Colaborative dalam

Organisasi Berbasis Tim

Indira Ruth Septarini

23407027
 Outline
• Collaboration
• Collaborative Work System
• Types of Collaborative Work System
• Collaborative Organization

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Collaboration

 What is Collaboration ?
 Effective collaboration
 Aspects of collaboration
 Strategies for building collaboration
What Is Collaboration ?

 Collaboration is a structured, recursive process where two

or more people work together toward a common goal—
typically an intellectual endeavor that is creative in nature
—by sharing knowledge, learning and building consensus.
(wikipedia-http://en.wikipedia.org/wiki/Collaboration#cite_note-1)

 The interaction among two or more individuals that can

encompass a variety of actions, such as communication,
information sharing, coordination, cooperation, problem
solving, and negotiation. (http://www.bitpipe.com/tlist/Collaboration.html)

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What Is Collaboration (2)

 Collaboration is exchanging information,

altering activities, sharing resources, and
enhancing the capacity of another
organization, for mutual benefit, and to
achieve a common purpose.
(http://www.archrespite.org/archfs25.htm)

 Collaboration is a joint effort of multiple

individuals or work groups to accomplish a
task or project. (http://whatis.techtarget.com)

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 Tahapan Pertumbuhan Organisasi Greiner

KRISIS ???
KOLABORASI

KRISIS BIROKRASI
KOLABORASI  Muncul team atau
satuan tugas, yang
KOORDINASI
menggabungkan
UKURAN
ORGANISASI
KRISIS
PENGAWASAN
macam-macam
fungsi.
KRISIS
PENDELEGASIAN  ???  karena belum
OTONOMI
diketahui bentuknya
KRISIS
PENGARAHAN – belum ada
organisasi yang
KEPEMIMPINAN

KREATIVITAS mencapai tahap ini

BAYI REMAJA DEWASA

UMUR ORGANISASI

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Review team designs – Work Approach
Leader-directed:
Confederate; team leader manages expectations with each individual
separately

Working Group:
Cooperative; group members need to work together to some degree to
achieve group’s mission; committed to their individual goals

Leader/Member:
Collaborative; team leader and team members work closely to achieve
team’s purpose; entire team is committed to shared goals

Rotating/Shared Leadership:
Collaborative; entire team works closely to achieve team’s purpose;
entire team is committed to team’s shared goals

Self-Directed:
Collaborative; team members are highly committed to and
interdependent upon each other in all aspects

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Effective collaboration
Kenneth Crow - DRM Associates,
Effective
2002 collaboration requires actions on multiple fronts:
 Early involvement and the availability of resources to
effectively collaborate
 A culture that encourages teamwork, cooperation and
collaboration
 Effective teamwork and team member cooperation

 Defined team member responsibilities based on

collaboration
 A defined product development process based on early
sharing of informatin and collaboration
 Collocation or virtual collocation

 Collaboration technology

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 Collaboration is maximally effective
when it results in the creation of a
communal mind, when the whole is
greater than the sum of its parts.

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 Aspects of collaboration
 Resources
 Early involvement requires that adequate resources are
available so that team members have time to effectively
collaborate
 If collaboration is to work, management must provide adequate
resources to support the project.
 Teamwork
 Team members must trust and respect one another
 There must be open communication and a willingness to
accept input from others.
 There are often conflicting goals in product development.
 Therefore decision-making must be based on a collaborative
approach

Kenneth Crow - DRM Associates, 2002

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 Kenneth Crow - DRM Associates, 2002

Competition Collaboration
(I win, you lose) (win-win)
Assertiveness

Compromise
(Sometimes I win,
Sometimes I lose)

Avoidance Accommodation
(I don’t care) (You win, I lose)

Cooperativeness
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 Different approaches to dealing with an issue
are mapped against those two axes
 This represents the basis for a collaborative
approach or the "win-win" approach.
 The key to the win-win approach is to
creatively search for solutions that can
mutually satisfy the needs of the team rather
than focusing on just two competing solutions
that involve trade-off’s or are mutually
exclusive.
Kenneth Crow - DRM Associates, 2002

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 Process
 The process defines what activities are performed
by who, when they are performed, and how they
are performed.
 Defining this process presents the opportunity to
enchance collaboration through:
 Parallel performance of activities which require early
sharing of information and feedback
 Deliverables that require input, review and approval by
other team members
 Early supplier involvement and less formal procedures
that enhance collaboration
Kenneth Crow - DRM Associates, 2002

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 Collocation
 Collocation facilitates communication and
collaboration.
 Physical collocation is the ideal, but virtual
collocation through the use of various
communication mechanisms and collaboration
tools is the next best alternative with disprsed
team members.
Kenneth Crow - DRM Associates, 2002

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Strategies for building collaboration
www.aifs.gov.a.html

Developing Approaches Appreciative

a vision to visioning inquiry

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Developing a vision www.aifs.gov.a.html

 A vision is at the heart of a collaborative

relationship.
 Starts with an agreement to seek and foster
collaboration
 creating something new for all of those concerned
 Asking the questions:
 'Who are we?';
 'What is our collective identity?';
 'What values, experiences and goals do we share?';
 'Where do our individual agendas intersect and create unity
of purpose?

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Approaches to visioning www.aifs.gov.a.html

 Usually starts with a 'SWOT' analysis

 Works through a process that builds on the
strengths and opportunities of the collective group,
minimises the weaknesses and neutralises the
threats to the stakeholders.
 Outcome of this process of mutually working
towards an agreement of 'how' a group can work
together can be documented in the form of
operating principles.
 They can provide a structure and direction, and act
as guidelines for negotiation processes.

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 Appreciative inquiry www.aifs.gov.a.html

 AI is based around four key stages:

 Discovery - What is the best of what exists, and
what gives life to the community or system?
 Dream - What might be; envisioning the results.
 Design - What should be; creating possible
propositions.
 Deliver - Sustaining and strengthening the
system.

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Collaborative Work
System

 Principles of collaborative Work System Series

 Key characteristics of collaboration
 Why focus on improving Collaborative Work System ?
 Improve Collaborative Work System Through Intentional

Effort
Collaborative Work System

 A Collaborative Work System (CWS) is an

organizational unit that occurs any time that
collaboration takes place, whether it is formal
or informal, or occurs intentionally or
unintentionally.
 Focus increases and improves collaborative
capability
media.wiley.com

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CWSs come in many shapes and sizes :
 Group Level

 Team : a group of people who have

interdependent tasks and a shared purpose and
who are held mutually accountable for shared
goals
 Community of practice : an informal group or
network of people who have shared interests,
stories, and a common language, but are not
necessarily held mutually accountable (for
example, a group of engineers sharing learnings
informally)
media.wiley.com

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 Organization Level
 Team-based organization : Teams are the unit
of work, managers are in teams, and the
organization is designed to support teams
 Collaborative organization : Both formal and
informal collaboration is supported, teams are
used where needed, and the organization is
designed to support collaboration.

media.wiley.com

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 The goal of intentional focus on CWSs is
individuals and groups effectively working
together to achieve strategic goals.
 Collaboration occurs naturally, but
organizations tend to create barriers.
 Knocking down functional barriers and
allowing workers to talk directly to relevant
parties and make their own decisions (when
possible) enhances natural collaborative
processes and results in better and faster
decisions media.wiley.com

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Principles of Collaborative Work System Series

Collaboration depends on knowledge sharing,

organization and a corporate goal, and it needs
motivational leaders. (CRM Change Management — Creating
Organizational Collaboration by Jennifer Kirkby, 2002)

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Principles of Collaborative Work System Series (2)

 Strategic focus
 activities aligned with our vision, mission, business objectives
 Working relationships
 establishing effective communication and partnerships
 Respect
 for diversity and equal opportunities for employees and stakeholders
 Ethical business conduct
 honesty, integrity, justice, transparency, confidentiality
 Organisational culture
 team work, fostering trust, respect, knowledge creation and sharing

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Principles of Collaborative Work System Series
(3) media.wiley.com

 Focus collaboration on achieving

business result
 Treat collaboration as a disciplined
process
 Design and promote flexible
organizations that foster needed
collaboration

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Key characteristics of collaboration

Key characteristics of effective collaborative practices at

a company, team and individual level include:

 shared leadership
 common goals
 shared process and framework
 shared decision making
 mutual responsibility
 change resilience
 network intelligence
 flexibility and responsiveness
 open communication
 diversity in thinking

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Why focus on improving Collaborative Work System (CWS)?

Some reasons for focusing on CWSs are :

 To create a competitive advantage.
 Organizations have to work collaboratively, and
do it well, to succeed in today’s environment.
 To create a context for team success.
 Teams and other collaborative structures have a
much better chance of success if the organization
is designed to support collaboration.
media.wiley.com

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Why focus on improving Collaborative Work System (CWS)? (2)

 To promote lateral integration and alignment.

 Focusing on CWSs means improving not only
collaboration within groups, but between groups.

 To better connect to your environment.

 Continual links to the environment create
awareness of the need to change to survive and
thrive.

media.wiley.com

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Why focus on improving Collaborative Work System (CWS)?
(3)

 To increase flexibility.
 The ability to collaborate provides flexibility to
meet the needs of the environment (including
customers), which improves the success and
longevity of the organization.

media.wiley.com

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Improve Collaborative Work System
Through Intentional Effort
 The optimal collaborative work system occurs when
group members are provided access to information,
knowledge, and resources that allow them to
participate in the design of unit-level methods for
accomplishing the work
 All individuals and groups that experience the
process of developing collaborative practices and
who are supported by collaborative work systems
share in personal and organizational learning that
leads to higher levels of personal and organizational
maturity.
media.wiley.com

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Types of Collaborative
Work Systems
Formal and Informal Organization Types
Visual Representations of Organization Types

Descriptions of Organization Types

Design Criteria for Organizational Types

Types of Collaborative Work Systems
media.wiley.com

Temporary or Permanent Teams

Formal Single or Multifunction Teams

Collaboration
Practices Co-located or Distributed Teams

Cross-functional or Function-specific Teams

organization types
as a function

Communities of Practice
Informal
Collaboration Learning Communities
Practices
The “water cooler”

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Formal and Informal Organization Types

media.wiley.com

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Visual Representations of Organization Types

media.wiley.com

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Traditional Bureaucracy
 No teams at any level
 Norms, rules, and procedures inhibit
informal collaboration (for example,
discussing problems over the water
cooler is seen as wasting time and is
punishable by the rules)
 Focus of systems (for example,
rewards and compensation,
performance management) is on the
individual
 Individuals are usually organized in
functions (for example, engineering,
production)
 High level of hierarchy in reporting
structure media.wiley.com

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 Organization Using Teams
 Some teams used, but only at
the worker level
 Norms, rules, and procedures
inhibit informal collaboration
 Focus of systems is on the
individual
 Individuals are usually organized
in functions
 Medium to high level of
hierarchy in reporting structure
media.wiley.com

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Spontaneous Cooperation
 Few to no teams used at any level
 Norms,rules,and procedures
support informal collaboration (for
example, a norm that individuals
consult with each other when they
need help)
 Focus of systems is on the
individual
 Individuals are usually organized
in functions
 Medium to low level of hierarchy
in reporting structure
media.wiley.com

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 Team-Based Organization
 A variety of team types are used
as the basic units of accountability
and work; workers and managers
are organized in teams
 Norms, rules, and procedures do
not actively support informal
collaboration
 Focus of systems is on individual,
team, and organization
 Teams are usually organized
around processes, products,
services, or customers
 Low level of hierarchy in reporting
structure media.wiley.com

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 Collaborative Organization
 A variety of team types are used as the basic
units of accountability and work; workers are
organized in teams; managers may or may not
be organized in teams
 Norms, rules, and procedures actively support
informal collaboration (for example,common
spaces like lounges are created and
employees are encouraged to meet there to
discuss issues)
 Focus of systems is on individual, team, and
organization
 Teams and individuals are usually organized
around processes, products, services,or
customers
 Low level of hierarchy in reporting structure
media.wiley.com

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 media.wiley.com

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COLLABORATIVE
ORGANIZATION

Collaborative Competencies
Collaborative Capacity
Collaborative Culture
Collaborative Capital
 media.wiley.com

Why do we need the collaborative

organization ?

Because the collaborative organization

capitalizes on the abilities of the members of
the organization more effectively and
leverages the synergies that occur in
networks of people.

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 Collaborative organizations are characterized by
intentional efforts to create structures, cultures,
forums, and practices that reinforce collaboration.

 One such example of a collaborative organization

is a team-based organization (TBO),
 team of interdependent contributors is the basic

unit of work and a series of hierarchical teams

reaccomplishes the lateral coordination
necessary to integrate the work of their teams
and the rest of the organization acts as support.
media.wiley.com

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Collaborative Competencies
 Organizations can be partitioned :
 horizontal and vertical linkage
 inside and outside the organization
 within and across disciplines
 between people.

 The goal of the collaborative organization

 remove inappropriate barriers among these
groups and individuals and to create opportunities
to work seamlessly
media.wiley.com

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  Collaborative organization needs
 Knowledge
 skills
 attitudes
 culture

support systems

 Effective collaboration in work situations

represents a way of achieving competitive
advantage in the marketplace.

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 Collaborative organization produces

 People collaborate more seamlessly, that is, fewer hiccups

occur;
 People adapt more quickly to changes in products and services
changes in customer requirements, changes in work processes,
and changes in the competitive environment;
 Nonproductive competition between people and systems drops
off and is replaced by a preference for cooperation;
 The team becomes the more common unit of responsibility;
 Ideas and information are not dropped into the chasms
between silos; and
 The organization functions as a more intelligent system
because information and knowledge are shared more quickly
and completely.
media.wiley.com

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Collaborative Capacity
 Collaborative practices apply to multiple
levels of the organization:
 Vision or Mission Level
 Business Level
 Organizational Level
 Interrelationships between level in the
organizational chart

 Collaborative capability is built at each of

these levels.
media.wiley.com

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Well-designed and supported teams provide:
 A useful mix of expertise,

 An opportunity to increase commitment

through involving employees in decision

making,
 Leveraging of resources through identification

of interdependencies,
 Pooled energy through commitment to the

team or common purpose, and

 Possible synergies in decision making.

media.wiley.com
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The TBO is characterized by:
 Teams as the basic unit of work and

accountability,
 Teams leading teams,

 A variety of team types (temporary versus

permanent, production versus research, and

so forth),
 Alignment of support systems with team

needs, and
 A culture promoting collaboration and

accountability.
media.wiley.com

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 The collaborative organization does not
require formal teams or a TBO, but
collaborative potential is often enhanced by
the use of those structural devices.
 Teamwork is possible without work teams.
 High levels of collaboration are possible
because of the sense of community,
enjoyment at work, continuous learning, and
the creation of a sense of meaning on a daily
basis (Kets De Vries & Balazs, 1999).

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 As collaborative capacity increases, its value
as a source of competitive advantage
increases.

 Competitive advantage lies in the facets of an

organization that are not easily replicated.

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 The talent of a single individual can be hired
away.

 But the collaborative network of relationships

within an organization or across its
boundaries with customers, suppliers, and
partners cannot be bought, copied, or stolen;
it must be created from scratch in competing
organizations.

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The Collaborative Organization
 The collaborative organization is designed for
 Effective coordination,
 Shared decision making
 Decision implementation.

 The emphasis is on a collaborative approach,

because that provides an opportunity to utilize
multiple perspectives and generate synergies
and commitment.

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 Three levels of collaborative work
systems:
 Work teams,

 Team-based organizations

 The collaborative organization.

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Comparison of Three Levels of Collaborative Work Systems

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Each design advocates changes intended in order to

1. Increase employee ownership of, and involvement in,

the organization and the accomplishment of its goals;
2. Make decision-making processes more public and
more disciplined;
3. Decrease the influence of position power and increase
the influence of expertise in decision making;
4. Increase the organization’s capacity to identify and
respond to relevant changes in its environment;
5. Promote learning and the sharing of learning across
the organization; and
6. Increase both the ability and propensity of members to
collaborate within and across levels of the
organization.
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 The concept of collaborative organizations
represents
an attempt to create a context and culture that
embodies the values and behaviors common to
the other two, but that recognizes the dynamic
nature of today’s environment and the need for
collaboration in multiple arenas.

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 Collaborative Culture
 The term that summarizes all of the informal aspects
of the organization is culture.
 Nested cultures are
subcultures within a larger cultural system, such as teams
where members have agreed to do things in a ways that
are not in alignment with the organizational patterns around
them.
 Cross cultures are
those that link people across boundaries, such as the
loyalty engineers and other professionals feel for their
profession and the bonds it creates within and outside the
organization

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 Culture is based on risk taking, personal
responsibility, trust, and collaboration.
 There are no formal teams, but teaming
occurs as appropriate.
 For example, core groups ranging from three
to eighteen members work across the
boundaries of disciplines, plants, and
countries (Pacanowsky, 1995).

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 The facets of culture determine both the
nature and the style of the organizational
routines that drive the effectiveness of
communication, cooperation, and
collaboration within an organization
(Delpizzo (1999)

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A collaborative culture includes:
 Trust and respect in everyday interactions;
 Egalitarian attitudes among members at all ranks;
 Power based on expertise and accountability;
 Shared leadership where all members take initiative;
 Valuing of diverse perspectives;
 Commitment to the success of other members, rather
than just one’s own;
 Valuing of truth and truth telling;
 Commitment to continuous improvement of the whole
organization;
 Active learning; and
 Personal responsibility.

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Collaborative Capital

 collaborative capital (CC)

process and relationship system representing a key
asset of the organization.

 Collaborative Capital y Intellectual capital (IC)

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 Intellectual capital represents one key
capability of the organization

ability to
produce capture, produce
Intelectual
Ability and synthesize Knowledge some product or
Capital
information service

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 The foundation level of collaborative
capital consists of the ability to collaborate at
the lowest level of peers within the
organization and simultaneously have that
group collaborate with the highest level
members.

 Collaborative capital includes both the

process of collaboration and the relationships
to make that collaboration work

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Simply way,
 IC represents what we know and how well

we use it;

 CC represents who we know and how well

we work together;

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QualitativeBenefits of
Collaboration Organization
 One of the greatest benefits of the collaborative
organization is the generation of greater
commitment among members.

 Members take greater personal ownership for their

work
 They self-initiate to solve problems, improve
processes, and work with customers to ensure that
their needs are met.

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 They focus on helping people develop those skills they
are interested in and those that will benefit the
organization

 The collaborative organization creates flatter, more

flexible organizations
 With fewer layers, communication with the top levels

improves
 Members of the collaborative organization have

better access to senior leaders

 Everyone is pulling in the same direction and

understands what is going on

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Benefits Reported by Collaborative
Organizations
 Monsanto using self-directed work teams
 50 percent productivity increase over a five-year
period (Chemical Processing, 1990).

 Shenandoah Life Insurance

 50 percent more applications with 10 percent
fewer people (Hoerr, Polluck, & Whitestone,
1986).

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 Celestica, a $3 billion chip manufacturer,
 100 percent productivity increase, thereby leading to

an increase in manufacturing capacity without

additional labor or equipment.
 The manufacturing cycle time was reduced eight-fold,

and quality (defects/unit) improved by a factor of two

(Dyck & Halpern, 1999).
 Pratt and Whitney
 The gain-sharing plan generated a first-year payout of

$1,633 per employee.

 Overall operating costs fell 20 percent.

 Defect rates dropped 30 percent.

 Athree-tier pay-for-skills system enabled the CWS to

be automatic, conscious, and creative (Wall Street

Journal, 1996). 71
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Referensi
 media.wiley.com
 en.wikipedia.org
 www.bitpipe.com
 www.archrespite.org
 Whatis.techtarget.com
 Kenneth Crow – DRM Associates
 www.aifs.gov.a.html
 CRM Change Management – creating collaborstion
 Education.au.limited

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TERIMA KASIH
God Bless Us  