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Unleashing the Power Of

Unleashing the Power Of

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Published by kenk99scribd
Describes a strategic planning process.
Describes a strategic planning process.

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Categories:Types, Brochures
Published by: kenk99scribd on Nov 25, 2012
Copyright:Attribution Non-commercial


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Unleashing the Power of the Group Mind with Dispersed Teams
Strategic change gets implemented to the extent that people in theorganization align themselves to the new strategy.
ken ketch jon kennedy
January 2004
collaboration platforms
oday’s business leaders can’t afford tomove on a new idea or action planwithout the creative collaboration of everyone responsible for executing the plan."Change succeeds best when executives takesteps to ensure the buy-in of their whole team."Leaders need new ways to rapidly garner honestfeedback from team members, from interdepen-dent teams, and from suppliers and customers sothey can find out "if the emperor is wearing noclothes," thus avoiding costly mistakes. All of this must be accomplished very quicklywithin narrow time constraints.Challenging in the best of circumstances, these tasks aremuch more difficult to achievewhen teams are geographically-dispersed.To address these challenges, weat GroupMind Solutions havedeveloped a powerful set of online tools and best practicesthat can be used to unite teamsacross distance, time, andculture in a common virtualenvironment. Within thisvirtual workplace, our consult-ing practice and collaborationsoftware help leaders unify teams into acohesive whole by harnessing the power of thegroup’s collective wisdom, or 
 group mind.
Thishidden resource exists within everyorganization, regardless of size, location, or structure. Successful collaboration depends on acompany’s ability to tap the group mind which isa hidden resource that exists within every organ-ization, regardless of size, location, or structure.When we talk about the group mind, we arereferring to the expansive pool of ideas that becomes available when a group of peoplecommingle their ideas, questions, perspectives,knowledge and experience in relation to aspecific goal or issue. The group mindrepresents the sum total of everyone’s positionsand concerns. Accessing the group mind gives people the ability to instantly see everyone’sideas in a contextual framework that supportsspecific results. All suggestions, comments,votes and survey responses are reported equallyand anonymously. Whenstructured to further acompany’s strategic goals, thisrich pool of data forms the basis of meaningful conversa-tions that lead to improvedresults.Through our consulting work with hundreds of companies — from high-tech start-ups to theFortune 500 — we have grownto appreciate the power of thegroup mind. When members of a team are given the opportuni-ty to actively influence thethinking of the group as awhole, they gain a unique sense of belonging.Contributing to the group mind engendersfeelings of trust, empowerment, and inclusion,and creates a context for the expression of innovative ideas. Harnessing the cumulativewisdom that results is pivotal to achievingstrategic alignment and attaining goals, for bothco-located and dispersed teams.
Successful collaborationdepends on a company’sability to tap the groupmind which is a hiddenresource that exists withinevery organization,regardless of size,location, or structure.
Change only sticks when executives takesteps to ensure the buy-in of their whole team.
The Challenge of  Working Virtually 
ecision-making is more complex andalignment harder to achieve when people no longer run into each other inthe hall or work side by side in a conferenceroom. It is easy for team members who live andwork in different locations to become isolatedand cut off from each other and from the shared purpose of the group.We believe dispersed teams need four things toeffectively harness the power of the group mind:
1. a virtual workplace that bridgesdistance, time and culture2.equal access to information3.the opportunity to have rich,qualitative conversations4. an established set of toolsand best practices
1. A Virtual Workplace that BridgesDistance, Time, and Culture
The first thing a dispersed team needs is aversatile, process-oriented workplace in whichthey can work together. Such a workplacerequires three things: access to the Internet, anintegrated toolset that works at every stage of thecollaborative decision-making process, andskilled facilitators who can design the virtualspace and teach people how to use it.It is our belief that the Web is the best place toestablish this kind of flexible, shared work environment. Conference calls, video conferenc-ing, and e-mail can create temporary bridges, butfor an interface to truly eliminate boundaries of distance, time, and culture, it must supportasynchronous work. Companies need acomprehensive, easy-to-use, well-organizedonline environment that puts everyone,regardless of location, time zone or work designation, on the same page.When teams make the leap to Web-basedcollaboration, they gain 24-hour-a-day access toa shared workplace they can reachinstantaneously from anywhere in the world, at atime that is convenient for them. This enablesthem to give input when they have the time andthe ability to focus, yet their responses—and theresponses of all other team members—are heldin a shared environment that is accessible to all.Team members have continuous access to data, project updates, individual accountabilities, andstatements of need—as well as the capacity tocomment on all of the above.When teams have access to this kind of shareddata, in an environment equipped with built-indecision-making tools, it becomes possible for them to do substantive work with people inoffices across the state or on the other side of theworld. Because people can enter the virtualworkspace whenever they want to, a salesmanager in Taiwan, a manufacturer inSingapore, and a sales force based in Germanycan be active, contributing members of adispersed cross-disciplinary team withouthaving to change locations or leave their primarywork responsibilities.

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