Where Collaboration Pays (and Doesn’t)
by Miki SaxonIt’s impressive when a market set to double from roughly $4+ billion to $8+ billion by 2019 doesn’t really solve the problem it claims to solve.
Huh?
The market is collaboration software and, based on new research, it only works for half the problem.
Unfortunately, it turns out that inducing more collaboration may hinder the most important part of problem-solving: actually solving the problem. While connecting employees does increase the ability to gather facts during the early stages of tackling a problem, it also inhibits the ability to analyze those facts and find a solution.
The 21st Century approach that’s been pushed by academics and the collaboration industry has been supported only by research done separately on the two halves.
Solving any problem requires two distinct steps,
- Collecting data
- Analyzing and using the data.
The first responds well to collaboration; a variety of people with different experiences and world-views are less likely to homogenize their information-gathering.
… the most-clustered groups gathered 5 percent more information than the least-clustered groups…
However, the gain didn’t carry over to a solution.
Clustering also seemed to inhibit the breadth and number of answers that the players proposed. The least-connected networks came up with 17.5 percent more theories and solutions than did the most-connected networks.
17.5% is a significant number — especially when it’s your organization.
Collaboration is a marvelous tool, but it’s not a silver bullet.
As with most good tools it needs to be used where and when it works.
Flickr image credit: Ron Mader