Beyond Teams Building the Collaborative Organization Collaborative Work Systems Series

"Finally, a book that goes beyond the 'how-to' of team building and answers the critical question, 'How do I create a collaborative organization that reaps the harvest of long-term investment in teams?' The 'ten principles of collaborative organizations' outlined in this book are invaluable."
-- Seth McCutcheon, CEO, Domicile Design Group LLC

The flagship book for the new Collaborative Work Systems Series, Beyond Teams provides an overview of this growing field, defines the basic principles, and points the direction toward a series of books. You'll find a framework designed to help you understand the potential and the means of achieving it throughout the key functions of business.

Preface for the Collaborative Work Systems Series.

Acknowledgments.

Preface.

Prologue: A Scenario.

PART 1: PRINCIPLES AND PERSPECTIVES.

Chapter 1: Building the Collaborative Organization.

Collaborative Work Systems as a Solution.

Collaborative Competencies.

Collaborative Capacity.

The Collaborative Organization.

Collaborative Culture.

Collaborative Capital.

Collaboration and Teams.

The Payoff from the Collaborative Organization.

Conclusion.

Chapter 2: The Ten Principles of Collaborative Organizations.

1. Focus Collaboration on Achieving Business Results.

2. Align Organizational Support Systems to Promote Ownership.

3. Articulate and Enforce "a Few Strict Rules".

4. Exploit the Rhythm of Convergence and Divergence.

5. Manage Complex Tradeoffs on a Timely Basis.

6. Create Higher Standards for Discussions, Dialogue, and Information Sharing.

7. Foster Personal Accountability.

8. Align Authority, Information, and Decision Making.

9. Treat Collaboration as a Disciplined Process.

10. Design and Promote Flexible Organizations.

PART 2: APPLYING THE PRINCIPLES.

Chapter 3: Collaboration in Manufacturing Settings.

Definition of Manufacturing.

Trends Affecting How We Work.

Common Ways of Organizing.

Challenges with Respect to Collaboration.

When to Collaborate.

How the Guiding Principles Apply.

Implications for Executives.

Chapter 4: Collaboration in New Product Development Settings.

Definition of New Product Development.

Historical Context.

Trends Affecting New Product Development.

Common Ways of Organizing.

Challenges with Respect to Collaboration.

When to Collaborate.

How the Guiding Principles Apply.

Implications for Executives.

Chapter 5: Collaboration in Service Settings.

Definition of Collaboration in a Service Setting.

Historical Context.

Common Ways of Organizing.

Challenges with Respect to Collaboration.

How the Guiding Principles Apply.

Implications for Executives.

Chapter 6: Collaboration in Virtual Settings.

Historical Context.

Definition of Virtual Collaborative Organizations.

Trends Affecting Virtual Collaborative Organizations.

Common Ways of Organizing.

Challenges with Respect to Collaboration.

When to Collaborate.

How the Guiding Principles Apply.

Implications for Executives.

PART 3: STRATEGIES FOR IMPLEMENTATION.

Chapter 7: Moving Forward.

Collaboration Diagnostic Tool: How to Move Forward.

Principle 1. Focus Collaboration on Achieving Business Results.

Principle 2. Align Organizational Support Systems to Promote Ownership.

Principle 3. Articulate and Enforce "a Few Strict Rules".

Principle 4. Exploit the Rhythm of Convergence and Divergence.

Principle 5. Manage Complex Tradeoffs on a Timely Basis.

Principle 6. Create Higher Standards for Discussions, Dialogue, and Information Sharing.

Principle 7. Foster Personal Accountability.

Principle 8. Align Authority, Information, and Decision Making.

Principle 9. Treat Collaboration as a Disciplined Process.

Principle 10. Design and Promote Flexible Organizations.

Conclusion.3

References.

About the Series Editors.

About the Authors.

Index.

Michael Beyerlein is director of the Center for the Study of Work Teams and professor of Industrial/Organizational Psychology at the University of North Texas. He has edited or cowritten twelve books on collaboration.

Craig McGee is a principal with Solutions, and president and past-president of the Organization Design Forum, a professional society dedicated to the theory and practice of designing high performing organizations.

Linda Moran works for AchieveGlobal. She has written or coauthored five books, including Self-Directed Work Teams: The New American Challenge.

Sue Freedman is founder and president of Knowledge Work Associates, a consulting firm specializing in collaboration and change in complex organizations.