Organizational Intelligence is key to workplace collaboration
Harvard Professor, David Perkins, in his latest book, King Arthur's Round Table, discusses the importance of "organisational Intelligence" and how its absence leads to coblaboration rather than collaboration.
Professor Perkins defines "organizational intelligence" as "how well people put their heads together in a group, team, organization, or community".
When he talks about "developmental leaders", who he contrasts with "authoritarian leaders", Perkins means leaders, often not the most senior in the organisation, "who show through their conduct what it is to think and work well with others, and who guide and coach others informally in patterns of collaboration."
Perkins coined the term "coblaboration" out of exasperation and suggests three defining characteristics:
- a chaotic pattern of conversation that does not advance much
- huge time wasted on minor issues
- groupthink (i.e., when people agree too easily and thoughtlessly on something)
Perkin's suggested cures to 'coblaboration' include good facilitation skills and reserving group conversations for the right situations.
Bioteams Books Reviews
I have been thinking a lot about what happens when a leader gets under severe pressure, usually because things are not going according to plan. It seems to me this is the very essence of real leadership and where leaders can really justify their salaries. BUT according to Professor Dietrich Dorner, in his excellent book The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations, there are two very tempting but ultimately disastrous tangents a leader can pursue in a crisis instead of addressing the real issues.