I've been developing a mindmap to help understand the lay of the land. This mindmap is aiming to identify three things:
- ASQ certifications and body of knowledges
- Relevant external professional associations
- Identify the relevant standards (ISO, etc)
Posted by Jeremiah Genest on Aug 11, 2019 2:13 pm
Posted by Jeremiah Genest on Sep 1, 2019 9:38 pm
Posted by Jeremiah Genest on Sep 8, 2019 10:48 am
Been thinking of collaboration as a core part of the body of knowledge, so I have been pulling together a list of issues. Please add additional ones and/or resources in the comments.
|Increasing collaborative modes of working, specifically more:
Matrix structures (Cross et al. 2013, 2016; Cross and Gray 2013)
(Distributed) Teamwork (Cross et al. 2015)
(Multi-) Project work (Zika-Viktorsson et al. 2006) and multiple team membership (O`Leary et al. 2011)
Interruptions, which are ‘normal’ or even as a necessary part of knowledge workers’ workday (Wajcman and Rose 2011)
Collaboration, which is seen as an end (Breu et al. 2005; Dewar et al. 2009; Gardner 2017; Randle 2017)
|Collaborative work is highly demanding (Barley et al. 2011; Dewar et al. 2009; Eppler and Mengis 2004)
Perils of multitasking (Atchley 2010; Ophir et al. 2009; Turkle 2015)
Too many structurally unproductive and inefficient teams (Duhigg 2016)
Lack of accountability for meeting and conference call time (Fried 2016)
Overall, lack of structural protection of employee’s productive time (Fried 2016)
|Impacts of collaborative technology
Growing share of social technologies in the workplace (Bughin et al. 2017)
‘Always on’ mentality, cycle of responsiveness (Perlow 2012)
Platforms are designed to prime and nudge users to spend more time using them (Stewart 2017)
|Unclear organizational expectations how to use collaborative technology and limited individual knowledge (Griffith 2014; Maruping and Magni 2015)
Technology exacerbates organizational issues (Mankins 2017)
Inability to ‘turn off’ (Perlow 2012)
Technology creates more complexity than productivity gains (Stephens et al. 2017)
Increasing complex media repertoires: highly differentiated, vanishing common denominator (Greene 2017; Mankins 2017)
Social technology specific Increased visibility (Treem and Leonardi 2013) and thus the ability to monitor behaviour Impression management and frustration (Farzan et al. 2008)
Overall, overload scenarios and fragmentation of work (Cross et al. 2015; Wajcman and Rose 2011)
|Increasing ratio of collaborative activities for managers (Mankins and Garton 2017; Mintzberg 1990) and employees (CEB 2013; Cross and Gray 2013)
Workdays are primarily characterized by communication and collaboration.
|Managers at intersections of matrix structures get overloaded (Feintzeig 2016; Mankins and Garton 2017)
Limited knowledge how to shape collaboration on the managerial level (Cross and Gray 2013; Maruping and Magni 2015)
Experts and structurally exposed individuals (e.g. boundary spanners) easily get overburdened with requests (Cross et al. 2016; Cross and Gray 2013).
Behavioral traits (‘givers’) may push employees close burn-outs (Grant 2013; Grant and Rebele 2017)
Diminishing ‘perceived control’ over one’s own schedule (Cross and Gray 2013)
Overall, managers and employees do not have enough uninterrupted time (Cross et al. 2016; Mankins and Garton 2017)
Posted by Jeremiah Genest on Sep 29, 2019 2:10 pm
Disciplines can be modeled as a system comprising an “activity scope” that is enabled by a “knowledge base” but conditioned by a “guidance framework”.
Posted by Jacqueline Jolly on Nov 8, 2019 3:09 pm
Posted by Jeremiah Genest on Feb 9, 2020 10:58 am
With regards to strategic planning, I definitely think we have room to reference a methodology like Hoshin. Our Director of Practice Support was sharing the IT organization's 3-year plan with me over lunch a couple of days ago, and my general thought was that it was an aggressive but achievable plan that will lay a rock-solid foundation for executing on the firm's overall 5-year strategic plan if executed well. That led me to ask him how well the front line people in the IT organization (both core IT and practice support) understood how their day-to-day linked back to the 3-year plan and to the firm's overall strategic initiatives, goals, mission, and vision. The staff are all very good at the technical aspects of their jobs, but do they have enough context to make it more than just a paycheck? He was refreshingly honest; they don't because those conversations are not had. When front-line workers have a better understanding of these linkages, teams are more engaged and collaborative and have the psychological safety needed to speak up when something isn't working; without this level of engagement, execution of the 3-year plan (and therefore the firm's 5-year plan) won't be nearly as successful as it could be.
The Senior Manager of Marketing and Business Development asked me to give a short talk on transformational change to her team... To boost team and workplace excellence, the manager asked me to introduce her team to a very high-level, somewhat squishy concept. I thought it was important to also apply some historical industry context so they could better understand the "what" and the "why." I don't know how, where, or even if this fits within our BoK, but I want to throw it out there as something to think about.I love the idea of building resiliency. I'd love to see a seperate thread on this! Love for you to start and shar eyour thoughts.
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