The integrated focus on content and personal interaction in traditional collaboration is changing to a more bifurcated focus in a Web 2.0 environment where sharing content and personal interaction can exist separately. This has ramifications in terms of what are appropriate actions to support collaboration in a Web 2.0 environment.
Enterprise collaboration software has the potential for enabling an organization to take a quantum leap in terms of collaboration, knowledge sharing and performance. Much of the benefit with regard to collaboration is inherent in the technology itself. However, to optimize the technology and achieve improvements in organizational effectiveness and collaboration, a focus on the overall organization is important. This will ensure a sound foundation for the technology.
Does structure drive knowledge or does or should knowledge drive structure? This interesting question was raised in an email response to my previous post on organizational networks. I will address this question in this post by looking at our contemporary reality and what a new paradigm of "knowledge driving structure" might look like.
I just finished reading Rob Cross's new book on social networks, Driving Results Through Social Networks in which he discusses the application of the Organizational Network Analysis (ONA) methodology to various types of organizations. Rob raises some interesting questions which parallel questions I have raised in previous posts with regard to the role of collaboration skills and collaborative skills training in contemporary organizations.
Why do organizations often recognize the need for building collaboration skills for in-person teams but minimize the need for such endeavors in virtual groups? Let's look at a scenario for an in-person team and compare that with circumstances in various types of virtual organizations.
Ellen Langer: "Counter Clockwise: Mindful Health and the Power of Possibility" This book discusses how we mindlessly accept cues from our environment about our health. Sometimes the cues are subtle and sometimes in the form of diagnosis they are overt. The result is that we may limit our own possibilities through our attitudes and actions. The books suggests taking a more mindful approach to our health, being careful what we accept as facts and looking at the times when we reflect health rather than totally focusing on a diagnosis of disease.