Коллаборация. Как перейти от соперничества к сотрудничеству

by Morten T. Hansen, Мортен Хансен

Коллаборация в рамках всей компании — необходимое условие реализации ее стратегии на практике.

Мортен Хансен исследовал эту тему на протяжении пятнадцати лет и превратил научное исследование в практическое руководство к действию. Он рассказывает о том, как объединять людей, как стать лидером, способным к сотрудничеству и выполняющим собственные обещания, как использовать силу сетей. Лишь малая часть книг с практическими советами основана на глубоком, детальном анализе. Не много и академических книг, предлагающих полезное, практическое руководство. «Коллаборация» содержит и то, и другое — она объясняет все «как» и «почему» и научную составляющую и практическое действие совместной работы.

Автор проделал невероятную работу, превратив свое исследование в содержательную и практичную книгу. Нет никакой разницы, чем вы занимаетесь — управляете бизнесом, дирижируете оркестром, руководите школой или клиникой. Возможно, вы командуете бригадой, состоите на государственной службе или тренируете спортивную команду. Коллаборация нужна в любой сложной деятельности.

Для кого эта книга

Это книга для лидеров и руководителей.

Genres: Leadership, Business, Management, Nonfiction, Self Help, Buisness, Personal Development

288 pages, Hardcover

First published May 12, 2009

Reviews

[Sergio Caredda · Rating 4 out of 5]

Un libro basato su ricerche estensive, che mostra il valore della collaborazione in azienda. Lo fa al di là dell’idea più semplicistica che “collaborare fa bene”, analizzando quali siano i giusti livelli di collaborazione e quali invece possano essere controproducenti. Introduce il concetto di leadership collaborativa, identificando gli aspetti comportamentali che possono causare problemi. E investiga il concetto di network come modalità di collaborazione. Davvero un ottimo libro, molto attuale anche grazie alle recenti scoperte in ambito di network analytics.

[Jysoo · Rating 4 out of 5]

The author presents practical and systematic approach to the issue of collaboration in organization. It starts with identifying opportunities of collaboration (improve innovation, sales increase, operation efficiency), spotting barriers (not invented here, monopoly, search, transfer) comes next, and finding solution (unify people, cultivate t-shaped management, build nimble networks) will be the final step. He also discusses personal challenges for leaders (redefine goal, involve people, be responsible). I find the book to be very helpful in understanding and dealing with issues of collaboration. Many real world examples discussed are appropriate.

[Nancy Messina · Rating 5 out of 5]

I really enjoyed reading this book, though it was a bit of a hard journey for me. I started this book while working in a very toxic workplace. Reading this book just highlighted how toxic it was and I had to put the book down because it made me feel stuck.

Fast forward a couple of years and a new job and this book helped highlight what a great work environment can look like and what I hope I can be part of and help build. I think there are some great lessons in this book for leaders to think about and work towards.

[Ray · Rating 4 out of 5]

This book is structured for a fast read. You can get main gist from charts, and end-of-chapter summaries.
Overall, the book provides a good framework on how to think about collaboration and collaboration blockers. However it doesn't provide much tactics on how to improve collaboration. Similarly, most examples and research data is there to support the framing of the problems; littles examples that can help you to understand how to do better.

[Manouane Beauchamp · Rating 1 out of 5]

Certains professeurs d'université ont la malheureuse tendance à prendre beaucoup trop de temps à identifier les problèmes et pas assez à analyser les solutions.
Résultat : on lit un livre qui traite de la collaboration au sein des entreprises, on découvre que l'auteur effectue les mêmes constats de soi (dans le cas de ce livre : 1- Not-invented-here attitude; 2- Hoarding of information and resources; 3- Difficulty in searching for collaborators; 4- Problems in communication transfers), et comme piste de solution, propose de vagues objectifs presque impossibles à rendre concrets (dans le cas de ce livre : 1- Unify people: Create a unifying goal and promote teamwork; 2- Cultivate T-shaped management: Balance deep expertise with cross-unit collaboration; 3- Build nimble networks: Foster the right kinds of cross-unit relationships)
... vraiment...?!?
Le livre : "The Culture Playbook" de Daniel Coyle vous offrira des pistes concrètes.

[Raydhitya Yoseph · Rating 5 out of 5]

This book delivers years of research in a succinct way. It first explains why we need to collaborate and which one is the right and the wrong collaboration. It then moves to explain when we should collaborate. The last part explains the barriers to collaboration and their solution.

The way the book presents the study cases, numbers, and explanation amazes me. The study cases are relatable even if I do not yet work on a managerial level. I definitely gained a lot of knowledge on collaboration from this book.

[Wendy · Rating 5 out of 5]

This book is based on research, which provides a solid foundation and path forward. Each chapter provides a framework and case studies to support them; concluding with a one-page summary of the key points. A valuable resource for anyone who is trying to foster a collaborative environment. Perhaps the biggest take-away is that collaboration for just collaboration sake is not successful. Collaboration should be undertaken deliberately, in the right situations and lead to results. He even includes examples where collaboration fails. Keep this book handy and refer to it often.

[Robb Lightfoot · Rating 5 out of 5]

Readable, with practical, actionable tips - and supported by research

I'm an in a graduate-school leadership class. This book was required reading, and I'm finding it the best of the bunch. It has the typical anecdotes that illustrate the point, but the process of choosing them is methodologically sound, and once the results are unpacked, the book does not blather on and on to make the same points, as we saw in "Good to Great."

[Ryan Barretto · Rating 5 out of 5]

A brilliant book that details the finer nuances of collaboration, at an individual level and leadership level. I got a lot of insights, some are as follows: disciplined coordination, T shaped management, and particularly the barriers to collaboration.
I enjoyed the book, and am going to refer to it again in future.

[George Scott · Rating 3 out of 5]

hmmmm. T-shape management I feel, is a misnomer. Perhaps T-shape performer is better. We want everyone in this box, right?

Being a chapter 10 Rob Parson, I want my promotion, dammit! My bosses know me as the to go guy, get it done at all costs. They turn their backs so they don't see me break the rules, and quite frankly, I believe they hope I will. Fire the Lonestar? Ha, I dare you.

[Matt Wolf · Rating 5 out of 5]

How to do good collaboration

This book combines great research with helpful anecdotes and vivid illustrations to teach principles about how to do disciplined collaboration. Because not all collaboration is good!

[Teresa · Rating 5 out of 5]

Disciplined Collaboration. 4 Barriers: Not-invented-here, Hoarding, search problems, transfer problems. 3 Levels: Unify people, cultivate T-shaped management no lone stars, Build Nimble Networks no bloated rolodexes.

[Ning-Jia Ong · Rating 5 out of 5]

A lot of organisations I work with highlights organisation wide collaboration as an objective. But why? This book explains the pros AND cons of collaboration, how to get it right and how to make is sustainable.

[Beki · Rating 2 out of 5]

Read this for a class. It's okay for what it is, but it's really a high level discussion of collaboration. A good starting point, but I probably wouldn't recommend it.

[Mike Ncube · Rating 5 out of 5]

Although written mostly for big companies and teams, this book has great ideas for small businesses and teams that want to improve their collaboration

[Kathleen · Rating 5 out of 5]

a decent book in collaboration. probably needs a few updates on examples, notably the Wells Fargo cross-selling , but some strong points on when collaboration makes sense and when it doesn't

[Sanjay Chaudhary · Rating 3 out of 5]

Eye opener - specially the point on collaboration can be counter productive as well...

[Brandon Pytel · Rating 3 out of 5]

Though a bit wonky at times, as well as irrelevant to many readers (what with hypotheticals and examples about leading Fortune 500 companies), Collaboration is still an okay read that at the very least makes you think twice about how you work with others.

Backed in loads of research, the book discerns the difference between good and bad collaboration, offering a set of principles that Hansen refers to as disciplined collaboration. Such principles include knowing when to and when not to collaborate, understanding barriers to collaboration, and tailoring ways to tear down those barriers and giving people the opportunity and will to collaborate.

Hansen balances the benefits of both decentralized and collaborative behaviors, and how the two can work together. He explores how leaders can unify people to incentivize people to collaborate; how to cultivate T-shaped management, which focuses on both performance of a unit and the ability to collaborate across teams; and how to build networks so that it’s easier for employees to collaborate.

There’s a lot more tools along the way, as told through anecdotes that you can only get from reading the book (e.g., having concrete goals and metrics; building with diversity, not size; coaching or rewarding collaboration).

By unifying people, cultivating T-shaped management (delivering results for one’s own job and collaborating across the company), and building nimble networks, leaders can create the right sort of collaboration, one that is evaluated to make sense and strategically shaped, to “set their people free to achieve great things not possible when divided.”

[Darren · Rating 4 out of 5]

Quick Summary
Collaboration is about the successes and pitfalls of organizational collaboration. Hansen emphasizes the transforming ways in which collaboration can be effectively used within an organization. He also warns against the assumption that more collaboration is always better. He guides leaders through effectively evaluating when collaboration might be the best approach, and he offers a matrix for understanding how one develops collaboration both personally and organizationally. Finally, Hansen encourages recruiting and cultivating “T-shaped managers” who have both high individual performance and deliver results by collaborating across the company.

Key Insights
Bad collaboration is worse than no collaboration. (He sites the example of Sony, which had the walkman and should have been able to develop a portable digital music player; instead, Apple did, because they were better able to collaborate). [Figure 1.1 - A Tale of Two Products]. “

To be disciplined about collaboration is to know when not to collaborate.” (p. 16)

The goal of collaboration is not collaboration but better results. Hansen describes disciplined collaboration as “the leadership practice of properly assessing when to collaborate (and when no to) and instilling in people both the willingness and the ability to collaborate when required.” (p. 15)

Barriers to collaboration include the “not-invented-here” barrier, the hoarding barrier, the search barrier, and the transfer barrier. (p.17)

Hansen offers a “collaboration matrix” model where aspects of the company’s many components are aligned and matched according to what they could/would produce if they collaborated with one another. (p. 37)

When considering whether a collaborative project is worth it, managers need to consider two additional costs: opportunity costs and collaboration costs. ( Collaboration premium = return on project - opportunity costs - collaboration costs). - p. 41

People may not collaborate because of a perceived “status gap.”[“choosing the right pond” phenomenon - economist Robert Frank”] (p. 52)

Sharing “tacit knowledge” is much more difficult to share and collaborate with. - p. 61

Small teamwork kills collaboration. Leaders need to preach that teamwork means ‘teaming across the company.’ p. 85

It is better to build a diverse network of strong and weak ties within the organization, rather than just having a big network. p. 126 - 127

Transfer is easier when complicated knowledge relies on strong ties (face to face). p. 135

[Ed · Rating 4 out of 5]

Morten Hansen provides a concise, strategy-level approach to making disciplined collaboration a means to improving business performance:

* First, identify the potential for collaboration in innovation, sales, or operations

* Identify the barriers that exist to collaboration (Hansen groups them into four categories)

* Use the appropriate "lever" (Hansen identifies 3 levers) to tear down the barriers to collaboration.

Take-aways:
* Don't fall into the "collaboration for collaboration's sake" trap. Identify the strategic potential for collaboration (i.e. innovation, sales, operations).

* Be careful to avoid using a broad-stroke collaboration strategy. There may be different potential benefits between different organizations.

* The management consulting-type tools for assessing and capturing collaboration potential and barriers, along with the levers (Unify People, Cultivate T-Shaped Management, Build Nimble Networks) were the most interesting parts of the book for me.

I would recommend this book to anyone who wants to get their head around how to strategically approach collaboration in their business. It is also a good read for management consultants.

[Robert Bogue · Rating 4 out of 5]

I’ve spent a great deal of my professional career working on helping users collaborate in one form or another. I setup Local Area Networks (LANs) when they were still called that and not networks. I connected folks via email before the Internet was a gleam in Al Gore’s eye. I have spent the last 14 years helping organizations collaborate with Microsoft SharePoint. So when some colleagues said that I had to read Collaboration, I didn’t hesitate to pick up the book. What I didn’t realize when they recommended it was that the author, Morten Hansen, had a specific definition of collaboration in mind, and it didn’t necessarily match my point of view.

Click here to read the full review

[Eric Tran · Rating 3 out of 5]

Shows with strong evidence from events in politics, history, and business why collaboration, when applied correctly, can breed huge benefits. It outlines the things you really need to keep in mind and the specific behaviors you can employ to enhance your collaborative relationships and skills with others.

If you've ever worked with a group of people, then you are probably familiar with what's already been written as it is fairly obvious and intuitive. But I read books like this because I enjoy seeing how what I find to be obvious as to what works does indeed work and the author does a nice job of outlining in a vivid and straightforward way, what works, what doesn't, and why.

I hope it helps you too!

[Pete · Rating 3 out of 5]

Modern management tends to emphasise decentralised management and individual rewards for achievement. This leads to the formation of silos. On the opposite extreme is increased centralised decision making in the name of collaboration. The idea of T shaped leadership is a good one, i.e. being able to think more broadly than ones own agenda. i agree with the idea of establishing where skills can be shared. I need to re read the bits about bad collaboration. "collaborate for results" rather than just becuase collaboration is good. there is a section on bringing down barriers to collaboration. There is a section on leadership styles that are poor for collaboration. I think that I am inclusive but not so good on the accountability .

[Paul Miller]

How often do we "collaborate" for CYA? (Hey, it wasn't MY fault that we didn't do anything - that's all the committee could come up with.) This snappy, eminently practical read presents a simple model for companies to determine when/if they should collaborate across BUs, barriers to overcome, and simple solutions to drive disciplined collaboration. Highly recommended.

BTW, I was given this book by our conferencing vendor, PGi. If you're looking for such a service, you should give 'em a look.

[Mildred · Rating 3 out of 5]

Lo que mas vale la pena de este libro es el último capítulo, dejando claro las reglas para conseguir la colaboración, el papel del líder del proyecto o de la empresa, así como sus posibles desvenjatas. Es un buen libro para aquellos que comienzan a dirigir personal o están en la dirección de proyectos.

[Terence · Rating 4 out of 5]

When I first started reading this book, I thought it was going to be a drawn out discussion of good and bad collaboration. A good insight but not worthy of a full book. As I read further, I realized that this book had a lot more to offer.

I would recommend this book. I enjoyed it.

[Joshua Seale · Rating 4 out of 5]

A really great book on the topic of collaboration. Examines what healthy and unhealthy collaboration looks like on a personal and company level. Very well researched and written. I only wish the book was longer.

[Jose · Rating 5 out of 5]

Good insights, the chapter on avoiding bad collaboration is specially good

The book uncovers a lot of what goes on while creating networks at a company to make sure collaboration results in success.

[Angela Clayton · Rating 2 out of 5]

I skimmed this. The style made it less engaging than I would have liked. There were some good points and some interesting case studies, though.

[Jay]

Bob Sutton reccomends