Post on 08-May-2015
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Collaboration
Morten T. Hansen. Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results
(Boston, MA: Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 2
• Collaborating in hostile territory
• Over-collaborating
• Overshooting the potential value – the synergy trap
• Underestimating the costs
• Misdiagnosing the problem (see barriers)
• Implementing the wrong solution (see barriers)
Bad Collaboration
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 3
• Collaboration defined:
– Cross-unit collaboration takes place when people from different units work
together in cross-unit teams on a common task or provide significant help to
each other.
– It can be joint work between units or a one-way collaboration, as when one
unit provides advice to another.
– In all cases, collaboration needs to involve people: swapping data in not
collaboration.
Disciplined Collaboration
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 4
• Three steps:
1. Evaluate opportunities for collaboration
2. Spot barriers to collaboration
3. Tailor solutions to tear down the barriers
Disciplined Collaboration
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 5
● The not-invented-here barrier
● The hoarding barrier
● The search barrier
● The transfer barrier
Barriers to Collaboration
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 6
The first barrier: Why “not invented here” happens.
Insular CultureCommunication mainly inside a group
Status GapDon’t want to cross status lines
Self-relianceShould fix your own problems
FearDo not want to reveal problems
Not-invented-here barrierPeople are unwilling to go outside their own unit toseek input from others
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 7
The second barrier: Why “people hoard” happens.
CompetitionCompetition with colleagues and units
Narrow incentivesRewards for own goals
Too busyNo time to help others
FearLoss of power if sharing knowledge
HoardingPeople are unwilling to help and share what they know
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 8
The third barrier: Why “search” is difficult.
Company sizeBig companies face search problems
Physical distanceDistance makes search difficult
Information overloadToo much information worsens search
Poverty of networksLack of links undermines search
Search problemPeople who look for information
and people cannot easily findthem
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 9
The fourth barrier: Why “transfer problems” happen.
Tacit knowledgeDifficult knowledge to transfer
No common frameDon’t know how to work together
Weak tiesNo strong relations to ease transfer
Transfer problemPeople are unable to transfer
knowledge easily from oneplace to another
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 10
PR(A) = (1-d) + d (PR(T1)/C(T1) + · · · + PR(Tn)/C(Tn))
Google, 1996
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
Highly explicit
Highly tacit
…a formula for “how to close a tough sales negotiation?”
Pick one…
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BarrierLever 1:
UnificationLever 2:
T-Shaped Management
Lever 3Nimble
Networks
Not-invented-here +++ +++ +
Hoarding +++ +++ +
Search problems + +++
Transfer problems + +++
The barrier-to-solution map
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 12
Lever 1: Unify people
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
• Create a unifying goal– The goal must create a common fate– The goal must be simple and concrete– The goal must stir passion– The goal must put competition on the outside
• Create a core value of teamwork– Not “small teamwork”– Not “everybody but us” teamwork– Not teamwork “for its own sake”
• Create a language of collaboration• Don’t overdo it
– Individual accountability is essential
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• You earn $40• Peter earns $40
• You earn $80• Peter pays $20
• You pay $20 • Peter earns $80
• You earn 0• Peter earns 0
The Community Game
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
70% - 30%
Cooperate
Cooperate
Defect
Defect
Peter’s Choice
Your Choice
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Cooperate
Cooperate
Defect
Defect
Peter’s Choice
Your Choice
The Wall Street Game
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
30% - 70%
• You earn $40• Peter earns $40
• You earn $80• Peter pays $20
• You pay $20 • Peter earns $80
• You earn 0• Peter earns 0
April 11, 2023 jgillis767@aol.com 15
Lever 2: cultivate T-shaped management
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
• Not lone stars and butterflies
• The power of two performances
– Managing the individual business unit
and communicating up the hierarchy
• The vertical of the “T”
– Engage in a variety of cross-unit
collaboration activities
• The crossbar of the “T”
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Butterfly T-shaped
Laggard Lone star
High
Low
HighLow
Cross-companycontributions
Individual Performance
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
Lever 2: cultivate T-shaped management
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ButterflyPeople who work well
across the company but fail to do well in their own jobs
T-shaped
Laggard
Lone starIntolerant and impatient
High achievers have difficulty delegating and
collaborating
High
Low
HighLow
Cross-companycontributions
Individual Performance
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
Lever 2: cultivate T-shaped management
April 11, 2023 jgillis767@aol.com 18
30%Butterfly
20%T-shaped
20%Laggard
30%Lone star
12%Butterfly
65%T-shaped
5%Laggard
18%Lone star
Change levers• Fire• Recruit T• Promote T• Pay for T• Coach for T
Transforming a team into T-shaped
Before
After
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
Behavior vs. Attitude
Harvey Golub, AmEx, and the tetanus experiment
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Lever 3: build nimble networks
• No bloated rolodexes
• Networking not always a good thing
• Identify opportunities, then capture them
– Not-invented here
– Search barrier
– Hoarding barrier
– Transfer barrier
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 20
Lever 3: build nimble networks
• Rules for identifying opportunities:
1. Build outward, not inward
2. Build diversity, not size
3. Build weak ties, not strong ones
4. Use bridges, not familiar faces
• Rules for capturing value:
5. Swarm the target, do not go it alone (swarming = informal persuasion)
6. Switch to strong ties, do not rely on weak ones
• Molotov cocktail = weak ties x complicated knowledge
• Easier transfer = strong ties x complicated knowledge
Become a networking “bridge”
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 21
Key activity Barrier lowered Network rules Effect
Identify Opportunities
Not-invented-here Rule 1: Build outward, not inward +
Search Rule 2: Build diversity, not sizeRule 3: Build bridges, don’t use familiar facesRule 4: Build weak ties, not strong
+++
Capture Value Hoarding Rule 5: Swarm target, don’t go it alone
+
Transfer Rule 6: Switch to strong, don’t rely on the weak
+++
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Nimble network = identify opportunities x capture value• built outward• diverse• many weak ties• many bridges
• swarming targets• switching to strong ties
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 23
Becoming a collaborative leader
• Redefining success – from narrow agendas to bigger goals– Putting personal goals and interests second– Getting others to transcend their own agendas
• Involving others – from autocratic to inclusive decision making– Openness to people– Openness to alternatives– Openness to debate
• Being accountable – from blaming to taking responsibility – Assuming individual accountability– Holding others accountable– Tearing down personal barriers (to redefining goals, involving others, being
accountable)
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 24
“…but you have to learn that you make better decisions through collaboration.”
(John Chambers, longtime highly successful “command and control” CEO of Cisco)
“…and it’s also as you watch this be successful, you say, ‘Why didn’t I do that earlier?’”
finis
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)
April 11, 2023 jgillis767@aol.com 25
thank you
April 11, 2023 jgillis767@aol.com 26
Barriers Survey question 1-100Not-invented-here 1. Even when they need help, our employees are not willing to
seek input from outside their organizational unit.
2. When faced with problems, employees in our unit strive to solve them by themselves without asking for help from outsiders
3. There is an attitude that people ought to fix their own problems and not rely on help from outside the unit.
Hoarding 4. Our people keep their expertise and information to themselves and do not want to share it with other units.
5. People in our unit are often reluctant to help colleagues in other parts of the organization.
6. Our employees seldom return phone calls and e-mails when asked for help from people outside our unit
Search problems 7. Our employees often complain about the difficulty of locating employees in other units who have the information and expertise they need8. Experts in our company are very difficult to find.
9. Employees have great difficulties finding information and documents they need in the company’s databases.
Transfer problems 10. Our employees have not learned to work together effectively across organizational units to transfer tacit knowledge.
11. Employees from different organizational units are not used to working together and find it hard to do so.
12. Our employees find it difficult to work across units to transfer complex technologies and best practices.
Median 160 + 100 + 135 + 168 = 563 / sample of 107 companies
Morten T. Hansen. Collaboration (Harvard Business Press, 2009)