We like to give people the freedom to work where they want, safe in the knowledge that they have the drive and expertise to perform excellently, whether they at their desk or in their kitchen.
Working life isn't 9-5 any more. The world is connected. Companies that do not embrace this are missing a trick.
Also: Ich finde das Buch vor allem interessant, um dort Anregungen nachschlagen zu können für den Aufbau & die Moderation eines virtuellen Teams.
"Das Entscheidende ist, dass man sich nah fühlt, obwohl man getrennt sitzt. Das nennen wir 'virtuelle Nähe'. Wir haben im Alltag mehr Aufgaben, als das, was wir abarbeiten können. Und es ist so: Denjenigen, der mir am nächsten ist, den bediene ich, und deshalb wird aus meiner Sicht in der Virtualität der menschliche Teil noch wichtiger, sonst mach ich das nicht."
it seems like the matrix form is alive and well in today's organizations - albeit having evolved from its early days. Why? Perhaps there is no bigger driver for the re-emergence of the matrix than organizations' increasing use of teams - virtual, project, cross-functional and global - to improve speed of delivery, customer responsiveness, cost concerns and productivity.
It wasn't that long ago-in the memory of most workers today-that people "went" to work. The work place was actually a "place" and people went there to earn a living. Some people still do. If you assemble circuit boards for Intel or automobiles for BMW, you will go to the place where the tools you need to do your job are kept.
For the rest of us, a change has taken place that has fundamentally altered the way that work gets done. A typical project, for example, is planned in a series of meetings, launched in a rented conference room in an airport hotel, executed in who knows where, and managed using email and on-line tools. Sales meetings, to cite another example, take place on conference calls not in conference rooms.
Giving undivided attention is the first and most basic ingredient in any relationship. It is impossible to communicate, much less bond, with someone who can't or won't focus on you. At the same time, we often fail to realize how what we focus on comes to control our thoughts, our actions, and indeed, our very lives.
Collaboration. It’s a $1 billion industry, according to an ABI Research study on worker mobility and enterprise social collaboration. And it's projected to grow to $3.5 billion by 2016.
No wonder lots of ink has been spilled on this business buzzword on everything from how to start (hint: build trust) to doing it better with social platforms, to using it as a way to achieve that holy grail of business: innovation.
there’s a big difference between working alongside other staff members and actually collaborating.
Summary: "Although groups are initially "wise," knowledge about estimates of others narrows the diversity of opinions to such an extent that it undermines the wisdom of crowd effect in three different ways. The "social influence effect" diminishes the diversity of the crowd without improvements of its collective error. The "range reduction effect" moves the position of the truth to peripheral regions of the range of estimates so that the crowd becomes less reliable in providing expertise for external observers. The "confidence effect" boosts individuals' confidence after convergence of their estimates despite lack of improved accuracy. Examples of the revealed mechanism range from misled elites to the recent global financial crisis."
n his book, Practically Radical, William C. Taylor (cofounder of Fast Company magazine) writes about collaborative leadership. Taylor believes that collaborative leadership is about ”collective capability,” not just collective intelligence. That is, leaders create the conditions in which diverse people work together to solve a tough challenge.
Summary: "Most teams underperform. Yours can beat the odds. If you need the best practices and ideas for superior team building--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place. This collection of HBR articles will help you: boost team performance through mutual accountability, motivate large, diverse groups to tackle complex projects, increase groups' emotional intelligence, reverse the fortunes of a struggling team, prevent decision deadlock, extract results from a bunch of touchy superstars, fight constructively with top-management colleagues, and ensure productivity in far-flung teams."