Strategic marketing requires strategic management. And TrinityP3 has been solving strategic problems between marketers and their agencies and suppliers for more than a decade. In 2000, Darren...read more
September 6, 2012
This is a guest post by Shawn Callahan – Founder of Anecdote, a management consulting firm that uses its expertise in story to inspire enduring change.
Dave lists 7 reasons and I jumped in with a number of other points answering a set of questions Dave posed. Interestingly only a few people got involved and the discussion hasn’t progressed much over the last few weeks. Hmmm, perhaps collaboration requires a strong need to work together.
Here are my additions and some answers to specific questions posed by Dave:
When faced with the choice of learning new technology and chatting to colleagues on the phone and email to get a job done, if it can be done with what they already know they will go with that;
Collaboration tools work best when your collaborators are geographically distributed and in other time zones and I wonder how many teams have that as a situation? Sure, globalisation is spreading and small, nimble operators are connecting using these tools, but how many large corporations are active users? I know IBM is and I would imagine technology firms would be at the vanguard. I was surprised however when PriceWaterhouseCoopers consultants arrived in IBM because they were unfamiliar with collaboration tools and disinterested in using them.
It works best when all the collaborators are equally enthusiastic and capable in using the tool. It just takes a handful of influential members of a team to stop using the tool for the tool to be abandoned.
The majority of people in organisations are baby boomers (I’m not sure this is true) and haven’t been brought up in an environment using collaboration tools. I was in a pub the other day meeting our complexity group and I overheard a small group of people in their 20s and 30s talking about their MySpace interactions. These people already know how to use the tools and will expect them in the workplace.
To answer to Dave’s question: “Is the answer making the tools better? If so, how? If not, what is the answer?”
I think we need to make tools that operate in ways we are familiar using. People are all learning to use browsers so our tools should be browser based. I think we should stop encouraging people to use a new tool and just send them a URL and say, we are going to share our documents here, feel free to update the calendar and let people go for it. By saying it’s a new tool that will make your life better people will put up the shutters; “I’m too busy to learn something new.” Yet learning something new is fun
To answer to Dave’s question: “Given time, do you think people will eventually learn to use these tools, despite their shortcomings? Which tools, current or envisioned, will be the winners, the killer apps for online-enabled conversation and collaboration, and why?”
Content volume kills collaboration tools. I’ve used Lotus Teamrooms, Groove, Basecamp and in each case when the volume of the content becomes unwieldy the users stop using. Considerable effort is required to clean out the material, archive it, highlight what’s important and bring to people’s attention the key things to notice. At the moment I favour web-based tools like Basecamp because of their keep it simple philosophy and the fact it’s browser-based.
To answer to Dave’s question: “What one simple thing should we do/learn to most effectively enable people to become better conversationalists, and how would we do this?”
In addition to listening I think knowing how to craft and ask good questions which encourage people to converse is essential. I like asking questions that elicit stories such as “What happened?” or “When was the team at its best?”
To answer to Dave’s question: “What one simple thing should we do/learn to most effectively enable people to become better collaborators, and how would we do this?”
Focus on the practice of collaboration and only introduce tools when the need arises. For example, a research group might think of new ways to harness energy from heat is a promising research project. They start off chatting on the phone, sending emails to one another and then someone says: “It would be good if we could track the versions on this document we are creating.” That’s the point a tool could be introduced. I would run a poster campaign in an organisation with the title “Avoid using collaboration tools for as long as possible” and then use the rest of the poster to describe the signs the team should look out for to introduce effective tools. Put practice and process before tools.
What are your experiences with collaboration tools? Leave a comment to share your insights.