually notvoluntary

Delayed effects

High risk of non validatedassumptions

Info/action. Enabletechnology is a transactionalobject

Boundaries but lawsof remote p2p interaction

ObedienceConformityPunishmentTrustetc










Nature of

“the place”


Nature of

“the place”

Risk &Safety

degrees

Risk &Safety

degrees

Online community

High freedom

Very safe

Higher chance of multiplecompatibilities

Plethora: Fishing/throwing to the potinfo/pointers/agora/debate…

Possibility of multipleidentities










Nature of

“the place”


Nature of

“the place”

Risk &Safety

degrees

Risk &Safety

degrees

“Designer Space”

Maximum freedom

Safe to collaborate

Compatible dreams

Open, multiple possibilitiesHigh trust

Choice of identity?





Because there is no universal “collaborative space – for all seasons”, leadership is about creating, shaping, and protecting several different coexisting ones (with likely different rules) within the firm





“Collaboration” is a behaviour, and as such can be created de novo, or enhanced if existing, or made it sustainable, provided that behavioural change management principles are followed. (It can also be suppressed or made difficult). Cultural change is behavioural change

23

DESIGNING A FUTURE:

Define and map the picture of success

and failure

DESIGNING A FUTURE:

Define and map the picture of success

and failure

TRANSLATING:Into individual,

group and management behaviours

TRANSLATING:Into individual,

group and management behaviours

AUDITING:Your current

organisational fabric, your patterns

or enabling or blocking behaviours

AUDITING:Your current

organisational fabric, your patterns

or enabling or blocking behaviours

MAPING:Create a

behavioural plan including non

negotiable behaviours

MAPING:Create a

behavioural plan including non

negotiable behaviours

SEEDING:Design and

engineerInitiatives that

generate de facto new desirable

behaviours

SEEDING:Design and

engineerInitiatives that

generate de facto new desirable

behaviours

REINFORCING:Apply behavioural

methodology to reinforce current

enabling behaviours

REINFORCING:Apply behavioural

methodology to reinforce current

enabling behaviours

LIVING NEWCONDITIONS:

Roll out pre-determined period

under agreed metrics

LIVING NEWCONDITIONS:

Roll out pre-determined period

under agreed metrics

SUSTAINING:Applying

behavioural methods to make

change sustainable

SUSTAINING:Applying

behavioural methods to make

change sustainable

©THE CHALFONT PROJECT





Collaboration is to 2005 what competition was to the 80s, 90s…We are just beginning to master “simultaneous collaboration models” for specific aims such as project management or product development. Investing in creating a collaborative culture(collaborative space and collaborative behaviours) may be the key for success




Traditional organisational(re) design

Traditional organisational(re) design

Purpose built collaborativespaces

Purpose built collaborativespaces

Traditional LeadershipDevelopment programmes

Traditional LeadershipDevelopment programmes

Leadership as architect ofspaces

Leadership as architect ofspaces

Traditional Knowledge Management initiativesTraditional Knowledge Management initiatives

Coexisting Knowledge Spaces + enabling tech..Coexisting Knowledge

Spaces + enabling tech..

Traditional team baseinnovation

Traditional team baseinnovation

Network base innovationorg designs

Network base innovationorg designs

Preaching and promoting(communicating) collaboration

Preaching and promoting(communicating) collaboration

Behavioural Change Programmethat creates and sustainscollaborative behaviours

Behavioural Change Programmethat creates and sustainscollaborative behaviours

Traditional (financial/technical)Alliance management

Traditional (financial/technical)Alliance management Socio-technical

Partnership ProgrammesSocio-technical

Partnership Programmes

Some applications




BehavioralChange

OrganizationalInnovation

LeadershipHuman

Collaboration

THE CHALFONT PROJECT

THE CHALFONT PROJECT INNOVATION LABSThe Luckings Estate, Magpie Lane, ColeshillBuckinghamshire HP7 OLS, United Kingdom

Tel +44(0)1494 432088; Fax:+44(0)1494432772www.the-chalfont-project.com

Please contact us if you want todiscuss any area of this presentation

The following programmes of our portfolio of consultingservices are relevant to thispresentation:

Designing the optimal collaborationspace (structure) for innovationDesigning optimal fit-for-purposecollaboration spaces [project management,mew product development, sales forceeffectiveness etc]Leadership developmentInducing, creating and sustaining collaborativebehavioursPartnership Programme

human collaboration beyond teams - the chalfont project · human collaboration beyond teams: the...

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