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Most organisations rely on collaboration in order to succeed. You might therefore expect that a good starting point for how to design and manage them would be how to foster and support enduring collaboration.
But many organisations are anti-collaborative by design, although not usually by intent. In such organisations it’s easy to spot the influence of 3 "Forces of Friction"; forces that separate effort, undermine collaboration and leave people radically individualised as runners in the rat race.
These forces are:
- How performance is managed - focusing on individuals, parts and activity rather than on the purpose and value of work in the round;
- How agendas are set - by others and for others not with others and together;
- An urgency for results - an emphasis on quick wins over systemic changes that would provide a platform for greater and exponential improvements.
Acknowledging, understanding and then acting to mitigate or remove the influence of these forces is a great way into building better, more effective and more sustainable sorts of organisation.
Format: Blog
Tags: Theory
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