Collaborative Workplace Option

This short book is a guide for parties who want to explore, develop or strengthen a more cooperative model of workplace relations. The focus is on the unionized workplace but the insights are relevant to all workplaces where stakeholders want to engage for mutual gain. It is written principally for an Australian audience, but the principles are universal.

This short book is a guide for parties who want to explore, develop or strengthen a more cooperative model of workplace relations. The focus is on the unionized workplace but the insights are relevant to all workplaces where stakeholders want to engage for mutual gain. It is written principally for an Australian audience, but the principles are universal.

Foundations -- Fight-flight-freeze (the stress response) -- Universal human needs -- Feelings -- Faux feelings -- The self-connection process (SCP) -- Applying the foundations to conversation -- Listening and being listened to -- Making requests -- Preparing for a difficult conversation -- Practicing difficult conversations -- Debriefing for resilience -- Further collaboration applications -- Interrupting -- The need behind the no -- Giving (and receiving) feedback -- Expressing appreciation -- Flight simulator practice guidelines for dyad practice -- Notes -- Index -- The four-part nonviolent communication process -- Some basic feelings we all have -- About nonviolent communication -- About PuddleDancer Press -- About the center for nonviolent communication -- Puddledancer Press trade books and booklets -- About the author

Named the Best Management Book of 2021 by strategy+business Named one of "this month's top titles" in the Financial Times in September 2021 Named to the longlist for the 2021 Outstanding Works of Literature (OWL) Award in the Management & Culture category A plan for conquering collaborative overload to drive performance and innovation, reduce burnout, and enhance well-being. Most organizations have created always-on work contexts that are burning people out and hurting performance rather than delivering productivity, innovation and engagement. Collaborative work consumes 85% of employees' time and is drifting earlier into the morning, later into the night, and deeper into the weekend. The dilemma is that we all need to collaborate more to create effective organizations and vibrant careers for ourselves. But conventional wisdom on teamwork and collaboration has created too much of the wrong kind of collaboration, which hurts our performance, health and overall well-being. In Beyond Collaboration Overload, Babson professor Rob Cross solves this paradox by showing how top performers who thrive at work collaborate in a more purposeful way that makes them 18-24% more efficient than their peers. Good collaborators are distinguished by the efficiency and intentionality of their collaboration—not the size of their network or the length of their workday. Through landmark research with more than 300 organizations, in-depth stories, and tools, Beyond Collaboration Overload will coach you to reclaim close to a day a week when you: Identify and challenge beliefs that lead you to collaborate too quickly Impose structure in your work to prevent unproductive collaboration Alter behaviors to create more efficient collaboration It then outlines how successful people invest this reclaimed time to: Cultivate a broad network—not a big one—for innovation and scale Energize others—a strong predictor of high performance Connect with others to reduce micro-stressors and enhance physical and mental well-being Cross' framework provides relief from the definitive problem of our age—dysfunctional collaboration at the expense of our performance, health and overall well-being.

Drawing on knowledge from process improvement, organisation theory, human resource management, change management, occupational health and safety, and other fields, the book is a practical, easy-to-read guide to problem solving. Illustrated with a series of short case studies, this book provides an integrated approach to problem solving in the workplace. Collaborative Problem Solving walks through the steps in the problem solving process, introducing dozens of tools, techniques, and concepts to use throughout. Chris J. Shannon describes the behaviours to practice which are most conducive to creating a positive problem solving culture based on curiosity, collaboration, and evidence-based thinking. This book explains why successful problem solving is a collaborative process and provides tools and techniques for responding to other people’s behaviour when designing and implementing solutions. Offering practical advice on problem solving in an easy-to-understand way, this book is aimed at people working in office environments, service industries, and knowledge organisations, enabling them to feel confident in applying the knowledge from the book in their own workplace.

This book is an edited volume of case studies exploring the uptake and use of computer supported collaborative learning in work settings. This book fills a significant gap in the literature. A number of existing works provide empirical research on collaborative work practices (Lave & Wenger, 1987; Davenport, 2005), the sharing of information at work (Brown & Duguid, 2000), and the development of communities of practice in workplace settings (Wenger, 1998). Others examine the munificent variation of information and communication technology use in the work place, including studies of informal social networks, formal information distribution and other socio-technical combinations found in work settings (Gibson & Cohen, 2003). Another significant thread of prior work is focused on computer supported collaborative learning, much of it investigating the application of computer support for learning in the context of traditional educational institutions, like public schools, private schools, colleges and tutoring organizations. Exciting new theories of how knowledge is constructed by groups (Stahl, 2006), how teachers contribute to collaborative learning (reference to another book in the series) and the application of socio-technical scripts for learning is explicated in book length works on CSCL. Book length empirical work on CSCW is widespread, and CSCL book length works are beginning to emerge with greater frequency. We distinguish CSCL at Work from prior books written under the aegis of training and development, or human resources more broadly. The book aims to fill a void between existing works in CSCW and CSCL, and will open with a chapter characterizing the emerging application of collaborative learning theories and practices to workplace learning. CSCL and CSCW research each make distinct and important contributions to the construction of collaborative workplace learning.

Bachelor Thesis from the year 2018 in the subject Business economics - Personnel and Organisation, University of Santo Tomas (College of Commerce and Business Administration), course: Human Resource Development Management, language: English, abstract: The Coworking space phenomenon is rapidly growing across the countries of North America, Europe, and Asia. Owing to its functional work environment, it offers coworkers a collaborative atmosphere that makes them more involved at work. The research study aims to describe the causal relationship of workplace design to perceived work performance and to employee engagement and collaborative capability as mediating variables through the use of Structural Equation Modeling (SEM). A total of 350 coworkers aged 18-60 years old, from 27 different coworking spaces in Metro Manila, Philippines participated in the study. The findings of this research revealed that workplace design has no direct effect on perceived work performance; hence, perceived work performance improves when coworkers are more engaged and have better collaborative capability. Nonetheless, the rest of the hypothesized premises were affirmed in the result of this study. This paper can help the HR managers and the business centers to create a more flexible and constructive workplace setting for their employees. Further, the results can be used as a basis for the fundamental shift of the traditional workspace into a new creative workplace.

Tools To Create A Workplace You Love Imagine, for a moment, a workplace where you and your co-workers: * Share a clear and common purpose. * Conduct open and respectful conversations. * Easily build commitment to new ideas and approaches. * Use simple tools to guide decisions, actions, and accountability. * Find opportunities to innovate, learn and grow. * Have complete trust and confidence in one another. This workplace does exist―a workplace where people think differently and achieve their goals, crush the competition, turn customers into enthusiastic fans, and love going to work every day. It's called a Collaborative Workplace and it starts inside this book. Follow the story of an almost fictitious finance grad as he experiences four different workplaces. You are likely to find your own workplace among them. Then, get the Breakthrough Tools you need to make the shift to a Collaborative Workplace wherever you are and regardless of your job title. Creating a Collaboration Breakthrough is not only doable, it is essential in today's highly chaotic, competitive, uncertain, and ever changing business landscape. The only question is: Do you have the courage to make it happen?