- Often when we think of the way that work gets done in the organization, we think of the hierarchy instead of the networks.
- The root causes of poor collaboration are difficult to assess, and it can be challenging to get buy-in from leaders to adjust siloed behaviors.
- Traditionally, leaders are seen as the main conduit of knowledge, and this enables a certain level of power that some may be reluctant to relinquish.
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- In today’s environment of so much change and information, leaders cannot be the experts in everything – they must act as people connectors, rather than data filters.
- Collaboration is a means to an end, its not an end in and of itself. It is a process in which teams come together as partners to work on a common goal and create value.
- Both networks and hierarchy exist in organizations, but while hierarchy represents a formal structure, networks are developed by employees without guidance. These informal networks have a huge impact on where and how most work gets done and are vital in today’s VUCA environment.
Impact and Result
- Help leaders understand what network activation looks like and its connection with cross-functional collaboration.
- Provide leaders with methods for uncovering hidden expertise and connecting employees who would benefit from connecting with one another.
- Identify the behaviors that are necessary to activate networks, reduce silos, and improve collaboration.