Collaborative work is often seen – rightly in our view – as an effective way of working that can help companies achieve their strategic goals, improve productivity and strengthen their culture. However, there are some types of organizations for which the collaborative mode is not a suitable model. It may fit some corporate structures better than others.
Organizations poorly adapted to collaborative work
Companies with a rigid and pyramidal hierarchical structure may have difficulties in adopting collaborative work because they are often characterized by a strong centralization of decisions and work processes. In these companies, it can be difficult to promote a collaborative work culture because employees receive instructions from their managers and work independently in silos rather than collaboratively.
The change to a more collaborative mode is not necessarily desired by management, who see the risk of a loss of control and a dispersion of energy. When these structures open up to the collaborative mode, it is not so much the mastery of the tools as the culture shock and the mentalities that must be taken into account. It is necessary to take the time to make all teams aware of the benefits of collaborative work and to train them in the new work methods. It is also essential to change the corporate culture to encourage participation and innovation by all. Managers must also be willing to accept changes in processes and roles to foster collaboration. Culture change will not happen overnight, and will often require effort over an extended period of time to be successful.
Organizations with a culture of internal competition may also have difficulty adopting collaborative work because employees there may be more inclined to protect their own ideas and work rather than share it with others. A culture of secrecy and concealment can lead to conflict and a lack of effective communication, as teams are more concerned with their own success rather than the success of the company as a whole. It can also hinder effective collaboration because no one is willing or encouraged to share ideas and work with others to achieve common goals.
Changing the corporate culture to move towards a more collaborative mode?
To remedy this, managers will have to change a culture that implicitly comes from them. Training programs exist and can be easily implemented to promote teamwork and the benefits of collaborative work. Next, review the key processes to determine the steps where teamwork will take precedence over individual work, measure progress, and move forward in iterations to review the entire enterprise system. Managers can also accompany this approach with an overhaul of the performance evaluation system to highlight the results of a collaborative approach in order to encourage the most recalcitrant to take the plunge.
However, culture change does not happen overnight. This is probably what takes the longest to change in an organization. This often requires effort over an extended period of time to be successful. Managers must be willing to invest time and money in coaching to create an effective collaborative work culture. They must also be willing to accept changes in processes and roles to foster collaboration and also willing to spend time monitoring progress and adjusting accordingly to ensure that teams continue to work together effectively.
The ideal structures for a collaborative work mode
On the other hand, companies with a flat structure and a team-oriented culture can adapt more easily to collaborative work. Employees are generally more willing to share ideas and work together to achieve common company goals. They may also feel more involved in decision-making processes and be more satisfied with their work. Managers can also benefit from a collaborative work culture by having better visibility into team performance and being able to make more informed decisions.
How to promote collaborative work in an organization?
It is therefore important to consider the company’s culture and existing structures before implementing a collaborative work mode. A culture of internal competition or a rigid hierarchical structure can make it difficult to adopt a collaborative work style. Managers must therefore be aware of these factors and be prepared to take them into account when making changes to the organization of work.
To foster a culture of collaborative work, managers must also be willing to invest in training and team development. This can include training on communication and collaboration skills, as well as mentoring programs to help them adapt to new ways of working.
Managers must also be willing to accept changes in processes and roles to foster collaboration. This may include revising decision-making processes to allow for greater employee participation, as well as revising roles to encourage team decision-making.
Finally, managers will have to set an example and be the first to accept to change their habits in favor of a more collaborative way of working. This change, which will involve his collaborators more, will be a mark of confidence for all those with whom he works.
