Tag Archives: collaboration

Groupsourcing

Groupsourcing – The New Face of Digital Collaboration and Sharing

by Mark Sivy

Groupsourcing is an effective strategy for meeting the evolving demands of today’s increasingly complex digital workplace. The group advantage stems from being able to initiate, maintain and strengthen communication with like-minded individuals or with people who complement one’s skills and knowledge. Regardless of whether you’re networking as an entrepreneur, experienced professional, business owner, learner, or executive, there are numerous advantages of establishing mutually beneficial relationships and circles of influence.

Groupsourcing

Think of groupsourcing as a specialized membership-based and evolved version of crowdsourcing. Actually neither of these is a new concept, but current technologies and social networking have given them much more range, value, and media attention.

Through discussions with others who have similar interests and talents, groupsourced networking can provide remarkable opportunities for individual learning and sharing of information. The availability of tapping into unique talents and knowledge enhances the value of participation of other members and the group as a whole. In addition, group involvement provides the perfect environment to ask questions and receive expert feedback.

Likewise, group members can take advantage of economies of scale by creating a collective of expertise, skills, and knowledge through association with complementary members. This can occur through the formation of temporary, limited or full partnerships or the exchange of products or services. Additionally, there’s the opportunity to lower individual risks or investment by pooling capital resources, whether it be tools, funding, or space.

GroupsourcingNetworking within a group also offers greater market access by being able to tap into the needs of other members or get leads to opportunities outside the group. Related to this is the ability to reduce competition and strengthen one’s position by forming associations, affiliations or collaborations with other members.

The support that a group offers can equip members with the confidence to take more well-informed calculated risks by providing greater concept reliability and reducing personal bias. Working as a team, individuals can encourage one another, creatively solve problem, be more innovative, brainstorm new ideas, and provide different perspectives. These advantages lead to being more motivated and confident, thus stimulating increased efficiency, productivity and profit.

Given what has already been stated, through online connections and interactions, a professional group can collectively create proposals and leverage broader crowdsourcing benefits and opportunities. Doing this can result in additional content, ideas, input, or service contributions from what is usually a large and loosely connected online community base. This community can range from people who have similar interests to those who want to invest money.

Whether attending in-person events or participating in online forum discussions, individuals can gain professional advantages via connections, services or business partnerships. Dale Carnegie once said, “Smart business people understand the value of networking. Put simply, expanding your contacts improves your chances to build good relationships, discover leads and generate increased sales.”

Reflection Point 1 – Crowdsourcing is the process by which the power of the many can be leveraged to accomplish feats that were once the province of a specialized few. ~Jeff Howe

Reflection Point 2 – There occurs the beautiful feeling that only humanity together is the true human being, and that the individual can be cheerful and happy only if he has the courage to feel himself in the Whole. ~Johann Wolfgang von Goethe (1749-1832)

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Most of Us Practice Virtual Operations

The New Age of Virtual Organization Operations

by Mark Sivy

Most of us probably haven’t thought much about being in an era where virtual organization operations play a major role in daily activities, but it does and we’re involved with it. So what examples exist for these types of operations? To explore this we need to first identify what constitutes virtual organization operations.

A Perspective on Virtual Organization Operations

Here’s where it might get a bit tricky since technically virtual organization operations have existed since individuals have communicated and coordinated efforts while being at different locations. To narrow this topic down, I’ll focus on “near real-time” interactions that occur at-a-distance. Prior to the advent of electronics, some of these early methods have been through the use of mirrors (heliographs), smoke signals, drums, and flags (semaphore). As we moved into the 19th Century, organizations began using electronically-mediated services that were being invented, including the telegraph, fax machine, and telephone. Coming into the 20th Century, virtual operations were facilitated with the advent of radio, television, and eventually the Internet.

Virtual organization operations occur when geographically separated members of a team work together in achieving some outcome such as an event, service or product. Any one of these groups can represent a broad pool of shared skills, knowledge and experiences that are networked via digital communication and collaboration technologies. These technologies address the barriers of time and distance, enabling an organization to leverage collective innovation, creativity, and synergy. Virtual Organization Operations

Virtual Organization Operations in Practice

So where does this leave us as practitioners of virtual organization operations? Well, this actually involves a huge range of activities from something as simple as two relatives in different parts of a country talking on the phone planning a family gathering to a corporation’s globally distributed team working together to develop a new product line. Since you’re reading this blog, I would say that it is very likely that within the past 24 hours you’ve engaged in some form of virtual operation whether you’ve placed an online order with Staples or Amazon for merchandise, collaborated on a work document on Google Drive, OneDrive, or Dropbox, or used social media such as Twitter or Google+ to plan a social gathering.

So What’s the Challenge in Virtual Organization Operations?

With all of these common examples of how one might accomplish virtual operations with relative ease, you might be thinking this isn’t rocket science. In part that is correct. Some of the everyday tools that are used for many virtual tasks are linear or have been created for end-user simplicity. However, when it comes to mission critical, dynamic, and interactive virtual organization operations that involve interactions between diverse team members, it becomes much more complex. Working in this type of networked environment requires specialized knowledge and skills that enable people to communicate effectively and function efficiently when separated by geographic distances.

The Challenges in a Nutshell

Body languageMost of us are unknowingly dependent on gaining much of our communicated information and understanding from in-person body language. In a seminal study, Mehrabian and Ferris (1967) discovered that 55% of communication is body language, 38% is the tone of voice, and 7% is the actual words stated. So depending on the form of communication, as much as 93% of face-to-face communication content could be lost in communicating with others at-a-distance. We can only partially compensate for this, but it is important that we do, otherwise serious misunderstandings, mistakes, and failure can result.

In a future post, this topic will be explored in more depth using the concepts of presence, emotional intelligence, transactional distance theory, and social constructivism.

Reflection Point – The most important thing in communication is hearing what isn’t said. ~ Peter F. Drucker

 

Reference

MEHRABIAN, A., & FERRIS, S. R. (1967). INFERENCE OF ATTITUDES FROM NONVERBAL COMMUNICATION IN TWO CHANNELS. Journal Of Consulting Psychology, 31(3), 248-252. doi:10.1037/h0024648

Virtual Team Project Feasibility Study

Feasibility Study Outline for Projects Done Virtually

by Mark Sivy

feasibility studyA thorough feasibility analysis provides the necessary information to make decisions concerning the project and much of what is needed to develop a business plan.  One must keep in mind that the study should capture and examine all of the variables facing a concept so that an informed decision can be made concerning the investment of time and resources.

The feasibility study for a project that will be completed through a virtual team, online collaboration, or partners who are at-a-distance typically follows a traditional format, with special attention and modifications being made in certain aspects. Perhaps the most important of these is the level of consideration, care, and thoughtfulness that go into communication. This includes messages that are sent and received, and those that are delivered to virtual teams, individual employees, and stakeholders. (Virtual communication will be discussed in detail in an upcoming post.)

Communication

Below is a suggested table of contents for a feasibility study. It’s followed by a brief description of each element.

Table of Contents

  1. Executive Summary
  2. Introduction
  3. Scope
  4. Terms and Acronyms
  5. Project / Concept Overview
  6. Description of Objectives, Products, and Services
  7. Assumptions
  8. Consequences and Risks
  9. Alternatives
  10. Technology Considerations
  11. Product and Service Market Analysis
  12. Marketing Strategy
  13. Training and Professional Development
  14. Staffing and Organization
  15. Timeline
  16. Benefits
  17. Financial Projections
  18. Findings and Recommendations

1. Executive Summary
The executive summary provides an overview of the content contained in the feasibility study document. This section is written after the rest of the document is completed.

2. Introduction
Describes the reasons for the concept or project and also the intended outcomes from the feasibility study.

scope3. Scope
Describes the scope of the feasibility study as it relates to the project, stakeholders, and those who it will impact. This is sometimes captured in the introduction.

4. Terms and Acronyms
Provides a list of the terms and acronyms used in this document and the definition of each. Working with team members and suppliers who are at-a-distance requires this section to be comprehensive and to provide a clear and common understanding. This is particularly important when members are internationally dispersed or have different cultural backgrounds.

5. Project / Concept Overview
Offers a brief overview of the proposed project or concept. This will serve as a point of reference for the remainder of the document.

6. Description of Objectives, Products and Services
This section provides a more detailed description of the objectives, products and/or services which are being considered as part of the feasibility study. The purpose of this section is to provide detailed descriptions of exactly what the organization is considering so this information can be applied to the remaining sections of the document.

7. Assumptions
Determine the project assumptions, such as operational life of the proposed system, maintenance, training, sustainability, and scalability.

8. Consequences and Risks
Includes consequences of not taking action, what delays and risks might occur during work, and what delays and risks can be tolerated.

Risk

9. Alternatives
Describes an alternative(s) to the suggested system and states the reasons why the alternative system(s) was (were) not selected.

10. Technology Considerations
This section should explain any considerations the organization must make with regards to technology, including hardware, software, infrastructure, skills, and interfaces. Technology may be developed or implemented internally or contracted through a service provider. This must consider the needs of the virtual organization and technologies that facilitate virtual collaboration and teamwork.

11. Market Analysis
This section provides and assessment of the existing domestic and overseas markets. It will describe who makes up the target market, who the competitors are, how products and services will be distributed, why users might select the products and services and how the market may change in the future.

12. Marketing Strategy
This section provides an analysis of the market and a description of the marketing process. This includes considerations such as a global competitor analysis, differentiating the organization and outcomes from competitors, determining who the marketing will target, and what types of marketing will be used.

13. Training and Professional Development
This is usually not included as a dedicated element in a traditional feasibility study, but in the instance of virtual undertaking it is a crucial component. Realistically, most leaders and team members are inadequately prepared for at-a-distance operations and this is a common reason why many virtual efforts meet with unexpected difficulties, cost overruns, or failure.

14. Staffing and Organization
This examines the people who are needed to implement an idea, including skills, backgrounds, and knowledge. At this point it is also necessary to consider the international nature of the undertaking, including differences in time zones, languages, and cultures. There will also need to be a plan for integrating additional staff and responsibilities into existing organization structures and staff.

15. Timeline
This section will provide an overview schedule, which serves as a guideline and includes major milestones and estimated time frames.

16. Benefits
It is important that the feasibility study captures the most important outcomes of the products and/or services that are being considered as well as how they may benefit the organization, workforce, end-users, and clients.

Finances17. Financial Projections
This section provides a description of start-up costs, operating costs, revenue projections and profitability.

18. Outcomes and Recommendations
This section will summarize the outcomes of the feasibility study and explain what course of action is recommended. This section may include advantages and disadvantages of doing the project and suggestion to enhance project success.

Every feasibility study has its own character and should be formatted accordingly. For other ideas on performing a feasibility study, there are many good web-based resources such as the Together Works discussion, HUD template and Wikipedia information.

Reflection Point – An absolute can only be given in an intuition, while all the rest has to do with analysis. ~Henri Bergson