Interpersonal collaboration & organization

In the last blog, we discussed about the phase of coordination understanding the characteristics of the evolutionary scenario there in and the following revolution. In today's blog, we look at what the revolutionary phase leads to and what would characterize the evolutionary stage there in.

Phase 5: Collaboration

The red tape crisis of the earlier coordination phase begins to slowly open up into a more inter-personal collaboration phase. The phase generally composes of temporary teams that work on projects with spontaneity. Social control and self-discipline replace the formal control mechanisms of the earlier phase. 

All is not rosy at this stage; the transition would be extremely difficult for those experts who created the old systems as well as for those line managers who relied on formal methods for answers. The characteristics of this phase include:

• The focus is on solving problems quickly through team action
• Teams are combined across functions for task-group activity
• Headquarters staff experts are reduced in number, reassigned and combined in interdisciplinary teams to consult with, not to direct, field units.
• A matrix-types structure is frequently used to assemble the right teams for the appropriate problems
• Previous formal systems are simplified and combined into single multipurpose systems
• Conferences for key managers are held frequently to focus on major problem issues
• Educational programs are initiated to train managers in behavioral skills for achieving better team and conflict resolution
• Real-time information systems are integrated into daily decision making
• Economic rewards are geared more to team performance than to individual achievement
• Experiments in new practices are encouraged throughout the organization

The possible revolution that follows this evolutionary phase hasn’t been well documented so, we wouldn’t really discuss about these at the moment.