Leadership in a Wiki World: Leveraging Collective Knowledge To Make the Leap To Extraordinary Performance by Collins Rod

Author:Collins, Rod [Неизвестный]
Language: eng
Format: epub
Publisher: Dog Ear Publishing
Published: 2011-05-03T21:00:00+00:00

After presentations, clarifying questions only.

Small group exercises are always focused on clear and specific deliverables.

Conclusions and agreements about the group’s ideas rest with the group – period.

The executive facilitator following the cardinal rules creates a safe environment that promotes real listening, that keeps the group focused on what it defines as the most important things, and that assures that the group reaches its own consensus on important ideas.

Collective learning processes, such as Work-Outs and Work-Thrus, show that facilitated learning is essential for executives who are serious about managing at the pace of change. The breakthrough concept behind Work-Thrus is the development of the role of the executive facilitator. The idea that executives serve as facilitators who do not express their own opinions and who do not exert influence toward specific outcomes flies in the face of the assumptions of command-and-control management. In traditional meetings, where idea generation tends to be intertwined with decision-making, executives are expected to have strong opinions, to exert influence over outcomes, and to take charge. In Work-Thrus, idea generation is separated from decision-making. In fact, Work-Thru participants generally are not responsible for decision-making. In Blue Cross Blue Shield FEP, the senior executives and the board continued to be responsible for corporate decisions, which was something that was made clear at the start of a Work-Thru session.

Collective learning processes enable a company to focus on generating the best ideas possible in a short period of time by providing quick access to the full collective knowledge of both the managers and the workers. The discoveries and the breakthrough thinking that emerge from well facilitated learning processes provide optimal input for executive decision-making. When better ideas from the collective wisdom of knowledge workers drive better decisions by executives, the result is the foundation for a powerful shared understanding throughout the organization as workers clearly see their input reflected in management decisions.

The arrival of the Digital Age, along with its emerging network mindset, is bringing about a complete transformation of the practice of management as new assumptions about work, new relationships between executives and workers, and new management responsibilities change the work we do and the way we work. The primary responsibilities of managers are no longer planning, organizing, directing, coordinating, and controlling. Those command-and-control activities structured around order and authority worked in the relatively stabile context of mass production. In the Digital Age, the context is now mass collaboration and the market requirement for companies is knowledge and speed. The new work of wiki-management organizations and the new responsibilities of managers today are: customer values, collective learning, shared understanding, focused measurement, and collaborative community. Work-Thrus are designed to support these new responsibilities.

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