I've just finished a very good book, Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results
by Morten T. Hansen.
The book has given me great inputs and powerful tools on how to evaluate and enhance collaboration in JCI London, and also inputs for how we can implement the JCI UK Impact Plan and develop "connected autonomy" in our chambers throughout the UK.
Inspired by the book, I made this collaboration quadrant for how the chambers in the UK are working now, and where we want them to go. I really like the term "Connected Autonomy", coined by Indra Nooyi, CEO of PepsicCo.
The book looks at both bad and good collaboration, opportunities and barriers for collaboration (no - collaboration isn't always right), right into the very organizational culture, analyzing what supports collaboration and what works against it.
How can we collaborate without anyone feeling threatened? How can we avoid that people think their input is not acknowledged, that their contributions are not recognized. Sometimes in teamwork, the individual disappears, the individual value disappears, and that would be of no help to JCI UK. Luckily, Mr. Hansen deals with exactly that (and a million other things, like how to build networks, how to set goals...), and I'm hoping to finish a plan of action for JCI UK this weekend that looks at how we can achieve "Connected autonomy" in our chambers.
No comments:
Post a Comment