Working Together Apart

Increasingly, teams are working together when they are not in the same location, even though there are many challenges to doing so successfully. Here we review the latest insights into these matters, guided by a framework that we have developed during two decades of research on this topic. This framework organizes a series of factors that we have found to differentiate between successful and unsuccessful distributed collaborations. We then review the kinds of technology options that are available today, focusing more on types of technologies rather than specific instances. We describe a database of geographically distributed projects we have studied and introduce the Collaboration Success Wizard, an online tool for assessing past, present, or planned distributed collaborations. We close with a set of recommendations for individuals, managers, and those higher in the organizations who wish to support distance work.

Increasingly, teams are working together when they are not in the same location, even though there are many challenges to doing so successfully. Here we review the latest insights into these matters, guided by a framework that we have developed during two decades of research on this topic. This framework organizes a series of factors that we have found to differentiate between successful and unsuccessful distributed collaborations. We then review the kinds of technology options that are available today, focusing more on types of technologies rather than specific instances. We describe a database of geographically distributed projects we have studied and introduce the Collaboration Success Wizard, an online tool for assessing past, present, or planned distributed collaborations. We close with a set of recommendations for individuals, managers, and those higher in the organizations who wish to support distance work.

Written by leading social psychologists with expertise in leadership, health and emergency behaviour – who have also played an important role in advising governments on COVID-19 – this book provides a broad but integrated analysis of the psychology of COVID-19 It explores the response to COVID-19 through the lens of social identity theory, drawing from insights provided by four decades of research. Starting from the premise that an effective response to the pandemic depends upon people coming together and supporting each other as members of a common community, the book helps us to understand emerging processes related to social (dis)connectedness, collective behaviour and the societal effects of COVID-19. In this it shows how psychological theory can help us better understand, and respond to, the events shaping the world in 2020. Considering key topics such as: LeadershipCommunicationRisk perceptionSocial isolationMental healthInequalityMisinformationPrejudice and racismBehaviour changeSocial Disorder This book offers the foundation on which future analysis, intervention and policy can be built. We are proud to support the research into Covid-19 and are delighted to offer the finalised eBook for free. All Royalties from this book will be donated to charity.

Can you have a meaningful, well-paid career without a daily commute to a physical office, and without burning out? Can your team or organization work well together and maintain team culture, even when physically apart? Can your organization's "work from home" policy be a competitive advantage--improving organizational resilience while also addressing important social, diversity, urban planning and environmental issues? If you find yourself asking questions like these, this book is for you. This updated second edition features best practices from over 28 years working in, leading, and coaching globally distributed organizations--as well as lessons learned helping organizations quickly shift to fully distributed during COVID-19 office closures. Each short easy-to-read chapter has practical takeaways on what did--and did not--work from my own hard-learned lessons, along with a wide range of interviews with company founders, hedge fund managers, government agency leaders, software developers, accountants, political organizers, recruiters, military personnel, executive assistants and medical technicians.

In the context of the 'cross-cutting' policy ambitions of the current Labour government, Working together or pulling apart? examines the contribution of the NHS to the multi-agency and inter-professional child protection process. Applying the insights of policy network and inter-organisational analysis, the text: provides detailed information on the current role played by a range of health professionals within child protection; investigates the nature and operation of the central policy community and local provider networks; considers the tensions arising from differences of professional power and knowledge, organisational cultures and agendas, and governance and regulation; examines the impact of wider socio-political changes on the operation of the child protection process, at both central and local levels. Working together or pulling apart? will be essential reading for all those working in child protection, at both strategic and frontline levels, within the NHS and other agencies. In addition, it will be of interest to staff and students on undergraduate or postgraduate courses in health, social work, public and social policy.

Award-winning entrepreneur and journalist Shane Snow reveals the counterintuitive reasons why so many partnerships and groups break down--and why some break through. The best teams are more than the sum of their parts, but why does collaboration so often fail to fulfill this promise? In Dream Teams, Snow takes us on an adventure through history, neuroscience, psychology, and business, exploring what separates groups that simply get by together from those that get better together. You'll learn: * How ragtag teams--from soccer clubs to startups to gangs of pirates--beat the odds throughout history. * Why DaimlerChrysler flopped while the Wu-Tang Clan succeeded, and the surprising factor behind most failed mergers, marriages, and partnerships. * What the Wright Brothers' daily arguments can teach us about group problem solving. * Pioneering women in law enforcement, unlikely civil rights collaborators, and underdog armies that did the incredible together. * The team players behind great social movements in history, and the science of becoming open-minded. Provocative and entertaining, Dream Teams is a landmark work that will change the way we think about people, progress, and collaboration.

The idea for the Workshop on which this book is based arose from discussions which we had when we both attended an earlier - and more broadly based - NATO Advanced Research Workshop on Computer Supported Collaborative Learning, directed by Claire O'Malley in Maratea, Italy, in 1989. We both felt that it would be interesting to organise a second Workshop in this area, but specifically concerned with the use of computers and networking (telematics) as communication tools for collaborative learning outside the formal school setting. We were particularly interested in examining the ways in which computer conferencing can be used for collaboration and group learning in the contexts of distance education, adult learning, professional training, and organisational networking. And we wanted to ensure that we included, in the scope of the Workshop, situations in which learning is a primary, explicit goal (e.g. an online training programme) as well as situations where learning occurs as a secondary, even incidental, outcome of a collaborative activity whose explicit purpose might be different (e.g. the activities of networked product teams or task groups). Another goal was to try to bring together for a few days people with three different perspectives on the use of computer conferencing: users, researchers, and software designers. We hoped that, if we could assemble a group of people from these three different constituencies, we might, collectively, be able to make a small contribution to real progress in the field.

This is the first time in American history that we have had four different generations working side-by-side in the workplace: the Traditionalists (born before 1945), the Baby Boomers (born 1945-1964), Gen X (born 1965-1980), and the Millennials (born 1981-2001). Haydn Shaw, popular business speaker and generational expert, has identified 12 places where the 4 generations typically come apart in the workplace (and in life as well). These sticking points revolve around differing attitudes toward managing one’s own time, texting, social media, organizational structure, and of course, clothing preferences. If we don’t learn to work together and stick together around these 12 sticking points, then we’ll be wasting a lot of time fighting each other instead of enjoying a friendly and productive team. Sticking Points is a must-read book that will help you understand the generational differences you encounter while teaching how we can learn to speak one another’s language and get better results together.