Weitere ähnliche Inhalte Ähnlich wie Why Can't You Understand Me? Analyzing Collaboration Culture Clash (20) Kürzlich hochgeladen (17) Why Can't You Understand Me? Analyzing Collaboration Culture Clash1. Rawn Shah
Social Business Architect
Rising Edge
Why can’t you understand me?
@rawn #cultureclash
2. Why hasn’t collaboration
become 100x easier now
with so many ways
to collaborate digitally?
© Rawn Shah. Some rights reserved @rawn #cultureclash 2
3. Two challenges
Collaborative
Cultures
are Chimeras
© Rawn Shah. Some rights reserved
Prism Effect
of Digital
collaboration
Three (big) steps
for the Social Enterprise
@rawn #cultureclash 3
5. © Rawn Shah. Some rights reserved
Source: Michael Fitzgerald, Nina
Kruschwitz, Didier Bonnet and
Michael Welch,
Embracing Digital Technology: A
New Strategic Imperative,
MIT Sloan Management Review
& Capgemini Consulting (2013)
Market Outperformers invest in
Digital technology …
@rawn #cultureclash 5
6. © Rawn Shah. Some rights reserved
…and see Culture as
key to Digital Transformation
Source: Michael Fitzgerald, Nina
Kruschwitz, Didier Bonnet and
Michael Welch,
Embracing Digital Technology: A
New Strategic Imperative,
MIT Sloan Management Review
& Capgemini Consulting (2013)
@rawn #cultureclash 6
7. Source: Michael Fitzgerald, Nina
Kruschwitz, Didier Bonnet and
Michael Welch,
Embracing Digital Technology: A
New Strategic Imperative,
MIT Sloan Management Review
& Capgemini Consulting (2013)
© Rawn Shah. Some rights reserved @rawn #cultureclash 7
9. Chris McGrath, Reducing Culture Clash in M&A
with Social Intranet Software,
ThoughtFarmer 2014 –
http://www.thoughtfarmer.com/mergers
• 50-70% of M&A activities
fail to meet targets
• 33% of respondents blamed
cultural integration issues:
• Don’t get the right info from leaders
• Don’t learn cultural characteristics of
the merging companies
• Don’t collaborate, or actively work
against each other.
• Distracted from the core business.
© Rawn Shah. Some rights reserved
@rawn #cultureclash 9
10. During the M&A activity, employees are seeking out
information and forums in which to be heard
1. Create a dedicated space
to spread clear, consistent
messages
2. Gather feedback and
questions
Great ✔ Are you sure?
Source: Erin Meyer, The Culture Map, PublicAffairs (2014) – review: http://onforb.es/10FVP0Z
© Rawn Shah. Some rights reserved @rawn #cultureclash 10
11. Challenge 1: Collaborative
Cultures are Chimeras
© Rawn Shah. Some rights reserved
Source: Kinyou, http://www.neogaf.com/forum/showthread.php?p=41463930#post41463930
@rawn #cultureclash 11
12. Designing a work culture just on
Organizational values?
© Rawn Shah. Some rights reserved @rawn #cultureclash 12
13. Sturdy + Strong + Agile
© Rawn Shah. Some rights reserved @rawn #cultureclash 13
Photo: Duncan Hull, DNA Origami https://www.flickr.com/photos/dullhunk/4422952742/
14. You may end up with …
BEAR-SHARK-TOPUS
© Rawn Shah. Some rights reserved @rawn #cultureclash 14
Photo: CtrlAltDelYourFace (Reddit), http://knowyourmeme.com/memes/bearsharktopus
15. Real Work Cultures =
Organic +
Multifaceted +
Unevenly distributed
© Rawn Shah. Some rights reserved @rawn #cultureclash 15
16. Cultural
influencers:
Regional
Generational
Passion
Organisational
Multiple
Generational
Organisational
Passion
© Rawn Shah. Some rights reserved
Oxford Economics,
Workforce 2020: The
Looming Talent Crisis
--
http://onforb.es/1xo
1kir
Workforce strategy is shifting
@rawn #cultureclash 16
17. 5 Segments of Cultural Influence
Regional
Generational
Passion
Organisational
Network
© Rawn Shah. Some rights reserved
Hofstede
Meyer
Bicchieri
Trompenaars & Hampden-Turner
Schein
Denison
Hagel & Seely-Brown
Mannheim
Tapscott
Granovetter
Watts
@rawn #cultureclash 17
18. Regional
Generational
Passion
GenX
Organisational
Network
Weak ties
© Rawn Shah. Some rights reserved
Interests,
Expertise
Innovating
Connecting Attention
management
Millennials
/ Gen Y
National
Culture
Leadership
Social Capital
Values
Work modes
Urbanism
Mobile
Language
Post-War /
Boomers
Community
Standards
Social Norms
Online / Digital
Mindfuless
Gen Z
Post-Democracy
Entrepreneurship
Ethnic culture
Reputation
Net
Generation
Questing Flow
Risk Autonomy
@rawn #cultureclash 18
19. What drives the change in the Digital Workplace?
Peer Behavior and Internal Comms
11%
15%
25%
30%
35%
51%
62%
62%
18%
27%
42%
36%
46%
65%
2014 2013
Behavior of Colleagues & Peers
Internal communications
campaigns
Behavior of Senior Leaders
Integrating into Business
processes
Behavior of line & operational
managers
Formal Classroom training
Inclusion in job objectives
Jane McConnell (UK/France), Digital Workplace Trends Report 2013-14
-- http://bit.ly/11S9uma
© Rawn Shah. Some rights reserved @rawn #cultureclash 19
20. To Develop a Collaborative Culture, you need:
(a) a decentralized approach
(b) where people are informed
(c) and can enable each other
(d) through shared experience
© Rawn Shah. Some rights reserved @rawn #cultureclash 20
22. Challenge 2:
The Prism Effect of
Digital Collaboration
© Rawn Shah. Some rights reserved @rawn #cultureclash 22
23. The Human Mind has the amazing
ability to reconstruct from fragments
And if you still recognize it, I hear there is an excellent museum around here…
© Rawn Shah. Some rights reserved @rawn #cultureclash 23
24. Imagine what
the other side
is thinking.
Imagine what
the other side
is feeling.
HR Tech Europe 2013
© Rawn Shah. Some rights reserved
@rawn #cultureclash 24
25. But sometimes the mind can miscomprehend
Imagine what
the other side
is thinking.
Imagine what
the other side
is feeling.
Imagine what
the other side
is thinking.
Imagine what
the other side
is feeling.
© Rawn Shah. Some rights reserved
@rawn #cultureclash 25
26. © Rawn Shah. Some rights reserved @rawn #cultureclash 26
27. © Rawn Shah. Some rights reserved
Content Lifetime
Attention Needed
Reputation & Virality
Visible Identity
Data Richness
Experience Sharing
@rawn #cultureclash 27
28. Collaborative cultures can conflict
with the Digital infrastructure.
© Rawn Shah. Some rights reserved
@rawn #cultureclash 28
Choose the right tools
for the right scenario
29. © Rawn Shah. Some rights reserved
So how do we
cut through?
@rawn #cultureclash 29
30. Step 1:
Map your
culture segments
in each scenario
© Rawn Shah. Some rights reserved @rawn #cultureclash 30
31. Example: Regional culture mapping
Source: Erin
Meyer, The
Culture Map,
PublicAffairs
(2014) --
http://onforb.es
/10FVP0Z
© Rawn Shah. Some rights reserved @rawn #cultureclash 31
32. Map to discover the differences
Source: Erin
Meyer, The
Culture Map,
PublicAffairs
(2014) --
http://onforb.es
/10FVP0Z
© Rawn Shah. Some rights reserved @rawn #cultureclash 32
33. Step 2:
Translate the
mappings to your
Social infrastructure
© Rawn Shah. Some rights reserved @rawn #cultureclash 33
34. What is the right tech by your culture fit?
© Rawn Shah. Some rights reserved @rawn #cultureclash 34
35. What is the right tech by your culture fit?
© Rawn Shah. Some rights reserved
Scales of Work Culture
(Erin Meyer)
Tech Cultural Attributes
(Rawn Shah)
@rawn #cultureclash 35
36. Find the confluences in each collaboration scenario
© Rawn Shah. Some rights reserved
@rawn #cultureclash 36
team A
team B
group G
group K
site Y
site X
37. Step 3:
Sharpen
collaboration skills
at the Edges
© Rawn Shah. Some rights reserved @rawn #cultureclash 37
38. Decentralize
• Training & Enablement
• Cultural awareness
• Expertise identification
Centralize
• Collaboration systems
• Measurement systems
• Digital Recognition
© Rawn Shah. Some rights reserved @rawn #cultureclash 38
39. 1. Map 2. Translate 3. Enable
© Rawn Shah. Some rights reserved
Solution in brief
• Training &
Enablement
• Cultural awareness
• Expertise
identification
• Collaboration systems
• Measurement
systems
• Digital Recognition
@rawn #cultureclash 39
40. Rawn Shah
• Social Business Architect
• Ex-Social Business Lead at
a 400K-employee multinational
• Connected Business blog:
http://Blogs.Forbes.com/rawnshah/
• Author:
Social Networking for Business
• rawnshah@gmail.com
• Linkedin.com/in/rawnshah
• facebook.com/rawnshah
• twitter.com/rawn
© Rawn Shah. Some rights reserved @rawn #cultureclash 40
Hinweis der Redaktion
As a concept, we accept the need for Learning, Skills and Expertise quite extensively. We have many approaches to them but the systems to develop, detect, and apply skill and learning have been in place for quite a while.
In software, we have employee records, knowledge and expertise management systems. The recent past has exploded with social expertise management and sharing systems.
We are still struggling with understanding tacit knowledge, compared to the solidity of explicit codifed knowledge,
-- knowledge is growing at a rate faster than can be codified --
but most of us understand and accept that we need such systems for organizations to function.
We continue to develop and evolve our understanding of expertise but it is a recognized and accepted part of the work environment in almost every organization today