1. April 2005 The Collaboration Paradigm Prof. Anat Lechner

2. Assumptions about collaboration Collaboration Values & Norms Structured mechanisms Vision & Strategy Skills/EIQ Innovation & Synergy Scalability Competitiveness

3. Current challenges for businesses worldwide Boundary blurring Globalization Changing role Of information Industrializing Distribution channels Entrepreneurial Support system Emerging Business designs Changing Customer priorities Dynamic Customer Decision making Value Migration Change Drivers Value Sector Rivalry

4. The emergent 21 st century organizational characteristics Traditional characteristics Goal driven Price focused Product quality mindset Product driven Shareholders oriented Finance focused Efficient Hierarchical Functional Rigid Domestic Vertically integrated Emerging characteristics Vision directed Value focused TQM mindset Customer driven Stakeholders oriented Speed focused Innovative Flat Cross-functional Flexible Global Networked 1 2 3 4 5

5. Teams –> The new basic unit of production

6. Why So Very Few Teams Succeed? Performance impact Team effectiveness Work group Pseudo- team Potential team Real team High Performing Team + -

7. The 5 dysfunctions of teams Absence of trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results

8. Trust Absence: Members conceal weaknesses and mistakes from one another Don’t ask for help Don’t provide feedback Jump to conclusions about the intention of other members Fail to recognize and tap into one another’s skills/experience Dread meetings and find reasons to avoid spending time together Presence: Members admit weaknesses and mistakes Ask for help Accept questions and inputs Give one another the benefit of the doubt Take risks in offering meaningful feedback Appreciate each other’s skills/experience Create opportunities to work together

9. Conflict Fear of: Have boring meetings Back stubbing and politics strive Ignore controversial topics critical to success Fail to solicit and tap into all opinions / perspectives of members Waste time / energy with interpersonal risk management Engagement in: Have lively interesting meetings Extract and exploit ideas of all members Address real problems Minimize politics Put critical topics on the table for discussion

10. Commitment Fail to: Create ambiguity about direction and priorities Engage in analysis-paralysis and delays to see windows of opportunity close Revisit discussions and decisions again and again Encourage second guessing Capable of: Create clarity around direction and priorities Align team around common objectives Debrief and learn from mistakes Take advantage of opportunities Change direction without hesitation or guilt Respect decisions

11. Accountability Avoids: Create resentment among team members who have different performance standards Encourage mediocrity Misses deadlines and key deliverables Place undue burden on leader as a sole source of discipline Embraces: Pressure poor performers Identify problems by questioning one another’s approaches without hesitation Held members to the same high standards

12. Results Not Focused: Stagnant / fail to grow Rarely ‘win’ Loose achievement oriented members Encourage focus on individual goals Easily distracted Focused: Retain achievement oriented members Minimize individualistic behavior Enjoy success and suffer failure Avoid distractions