© 2009 pearson education, inc. publishing as prentice hall supporting collaboration chapter 13...

© 2009 Pearson Education, Inc. Publishing as Prentice Hall

Supporting Collaboration

Chapter 13Information Systems

Management in Practice

8th Edition

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Chapter 13

Introduction Teams: The Basis of Organization

Understanding Groups Groups in Organizations Types of Groups Communities of Practice Network Armies

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Chapter 13 cont’d

Systems to Support Colloboration Supporting “Same Time/Same Place”

Collaboration Supporting “Same Time/Same Place”

Presentations and Discussions Supporting “Different Place” Collaboration

Managing IT-Enabled Workflows Supporting Negotiation

The Wisdom of Difference Negotiation Support Systems

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Chapter 13 cont’d

Managing Crises and Emergency Response Crises: Perception and Cognition Technology and Infrastructure for Organization

Readiness Supporting Collaboration in Virtual

Organizations Motivating a Virtual Workforce Governing Virtual Organizations

Conclusion

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Introduction

Company of the future could be a collection of online communities Some are internal and others reach outside

organizational boundaries Main job of managers is to foster these

communities and the collaboration they engender

CIO’s job is to provide the technology to support online communities and collaboration

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Teams: The Basis of Organizations

Organizations becoming information-based and thus flatter Knowledge (information) specialists Task-focused teams Akin to hospital organizational structure

Ad hoc team of different area specialists to address patient condition and diagnosis

Salience of groupware in organizations Paradox: people spend 60 to 80 percent of time

working with others but are most productive alone

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Understanding Groups

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Characteristics of Groups in Organizations

Membership Open versus closed

Interactions Loosely coupled versus tightly knit

Hierarchy Part of chain of command

Location Co-located versus dispersed

Time Ephemeral versus ongoing

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Types of Groups

IT-enabled collaboration support for different types of groups Authority groups

Formal authority Hierarchy

Intradepartmental groups Members participate in same work activity Closed membership Tight to loose coupling and hierarchy

Project teams Accomplish goal within a specific time frame Closed membership Tight coupling and hierarchy

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Types of Groups cont’d Interdepartmental work groups

Workflow across departments Closed membership Tight coupling and no hierarchy

Committees and task forces Ad hoc formation to address issue Membership not too closed Interaction not as tightly coupled

Business relationship groups Establish relationships with customers, suppliers, partners Open membership Loosely coupled and no hierarchy

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Types of Groups cont’d

Peer groups Members meet to exchange ideas Independent member activities Membership can range Loosely coupled and no hierarchy

Networks Socialization and information exchange

Electronic groups All forms of Internet-based social networks

Chat rooms, virtual communities, forums, listserv

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Types of Groups cont’d

Communities of practice (Etienne Wenger) Groups of people who come together based on

common identities or shared ways of doing things Silicon Valley technical networks Can arise within enterprise

Network armies (Massive Voluntary Collaboration) Widely dispersed groups of people form to further a

cause Open source software Wiki Political parties

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Daimler Chrysler

Case Example: Communities of Practice Reorganized into M-form “car platform” structure

(minivan, truck, small car, Jeep) to compete Reduced product development cycle and encouraged

employees to communicate across platforms Cross-platform groups evolved into informal Tech CoPs

known as Tech Clubs Supported and sanctioned by top management

Tech Clubs developed area expertise Revived “Engineering Books of Knowledge” Technical debates and discussions, which inadvertently

built sense of community

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Supporting Collaboration

Three nurturing acts to garner benefits from CoPs in organizations Identifying potential CoPs

Hiring CoP consultants to help develop possibilities Providing a CoP infrastructure

Establishing legitimacy ad providing resources Budget, incentives (for participation), executive sponsorship

Measuring CoPs Collecting anecdotes (success stories) systematically

to paint a picture of kinds of specific contributions

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The Open Source Movement

Case Example: Network armies Members of open source software (OSS) movement

are volunteers Shared culture (“religion”) of developers who love to code

and push the envelope of what is possible (software development, enhancement and management)

Linux example Massive flat structure

4 “influencers” (including Linus Torvalds) 6-8 distributors, 200 project leaders, 750,000 volunteer

developers OSS movement is a force to be reckoned with

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Systems to support collaboration

Group activities categorically a dichotomy of communication and interaction and decision making and problem solving

Group decision support systems Increases efficiency and effectiveness of people

working together to reach conclusion, decision or consensus

A “time-place” framework for categorizing the work of groups

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Group Decision Support

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“Same Time / Same Place” IT Support

Collaboration Supporting meetings using IT

Eliminating some meetings Asynchronous communication (e.g. email)

Permitting better preparation Exchanging online documents beforehand

Presentations and discussions Enrich participation and learning

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Texas Instruments

Case Example: Same time/same place collaboration “Decision room” with 24 networked workstations

Annual three-day strategic planning meeting led by a facilitator

Executives participate by typing comments on workstations “Electronic brainstorming” sessions

Issue analyzer to organize ideas Voting tool to rank ideas Topic commenter to attach comments to existing ideas Policy formation software to study alternatives

Participants reported that Group DSS increased involvement (efficiency) and made planning more effective Anonymity (more questions and suggestions put forth) Education (broader perception of company than before)

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HICSS

Case Example: Same time/same place presentations and discussions

Over a two-year experiential study at this conference, the researchers found that GSS-supported sessions elicited more participation in discussions (online) and to a higher degree than regular sessions did Participants reported that

The typing did not distract them There was no online “flaming” Online transcripts were useful Positive value was received from the sessions

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Supporting Different Place Collaboration

Supporting dispersed groups Development of virtual teams (teleological and

ephemeral) Same time/same place

Team meets face-to-face initially to develop basic plan and objectives

Different time/different place Team members do data gathering and analysis separately

and communicate by email (asynchronous) Same time/different place

Audio or video conferencing to discuss developments and progress towards goals

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Boeing-Rocketdyne

Case Example: Supporting different place collaboration Virtual team of engineers formed to build “impossible” rocket

engine Engineers from three locations conducted project online over 10

months IP sharing, “rules of engagement”, evolving project focus

Online meetings (89); Internet Notebook (650 design critiques)

Project a success Close cooperation maintained throughout; core creative

requirements met; focus of efforts evolved over project lifetime Group support technology played an important role in suiting

needs of virtual team Anywhere access to entries on Notebook whiteboard (think blogs)

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Boeing-Rocketdyne cont’d

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Managing IT-Enabled Workflow

Workflow deals with automation of business processes Enhance efficiency of transaction-oriented and

mission critical tasks procedural route optimization, load balancing

Different workflow modeling techniques Coordination and communication (Winograd and Flores)

Workflow loop (“customer” and “performer”) Workflow management systems (WfMS) provide a

mechanism for planning and controlling how teams work

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Supporting Negotiation Negotiation—both a cooperative and dialectic

process Rounds of discussion and fine-tuning to arrive at

negotiated outcome (“non-zero-sum game”) Negotiation support systems help reduce discord

and increase chance of consensus Interactive information elicitation, process transparency

and structured User-friendly interfaces, structured modeling

representation Software agents

Useful in intense data processing and time pressure situations

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Managing Crises and Emergency Response A crisis (natural or man-made) is an event that has either

occurred or is impending Crisis management has high human demands

Perception Value of possible loss (high importance) Probability of loss (high uncertainty) Time pressure (immediacy)

Cognition (effects on) Reduced attention span across time and space Loss of memory and abstract ability Diminished tolerance for ambiguity Deterioration of verbal performance and visual motor coordination Regression to simpler and more primitive mode of response Increased stress leading to random behavior and rate of error

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Managing Crises and Emergency Response cont’d

Technology and infrastructure for organization readiness Emergency response management systems (ERS) can

help all stakeholders prepare, analyze and resolve conflict to maximize efforts Information flow and exchange

Considerations for technical, cultural, and structural (organization) incompatibilities

Coordination Examination of process dependencies to ensure seamless

operations (planning, recognition, mobilization and response) ERS should be designed to enhance information, cognition,

collaboration and decision making

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Technology and Infrastructure for Organization Readiness

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Supporting Collaboration in Virtual Organizations

How to manage non-traditional collaborative structures such as CoPs, MVCs and global virtual teams?

Leadership (influence) and empowerment over command and control in increasingly knowledge-based organization today “Semi-visible hand”

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Motivating A Virtual Workforce

Study of Open Source movement suggests that managers of increasingly virtual organizations should consider expanding the types of motivators they use beyond money Reputation among peers Performance recognition Taking pride in contributions Technology efficacy

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Governing Virtual Organizations

Governance structure that fosters self-governance (ownership) by employees Open source movement may have all the trappings of a

chaotic implosion but is actually a self-regulating system (homeostasis)

Four important self-governance principles Managed membership Rules and institutions Monitoring Sanctions

Social pressures (reputation)

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Conclusion

Collaboration is at the heart of business today Technology (IT) advancements parallel organization

structures Flatter, greater emphasis on teams, collaboration across

disciplines, time and space Technological tools for communication and interaction,

problem solving, and knowledge management

IT-based collaboration takes work to the next level Changes the process by altering who can participate, how

they participate and even the nature of the work itself

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© 2009 pearson education, inc. publishing as prentice hall supporting collaboration chapter 13...

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