INDEX - The Culture of Collaboration
10 Cultural Elements of Collaboration 9-15, 70, 115, 152, 251
information
democracy and 122
360-degree
evaluations 16
3D modeling,
Toyota’s use of 151
3D/I
4D use by 242
collaboration
and 208–209
collaborative
culture 241–242
culture and 208–209
information
democracy and 242
Thomsen,
Chuck 209
3G wireless. See wireless,
third generation
3G. See third-generation wireless
3M
Scotchgard
and 13
Sherman,
Patsy and 13
Smith, Sam
and 13
4G wireless. See wireless,
fourth generation
4G. See fourth-generation wireless
A
ABC 6
accounting,
compliance and 183
acquisitions
instant messaging
during 106
team sites
for 106
tools for
integrating 97
ad hoc collaboration. See collaboration,
spontaneous
advertising
industry
artificial
deadlines and 123
global collaborative
enterprise and 245
aerospace
industry
collaborating
with competitors within 214
Exostar consortium
and 214
Exostar partner
network 192
World War
II and 223
agenda, necessity
of 152
AIDS research,
collaboration and 249
airplanes
collaboration
from 100–101
videoconferencing
from 100
Allen, Thomas 74
animation
tools, defined 159
ANX. See Automotive Network eXchange
AOL, merger
with Time Warner 40
Apollo 13 238
Apple Computer 70
application
sharing
defined 158
Dow Chemical
Company’s use of 176
Industrial
Light &
Magic’s use of 130
Mayo Clinic’s
use of 127
videoconferencing
and 180
architecture
and construction industry, global collaborative enterprise
and 241–242
architecture,
collaboration and 208–209
archiving
benefits
of 185
collaboration
and 185
drawbacks
of 185
human resources
and 185
performance
evaluations and 185
policies
regarding 190
privacy laws
and 188
real-time
collaboration and 190–192
videoconferencing
and 127
Aston Martin 125, 202
asynchronous
collaboration 85, 171, 183, 247
AT&T 210
Picturephone 178
telephone
and 27
video telephony
and 100
audio conferencing
defined 158
Dow Chemical
Company’s use of 176
authentication,
middleware and 193
authorization,
middleware and 193
automobile
industry
Automotive
Network eXchange and 194
culture and 67
economics
of ix
environment
and 67
hierarchy
and 67
Automotive
Network eXchange 194
Automotive
Parts Solution Fair 95
availability
boundaries
and 90
expectation
of 89, 100, 189
B
BAE Systems 232
bar, environment
of 57
barriers
actors and
audience and 119
breaking
down 110–132
common themes
in eliminating 129
exigent
circumstances breaking down 125
Mayo
Clinic breaking down 127
reduction
of 96
removing 72
Six
Sigma as smashing 119
tools
to break down 116–117
videoconferencing
as reducing 117
Batman xi
Bechtel
Corporation 241
Becker,
Franklin 11, 74
behavior,
environment and 57–58
Bell,
Gordon 191
Bill
and Melinda Gates Foundation 249
blogs
acceptance
of 133
collaborative
culture and 166–167
defined 159
Monster
and 93
team
sites and 166
W.R.
Grace & Co. and 166
BMW
collaboration
and 49–50
culture
and 49
mirror
organization and 49
Munich
design center of ix
nature
of work and ix
Roundtable
Telecooperation 49
sequential
vs. parallel product development used by ix
X5
Sports Activity Vehicle ix–x, 49–50
boardroom
environment
of 57
limitations
of 104
body
language 59
controversial
situations and 173
videoconferencing
and 180
body
language. See communication,
non-verbal
Boeing
787
vs. 777 development-to-delivery time 230, 248, 250
airplane
videoconferencing and 100
Boeing
737 100
Boeing
777 50, 224–225
Boeing
787 Dreamliner 223–225, 230, 234
Boeing (continued)
bridging
cultures and 52
broadband
to the seat and 100
business
partners and 223
chief information
officer 52, 127, 225, 228–230
collaborative
decision-making within 254
common processes
and systems and 127–128
computer-aided
design use by 227, 229, 234
computer-aided
manufacturing use by 227, 229, 234
concurrent
design approach 222–235
concurrent
design shift and 248
cross-cultural
collaboration and 50–53
cross-functional
collaboration within 234
Dassault
Systemes and 225
dedicated
collaborative space used by 246
design partners 52
Everett,
Washington engineering center 225, 230
evolution
of airplane design within 223
Exostar and 229
Fuji and 225
Global Collaboration
Center 226, 246
global collaborative
enterprise and 222–235, 250
global talent
used by 250
global work
sharing and 227
Griffin,
Scott 52, 127, 225, 228–230
high-level
collaboration within 225, 229
history of
design within 223
information
technology and 127–128
Kawasaki
and 225
Kravchenko,
Sergey 52, 230–231
La Porta,
John 226–227
low-level
collaboration and 228
mid-level
collaboration and 229, 232–235
migrating
to high-level collaboration 233–235
mirror zones
used by 227, 248, 250
Mitsubishi
and 225
mobile work
sharing and 53
Moscow Design
Center 52, 230–231, 250
Pasquier,
Paul 232–233
personal
videoconferencing use within 229
product cycle
time and 224, 248
professional
intimacy within 225, 228
profile of 230–231
real-time
collaboration by 248
reduction
of 234
reinventing
of 222
Russia and 50–53
supply chain
and 222
talent leveraging
by 231
team sites
used by 228–229
three levels
of collaboration within 228–235
trust and 228, 251
trusting
business partners and 234
videoconferencing
use by 226, 228, 231, 234
visualization
evolution within 233
visualization
used by 227
web conferencing
used by 226, 229
webcasting
used by 229
Wilson, Bill 226–227
BOSTI Associates,
Brill, Michael 59
Boston 93
boundaries
availability
and 90
presence
and 90
brainstorming 10
cross-functional 212
environment
and 67
environments
that encourage 68
Industrial
Light &
Magic and 239
informality
and 55, 70
Mayo Clinic
and 73
Monster and 93
spontaneous
collaboration and 173
Branson,
Richard 70
broadband
availability
of 97
immediacy
and 7
trends about 5
buddy lists 20
videoconferencing
and 22
bureaucracy,
decline of 249
Bush, President
George W. 190
Bush, Vannevar 191
business
models
Culture of
Collaboration impact on 247
linear, serial
vs. concurrent, real-time xii
redefining xii
reinventing 247–248
business
partners
collaboration
with 96, 192–195
competitive
cultures and 31
trust 31
business
units, role of 142
C
CAD. See computer-aided design
cafe, environment
of 57, 71
cafeteria
environment
of 71
videoconferencing
in 81
CAM. See computer-aided manufacturing
camera phones,
culture and 178
cameras
desktop use
of 93
laptop computers
and 33
notebook
computers and 116
candor, need
for 212
Canion, Rod 54
Case Western
Reserve University
collaboration
and 152
Myelin Repair
Foundation and 152
CBS 6
celebrity,
preoccupation with xi
cell phones. See mobile
phones
champions
Dow Chemical
Company and 142
enlisting
of 141–143
senior-level 139
senior-level
vs. grass roots 138
change
management
collaboration
and 139
Ford
Motor Company and 139
chaos. See collaborative
chaos
Chaplin,
Charlie 6
chat
rooms, popularity of 18
chief
information officer, role of 148
China
regional
culture and 48
talent
and 5
Churchill,
Winston 61
Circle
in the Square 119
Citizens
and Southern National Bank 62
cocktail
napkin
collaboration
and 54
temporary
nature of 57
cocktail
offices 59
collaboration
10
Cultural Elements of. See Ten Cultural Elements of
3D
and 252
3D/I
and 208–209
acquisitions
and 79
adoption
of 145
aerospac
e
industry and 232–235
AIDS
research and 249
airplanes
and 100–101
animation
and 75
approaches
to 147
architecture
and 208–209
archiving
and 185, 190–192
asynchronous 85, 171, 183, 247
best
practices and 133–154
blogs
and 167
Boeing
and 230–231
brainstorming
and 36
broad
acceptance of 138
business
case for 139–143
business
partners and 96, 192,
195, 221
change
management and 139
chaos
and 12–13, 36
cheating
and 84
classrooms
and 83
collaborative
chaos 12–13
collective
wisdom and 205
comfort
with 197
collaboration (continued)
comfort zones
and 8
common systems
and 126
communication
and ix, 14, 164–168
community
and 14
competition
with a 210–215, 218
competitors
and 214, 229, 232–235
complex 171, 226
compliance
and 7, 182, 197, 250
connotation
of 15–16, 22
consciousness
for 15–16
constructive
confrontation and 13–14
control and 129
controversy
and 172
convergence
and 124, 129, 250
core value
of 241
credit for 107
cross-cultural 50–53, 202
cross-functional 62, 68, 72, 99, 107, 115–117, 125, 130–132, 148, 150, 176, 213, 234–235, 242, 248
cross-functional. See also collaboration,
individualism vs.
culture and xii, 9–15, 53
dedicated
spaces for 246
defined 8–9, 22
demand for 139, 145, 154
difficulty
achieving xii
digital asset
management and 169
disabilities
and 196
distance
becomes natural in 252
DreamWorks
Animation and 79–81
dress and 3
dynamic dimension
of cross-cultural 243
education
and 83, 119
emotional
vs. intellectual interest in 218
enlisting
champions for 141–143
environment
and 11–12, 54, 69–88, 131, 246
epidemic
of 136–137, 142–143
establishing
rapport for 225
etiquette
and 239
evangelizing
and 209
external 195
facilitation
of 218
failed
attempts at 218
flexibility
and 89
Ford
Motor Company and 138–139
forum
for 152
foundation
of 72
founded
on the principle of 24
framework
for x
freedom
and 89
functions
and 143–146
gap
regarding 7
global 48
goals
and 10, 153
guidelines
and 152
hard
vs. soft benefits of 139–141
hard-dollar
benefits of 135, 139–140
headquarters-driven
schedule for 108
hierarchy
and 129
high-level 225–227, 229, 233–238
hubris
as interfering with 210–214
human
factors concerning 145
implementation
strategies 135, 137
in
person 156
incentives
and 208–210, 217
inclusiveness
and 99
individualism
vs. xi, 107
Industrial
Light & Magic and 238–240
informal 152, 176
informality
as encouraging 54–58, 212
information
systems integration and 7
infrastructure
for 143
innovation
and 11
inspiration
and 94–95
internal
marketing of 142–143
job
rotation and 176
lack
of 112
laws
and 182–197
leadership
and 198–220
leadership
of 143
lifestyles
and work styles and 89, 109
location
independence and 5
low-level 228
manufacturing
and 95
collaboration (continued)
marketing
and 7
marketing
of 16
Mayo Clinic
and 72, 118, 248
meaning of 15–16
middleware
and 192–195
mid-level 229, 232–235
migrating
from mid to high-level 233–235
missing elements
of xii
mobility
and 98, 109
modes of 156–164
Monster and 115
movement
and 64
multi-player
video games as model for 240
Myelin Repair
Foundation and 215–218
Nazis and 15
new notions
of 252–253
online gaming
and 103
organization
and 72, 149–154, 253
package design
and 96
pharmaceutical
industry and 186–188
positioning
of 141
principles
and 117–119, 200–204
processes
of 117–119, 147, 217
Procter & Gamble
and 96, 243, 248
product cycle
time reduced by 139, 215, 224
professional
intimacy and 156
purchasing
and 232
rapport for 225
real-time xii, 1–2, 19, 22, 35, 66, 96, 152–153, 172, 181, 225, 239, 242, 248
regulated
industries and 186–188
rejection
of 253
respect and 200
responsibility
for 143, 146
rhythm of 170, 177
rich, real-time 22
role of functions
regarding 143
routine 173
same room 252
scheduled
vs. spontaneous 34–36, 46, 93, 103, 152, 180
security
and 192–195
sharing
and 10, 122
simulation
and 235
Six
Sigma and 119
soft
benefits of 135, 139–141
soft
costs of 135
specialization
reduction and 131
spontaneous 1–2, 19–22, 34–36, 46, 59, 62, 86, 129, 168, 173, 197, 202, 248, 250
spontaneous
vs. scheduled 7–8, 34–36
stifling
of 253
superlative
syndrome interfering with 211–214
supply
chain and 192
synchronous 130
talent
and 5
talent
recruitment and 217
telecommuting
and 91–92
Ten
Cultural Elements of 9–15, 70, 115, 152, 251
timeframe
of 152
tool-focused 92
tools
and 27, 155
Toyota
and 95, 150, 235–238
transaction-oriented 164
trends,
regarding 4
trust
and 10, 156, 192–195
unusual 173
value
creation through 15, 31, 107, 218
visualization
as enhancing 246
voice
tone and 213
work
styles and 82, 89, 100–109
World
Bank and 46
World
War II and 15
collaborative
capabilities, applications and 22
collaborative
chaos 37–39
3M
and 13
defined 12–13
education
and 119
environment
and 71
Mayo
Clinic and 38
Stanford
Center for Innovations in Learning and 251
collaborative
culture. See Culture
of Collaboration
collaborative
environment 54–88
Southwest
Airlines and 54
collaborative
leadership 198–220
360-degree
evaluations and 16
blogs
and 166
collaborative
palette 155–156
collaborative
research process 152
collaborative
tools 155
collaborators,
selecting 149
collective
wisdom 205
collocation
collaboration
and 76
downside
of 77–78
Industrial
Light & Magic and 75
Monster
and 115
movement
towards 71–76
common
processes 130
common
systems 125
Boeing
and 127–128
compliance
encouraging shift to 182, 197
Industrial
Light & Magic’s adoption of 130
common
tools 130
communication
archiving
as inhibiting 185
believability
and 55
breakdown
of 75
collaboration
and ix, 14, 164–168
cross-functional 96
distance
and 74
DreamWorks
Animation and 251
environment
and 67
executive 55–56
hierarchy
and 112
informality
in 55, 152
internal 144
interpersonal 14
marketing
people and 112
non-verbal 59, 68, 80
organizational 14
private
offices as barrier to 68
problems
in 19
rugby
model of work and 74
sales
people and 112
spontaneous 59, 62, 91, 96
stifling
of 253
tools
for 144
voice tone
and 69
community
collaboration
and 14, 153
evolution
of 3
intranet
spaces and 115
Myelin Repair
Foundation and 153
virtual 18–19
World Bank
and 251
commuting,
cost of 92
Compaq Computer
Canion, Rod 54
collaborative
environment and 54
Murto, Bill 54
Popajohn,
Ted 54
competition
collaboration
coexisting with 218
collaboration
discussed in context of 210–215
drawbacks
of 149
healthcare
and 127
innovation
and 214
internal 92, 147, 208–209, 213–214
medical researchers
and 149
myopic focus
on 211
recognition
and reward for xi
competitive
dissonance 214
competitors
benchmarking
with 141
collaboration
with 214, 232–235
compliance 182–197
accounting
and 183
collaboration
and 7, 197, 250
collaboration
inhibited by 182
collaboration
with business partners and 192–195
common systems
and 182, 197, 250
cross-functional
collaboration and 184, 188
culture and 188
data sharing
required by 183
financial
services industry and 183
Health Insurance
Portability and Accountability Act and 183
healthcare
industry and 183
hierarchy
disrupted by 184
human resources
and 183
instant messaging
and 183
paradox in
relationship of collaboration and 182
compliance (continued)
Patriot Act
and 183
pharmaceutical
industry and 183, 186–188
privacy and 188–190
retention
and 184–186
Sarbanes-Oxley
and 182–184
senior leadership
and 183
spontaneity
and 197
team sites
and 183
tools and 183, 189
video instant
messaging and 183
videoconferencing
and 183
W.R. Grace & Co.
and 184
web conferencing
and 183
computer
graphics, shared creation of 79
computer-aided
design
Boeing’s
use of 224, 229, 234
defined 159
Procter & Gamble
and 97
Toyota’s
use of 118, 235
computer-aided
manufacturing
Boeing’s
use of 224, 229, 234
defined 159
Procter & Gamble
and 97
Toyota’s
use of 118, 235
concurrent
design
Boeing’s
use of 248
description
of 223
explained 234
Toyota and 235–238
concurrent
production, Industrial Light & Magic and 238–240
conference
room
environment
of 57, 68
limitations
of 104
connectors 142–143
consensus
building 32, 200–203
Toyota and 150
consensus
leadership, Mayo Clinic practicing 26
constructive
confrontation
collaboration
and 13–14
defined 13
environment
and 71
Ford Motor
Company and 251
inviting 212
leadership
and 212
policies
and 197
consumer
goods industry
global collaborative
enterprise and 242
videoconferencing
used by 242
consumer
products
digital asset
management and 169
marketing
of 169
contact,
accidental 62
control
collaboration
and 129
culture of 254
Culture of
Collaboration vs. 254
telecommuting
and 92, 95
converged
network, Dow Chemical Company and 176
convergence
collaboration
and 124, 250
cross-functional
collaboration and 125
presence
and 180
spontaneous
collaboration and 129
videoconferencing
and 180
corporate
communications
group writing
for 177
information
technology vs. 145
information
technology, partnership with 177
internal 99
role of 143
understanding
people and culture 177
videoconferencing
and 124
corporate
culture. See culture,
organizational
cowboy, myth
of the single.
creativity,
informality and 54
CRM. See customer relationship management
cross-cultural
collaboration, dynamic dimension of 50–53
cross-fertilization,
Procter & Gamble and 96
cross-functional
collaboration 62, 68, 72, 99, 107, 115, 117, 125, 130–132, 148, 150, 176, 213, 234–235, 242, 248
crossover
tools
collaborative
culture and 164–168
defined 164
cross-pollination,
Monster and 115
cubicles
high-walled 63
history
of 60–64
low-walled 96
cultural
divide, tools and 147
culture
3D/I
and 208–209
automobile
industry and 67
bridging 51, 202
camera
phones and 178
capabilities
and 3
challenge
of 253–254
collaboration
and xii, 9–15, 53, 177
collaborative
vs. command-and-control 42, 108, 115, 199, 201, 207, 254
collective xi, 103, 178
competition
and 122
competitive
shifting to collaborative 215
compliance
and 188
consensus-driven 40, 67
contradictions
of 147
corporate. See culture,
organizational
cultural
schizophrenia 207
departmental 75
Dow
Chemical Company and 177
education
and 83
entertainment
industry and 75
environment
as impacting 62
evolution
of 175, 249–251
exporting
of 151, 201
exposure
to varied 74
fast
food and 6
flexibility
and 3
formality
and 93
functions
and 113, 207
German 170
global 45–53
global
collaborative enterprise and 222
hierarchy
and 64–65, 67, 93, 112, 129, 147, 208
hybrid
collaborative and command-and-control 207–208
immediacy
and 7, 250
in-box 1, 249
individual 138
industry-specific 65–67
innovation
and 95, 202
instant
messaging and 252
internally
competitive 147
International
Monetary Fund and 65
interrupt-driven 103–104
island 91
Japanese 58
leadership
to change 217
lifestyles
and 89–109
me
vs. we oriented 188, 207
mentoring
and 201
mobility
and 92
Myelin
Repair Foundation and 215–218
New
York City and 46
non-collaborative 253–254
nurturing
quality of 199
open
quality of 199
organizational 14, 62, 72, 83, 95, 144, 175
personal
videoconferencing and 175
project-oriented 76
reality
television and 178
regional xi, 4, 40, 45, 47–48, 50–53, 58, 62, 93–94, 127, 175, 228, 250
regional
differences in 86, 243
secrecy
and 122–123
security
cameras and 178
shifting
of x
shifts
due to crisis 44
shock
to 175
silos
and 112–115
spontaneous
collaboration and 129
star. See star
cultures
sub-regional 46
talent
recruitment and 217
team 175
telecommuting
and 92, 99
telephone
and 27
television,
impact on 46
tools
and 33, 85, 133–154, 236, 252
tools
integrated into 117
Toyota and 58, 67, 150
culture (continued)
traffic
cameras and 178
transitional 207–210
United
States and xi
value
creation and 147
variable 75
video
and 178
videoconferencing
and 134–135
work
styles and 89–109
World
Bank and 46
Culture
of Collaboration 1–4, 53
3D/I
and 241–242
access
to tools and 115
approaches
for instilling 212–213
automobile
industry and 198
blogs
and 166–167
BMW
and ix, 49–50
Boeing
and 230–231
business
models and xi
business
models impacted by 247
cameras
and 33
collaborative
chaos and 37–39
competition
and 214
concept
introduction of xi
control
and 42
control
vs. 254
creating
value through x
debate
and 165
Dow
Chemical Company and 33, 121, 146, 176
DreamWorks
Animation and 79–81
dynamic
nature of 135
early
manifestation of ix
effectiveness
of collaborative tools and 27
empowerment
because of 248–249
Ford
Motor Company migration to 251
four
key trends regarding 250
future
of 254
global
collaborative enterpise and 242
Hewlett-Packard
and 64
impediments
to 253–254
Industrial
Light & Magic as embracing 239
information
hoarding and 36
information
sharing and 36
instilling 212–213
job satisfaction
and 248
lack of cohesion
without 17
laptop computers
and 33
lifestyles
and work styles and 89–109
Mayo Clinic
and 68, 72, 204, 248, 251
meetings
changed by 103
mergers and 40
migration
to 251
Monster and 115
Myelin Repair
Foundation and 149–154, 215–218, 249, 251
necessity
of xii
nimble organization
resulting from 131
organizational
DNA and xi
pharmaceutical
industry and 45
podcasts
and 167–168
presence
as enhancing 21
Procter & Gamble
and 96–97, 243
protection
of 197
real-time
tools and 176
recognition
and reward system and 208–210
shift towards 1
silo syndrome
and 114
stopping
short of 208
tools and 135, 173–178
tools as
extending 253
tools, integrating
into 179
Toyota and 64, 198, 200, 248, 251
value of 89
vlogs and 167–168
W.R. Grace
and Co. migration to 251
work impacted
by 247
work styles,
lifestyles permeated by 247
customer
relationship management, presence and 20
customers,
blogs and 166
Czech Republic 93, 202
D
Darwin, Charles 30
Dassault
Systemes, Catia software 151, 225
data, retention
of 185
Dayton Hudson,
satellite network 141
deadlines,
artificial 123–124
debate
abrupt end
to 207
value of 14
decision
making
broad input
into 99, 121, 254
input of
deskless workers into 99
Procter & Gamble
and 148
regional
culture and 254
shared 205
demand, collaboration
and 154
deployment,
connotation of 137, 148
deserialization 1–2, 74, 181
Procter & Gamlble
and 35
design
serial vs.
concurrent 249
shift from
linear to concurrent 223
desking 64
deskless
workers, defined 98
digital asset
management 191
collaboration
and 169
defined 159
Digital Equipment
Corporation 191
digital signatures 193
directory,
middleware and 193
discussed 34
distance
communication
and 74
psychological 85
virtual. See virtual distance
distance
dailies 76
distance
learning 84
collaboration
and 143
document
conferencing
defined 158
videoconferencing
and 180
documents,
retention of 185
Dow Chemical
Company
application
sharing within 176
audio conferencing
within 176
cameras on
notebooks and 116
collaboration
leadership 146
collaborative
decision-making within 254
compliance
and 185, 189
converged
IP network used by 32
convergence
and 250
cross-functional
collaboration leadership and 146
cross-functional
collaboration within 114
cross-functional
teams and 121
cross-pollination
of workforce 32, 37
culture 32–34
Culture of
Collaboration within 32, 146, 177
dedicated
collaborative space used by 246
design of
headquarters of 64
digital whiteboarding
within 176
DowNet 32, 176
Duncan, Chris 48, 121, 142, 166, 185, 189
environment
of 64
global teams
within 91
headquarters-driven
vs. balanced collaboration within 108
iMentoring 37
informality
and 55
iRooms 32, 37, 114, 121, 135–136, 146, 177–178, 246, 250
job rotation
within 176
legacy of
collaboration within 177
Liveris,
Andrew 55, 165–166
Long, Robert 100
microscope
use over networks within 176
needs of
global collaborators within 108
network convergence
and 176
Newman, Cindy 108–109, 181
profile of 176–177
quality and 121
regional
culture and 47–48
retention
of instant messaging and 185
sales function
of 99
sales hubs
and 99
Sarbanes-Oxley
and 185
senior leadership
champions within 142
silo syndrome
avoidance by 114
Six Sigma
and 121
Dow Chemical
Company (continued)
streamling
collaboration within 136
telecommuting
within 99
tools and 135, 189
town hall
meetings and 165–166
videoconferencing
used by 32, 114, 146, 176
Voice of
the Customer and 135
walking within 64
work/life
balance and 108
Dow, Alden 64
Dow, Herbert 64
DreamWorks
Animation
acquisition
of Pacific Data Images 79
chief technology
officer 79
collaboration
and 79–81
communication
and 251
dedicated
collaborative space used by 246
Hewlett-Packard
and 79
initial public
offering of 79
Katzenberg,
Jeffrey 79
Leonard,
Ed 79–81
spontaneous
interaction and 81
videoconferencing
and 79–81
virtual environment
of 79–81
Virtual Studio
Collaboration 79, 246
E
economics,
trends in 5
education
barriers
in 119
collaborative
chaos and 119
distance 143
environment
and 83, 119
guide on
the side vs. sage on the stage 84
guide-on-the-side
philosophy of 118
informality
in 119
instant messaging
in 119
tools use
in 119
email
controversial
situations and 173
defined 158
drawbacks
of 1, 19
etiquette 172
impact on
culture 28
instant messaging
vs. 8, 161–162
meetings
vs. 103
presence
and 21
reflection
and 171
retention
of 185
empowerment 4
encounters,
serendipitous 81
encryption 193
aerospace
industry’s use of 232
engineering,
artificial deadlines and 123
Enron 31, 182
enterprise
resource planning
collaboration
and 5
presence
and 5, 82
entertainment
industry
culture and 75
economic
realities of 248
environment
and 75
environment 54–88
automobile
industry and 67
behavior
and 57–58
boardroom 57
brainstorming
and 67–68
cafeteria 71
Citizens
and Southern National Bank and 62
classroom 83
cocktail
offices 59
collaboration
and 11–12, 69, 131, 204
collaborative
chaos and 71
communication
and 67
comparing
approaches 67–68
conference
rooms and 68
constructive
confrontation and 71
culture and 62
dedicated
collaborative spaces 204, 246
desking 64
education
and 119
egalitarianism
and 59
entertainment
industry and 75
ergonomics
and 61
Europe and 64
financial
industry and 66
financial
trading floors 58
firehouse 67
environment (continued)
flexible 70, 74, 84
health
within 61
Herman
Miller and 60–64
hierarchy
and 63, 67, 200
IBM
and 62
idea
generation and 59
industry-specific 65–67
informal 54–58, 212
information
flow and 59
innovation
and 71
island 58
leadership
and 200
Mastercard
and 62
Mayo
Clinic and 68, 72, 251, 253
meeting 252
messages
of 59–60
Microsoft
and 87
mobility
within 61
multitasking
within 76
newsroom 58, 65
Northwestern
Mutual Life Insurance Comany and 62
performance
and 55, 59
physical 11
physical
meets virtual 83
physical
vs. virtual 103, 180
presence
and 87
private
office 59, 62, 64–65
Procter
& Gamble and 96
project-oriented 76
prototyping 68
revisionist
approach to 87
rugby
model of work and 75
senior
leadership and 58
Silicon
Valley and 63
standing
within 61
Stanford
Center for Innovations in Learning and 252
television
news and 56–57, 67
Texas
Instruments and 62
Toyota
and 67, 91
trust
and 71
videoconferencing
and 87
virtual 3, 11, 58, 78–88
visibility
and 63
visibility
within 62
work
satisfaction and 59
workplace 3, 11
epidemics
charisma
and 70
creating 142–143
senior leadership
and 70
ergonomics 61
ERP. See enterprise resource planning
etiquette,
based on function 239
European
Union, privacy and 189
executive
communication
barriers
and 119
blogs and 166
body language
and 59
coaching 119, 211
sales executives
and 112
Dow Chemical
Company and 55
environmental
factors of 55–56
formality
of 70
informality
and 55–56
walking into
audience and 119
executives
access to 175
face time
with 142
role of 141
exercise,
value of 64
Exostar 192, 214, 229, 232–235
expertise,
complimentary 153
ExxonMobil 64
F
4G wireless. See wireless,
fourth
generation
face-to-face
meetings 152
facial expressions
need for
seeing 94
videoconferencing
and 180
facilitation,
need for 218
FCC. See Federal Communications Commission
Federal Communications
Commission 189
film industry,
global collaborative enterprise and 244
film production,
process vs. project in 105
finance,
role of 139
financial
industry 58, 66, 183
Fischer,
Claude S. 27
Flat Rock,
Michigan 67
Fleming,
Alexander, discovery of penicillin and 12
flexibility
culture and 3
time and 90
Ford Motor
Company 198
application
sharing and 136–137
C-Car shared
technologies program of 202
change management
and 139
chief technology
officer 98, 203
collaboration
strategy within 138–139
competition
reduction within 215
constructive
confrontation 251
cross-brand
collaboration within 202
culture and 40–42
Ford Europe 40
Ford Probe 67
hierarchy
and 40
integration
strategy within 136–137
Mazda and 67
migration
to Culture of Collaboration by 251
Parry-Jones,
Richard 98, 138–139, 203
Premier Automotive
Group 40, 125
silo syndrome
reduction within 125
Timms, Kevin 40, 136
tools integration
within 138–139
tools use
within 136–137
videoconferencing
use by 125
white board
use within 136–137
work styles
within 98
formality
drawbacks
of 69
dress and 3
regional
differences in 93
franchising,
impact of 6
Fuji 225
functions,
role of 143–146
G
Gamble, James 96
gaming, tools
and 252
gaze preservation 80
GCE. See global collaborative
enterprise
General Electric,
star culture of 31
General Motors
Buick Division 198
New United
Motor Manufacturing, Inc. and 198, 236
geography,
challenge of 176
Gladwell,
Malcolm 31, 142–143
global collaborative
enterprise 221
advertising
industry and 245
architecture
and construction industry and 241–242
Boeing as 222, 250
broad application
of 241
common attributes
of 246
concept introduction
of xii
consumer
goods indusry and 242
Culture of
Collaboration and 242
defined 221
film industry
and 244
healthcare
industry and 243
Industrial
Light &
Magic and 129
political
campaigns and 245
Procter & Gamble
as 243
professional
intimacy and 243
talent and 242
talent utilized
by 222
television
industry and 244
Toyota as 222, 235–238
visualization
as critical capability within 227
globalization 16
opportunities
created by x
goals
collaboration
and 10, 153
importance
of 152
Monster and 251
Myelin Repair
Foundation
and 152
government,
secrecy and 195
Grace. See W.R. Grace & Co.
group writing 66
Grove, Andy 14, 38, 214
guidelines
collaboration
and 152
dynamic nature
of 152
H
Harry Potter 75–76
Haworth,
Inc. 60
Health
Insurance Portability and Accountability Act 183
healthcare
industry
compliance
and 183
global
collaborative enterprise and 243
videoconferencing
used by 243
Herman
Miller
Action
Office 60–64
Arena
Effect and 61
human
performer research within 60
Propst
Perch 61
Propst,
Robert 60–64
Schwartz,
Joe 62
Hewlett,
William 63–64
Hewlett-Packard
Compaq
Computer and 54
culture
of 64
DreamWorks
Animation and 79
Halo
Collaboration Studio 79
Hewlett,
William 63–64
open
workplace environment within 63
Packard,
David 63–64
The
HP Way 64
hierarchy
communication
and 112
compliance
as disrupting 184
culture
and 40, 64–65, 112
drawbacks
of 138
environment
and 63, 67, 200
Ford
Motor Company and 40
International
Monetary Fund and 65
leveling
of 4
organizations
and 253
private
offices and 64–65
reduction
of 132
regional
differences in 93
scheduled
interaction and 129
short
circuiting 241
Six
Sigma as reducing impact of 120
tools
and 93, 147, 175
video
instant messaging and 93
high-level
collaboration 225–227, 233–238
HIPAA. See Health
Insurance Portability and Accountability Act
Hirzel Canning
Company 12
Hough, Leslie 13
hubris 210–214
Huddleboards 73
human factors 145
human resources
archiving
and 185
compliance
and 183
presence
and 20, 106
process vs.
project 105
Procter & Gamble
and 148
recognition
and reward system and 213
retention
and 185
role of 143
videoconferencing
and 106, 124
human touch,
technology and 145
I
IBM 62
idea generation,
environment and 172
ideas
sharing of 184, 203
value of 203
identification,
middleware and 193
identity
service providers 194
identity,
protection of 196
IDEO
brainstorming 38
Kelley, Tom 59
ILM. See Industrial Light &
Magic
IM. See instant messaging
immediacy
expectation
of 6, 250
videoconferencing
and 181
in-box culture,
death of 1, 249
incentives,
collaboration and 208–210
India
regional
culture and 48
talent and 5
individualism 24
Industrial
Light &
Magic
Alexander,
Tim 76–77, 124
application
sharing used by 130
artificial
deadlines and 124
brainstorming
and 239
collocation
and 75, 128
common processes,
tools and systems adoption by 107, 130, 248
Industrial
Light &
Magic (continued)
compared
with Boeing and Toyota 239
cross-functional
collaboration 107
dailies and 75
digital whiteboard
used by 130
distance
dailies 76
Dome virtual
environment used by 82, 130
global collaborative
enterprise and 129
Harry Potter 76
information
democracy within 124, 128
innovation
and 251
instant messaging
and 82
instant messaging
vs. email and 161–162
Lucas, George 75, 130
multiplayer
video games as collaboration model within 240
open vs.
closed environment 76
profile of 130–131
project-oriented
culture 76
real-time
collaboration by 239
Rocky & Bullwinkle 77
sharing and 78
shift from
linear to concurrent production by 238–240
silo syndrome
curbed by 248
Singapore
animation division 240
specialists
morph into generalists at 107
specialization
reduction within 128–129
Star Trek 76
Star Wars 75, 130
Sullivan,
Steve 106–107, 130, 239–240
talent utilized
by 240
tools used
by 130
Toyota parallel
with 129
value creation
by 130
videoconferencing
used by 130
industrial
psychology 145
informality
believability
and 55
benefits
of 69
brainstorming
and 70
classroom
and 119
collaboration
and 152
communication
and 152
creativity
and 54
value of 54–58, 70
information
access policies 190
filtered
vs. unfiltered 2
free flow
of 59, 147
hoarding
of 36, 122
presentation
preference of 196
reward for
sharing 212
sharing of 36, 78
sharing vs.
hoarding xi, 8, 184, 212
team sites
and 191
information
democracy
3D/I and 242
artificial
deadlines as violating 123–124
cross-functional
collaboration and 132
Culture of
Collaboration and 122–124
data sharing 121
defined 120
Industrial
Light &
Magic and 128
spontaneous
collaboration and 129
trust and 123
information
systems, integration of 7
information
technology
corporate
communications vs. 145
image of 125
infrastructure
for collaboration 152
role of 125, 143–146
information
workers 253
infrastructure
integrated 125
network 143
innovation
collaboration
and 11, 73
competition
and 214
culture and 95, 202
environment
and 71
impediments
to 254
incentives
for 213
Industrial
Light &
Magic and 251
Mayo Clinic
and 72
innovation (continued)
Procter & Gamble
and 148
sharing data
as promoting 122
thinking
and 95
Toyota and 95
understanding
value of 219
inspiration 94–95
instant messaging
acceptance
of 133
acquisitions
and 106
adoption
of 133
appropriate
use of 180
archiving
of 184
classroom
use of 119
compliance
and 183–184
culture and 252
culture clash
involving 85
defined 158
educational
use of 85
email vs. 8
email, compared
with 161–162
etiquette 172
hierarchy
and 176
hybrid nature
of 164
immediate
feedback and 161
Industrial
Light &
Magic and 82
informality
and 104
interruption
vs. efficiency of 133
Mayo Clinic’s
use of 127
multiple
roles and 90
Myelin Repair
Foundation and 153
paging, compared
with 176
personal
vs. use of 133
presence
and 21
Procter & Gamble’s
use of 35, 96, 137, 157
productivity
debate regarding 115
retention
issues regarding 184
SAS use of 104
security
and 194
socialization
and 115
Stanford
Center for Innovations in Learning and 85
team sites,
compared with 164
telephone
and 35
urgency and 161
video instant
messaging vs. 162
insurance
industry 97
Integrated
Services Digital Network
management
of 124
videoconferencing
over 124
intellectual
property 195
interaction
asynchronous,
transition from 11
casual 115
deserialization
of 1–2, 74
meetings
and 102
shorter,
more plentiful 103
spontaneous 91
synchronous,
transition to 11
interdependency
island environment
and 58
Toyota and 58, 117
International
Monetary Fund 64–65
Internet
protocol, collaboration and 250
Internet,
blocking access to 253
Internet2
Klingenstein,
Ken 192, 195–197
middleware
initiative of 192
U.S. Person
object class 196
interrupt-driven
culture 103–104
intimacy. See professional intimacy
introduction xi–xii
ISDN. See Integrated Services Digital
Network
island culture 91
isolation
decline of 18
minimizing 2
reduction
of 99
telecommuting
and 91
tools and 91
J
J.C. Penney,
satellite network of 142
Jaguar 125, 202
JALA International 17
Japan, culture
of 58
job interviews,
informality in 55
job rotation
Dow chemical
Company and 176
Toyota’s
use of 129
Jobs, Steve 70
Joplin, Missouri 66
K
kaizen 95
Sakichi Toyoda
and 150
Toyota’s
principle of 238
Katzenberg,
Jeffrey 79
Kawasaki 225
Kelleher,
Herb 54
Kelley, Tom 59
brainstorming,
views about 38
Kellogg Company,
innovation and 167
King, Rollin 54
King’s
College 13
knowledge
delivery
changes regarding 85
distribution
of 203–204
hoarding
of 217
sharing of 253
Kohn, Alfie 214
Kranz, Gene 237
KTH. See Kungliga Tekniska hšgskolan
Kungliga
Tekniska hšgskolan 86
L
Land Rover 125, 202
language
collaboration
and 48
video instant
messaging and 94
laws 182–197
leadership
balancing
consensus with expediency of 206–207
blogs and 166
bravado and 211–214
coaching
and 15
collaborative 165–166, 198, 213–220
collaborative
vs. command-and-control 201, 219
competitive
dissonance and 214
competitive
myopia 211
consensus
and 3, 201, 204, 213
consistency
in 218–219
control vs.
collaborative 138
culture change
and 217
debate and 207
development
of collaborative leaders 200
distance
and 17
distance
vs. face-to-face 178
encouraging
strategic thought 220
environment
and 200
eyes
and ears vs. mouth and 213
face
time with leaders 142
hybrid
cultures and 207–208
instilling
Culture of Collaboration and 213
listening
and 213
management
by walking around 64
Mayo
Clinic and 204–205
Mayo
Clinic compared with Toyota 205
mobility
and 98
motivating
people to collaborate and 208
Myelin
Repair Foundation and 215
newly-collaborative
culture and 215–218
observation
as principle of 201
recognition
and reward system and 208–210, 212–213, 217
remaining
in trenches and 205–206
risk
taking as important to 201
rotation
of 205–206
senior 137
sharing
roles of 204–205
shoot-from-the-hip
style of 219
superlative
syndrome and 211–214
team
sites and 229
tools
and 229
tough
questions and 165
Toyota
and 64
transformation
into collaborative leader 199
value
creation and 220
videoconferencing
and 178, 229
voice
tone and 213
W.R.
Grace & Co and 206
walking
in shoes of others and 220
webcasting
and 178
webcasts
and 165–166
work
styles of 98
life/work
balance 89, 92, 103
telecommuting
and 93
lifestyles
collaboration
and 109
work styles
and 89–109, 133
Liker, Jeffrey
K. 201, 236
Liveris,
Andrew 55, 165–166
location
independence 4–5
location
information, privacy and 189, 196–197
Lockheed
Johnson,
Kelly 42
Rich, Ben
R. 42
skunk works
within 42
Lockheed
Martin 232
Lojeski,
Karen Sobel 47, 86
Lone Ranger xi
lone wolfs,
discussion of 106–108
loyalty,
functional vs. organizational 117
Lucas, George 75, 130
M
magazines,
environment within offices of 65
Major, John 190
management
command and
control 15
consensus 3
personality-driven 219
shoot-from-the-hip 121
manufacturing
efficiency
of 6
pull system
and 95
Toyota and 151
market research,
constructive confrontation and 13
marketing
collaboration
and 7
consumer
products and 169
digital asset
management and 169
internal 138, 141–143
Massachusetts
Institute of Technology, Allen, Thomas 74
Mastercard 62
mavens 142–143
Mayo Clinic
application
sharing used by 127
Armbruster,
Ryan 70, 72
arrogance
discouraged within 204
brainstorming
within 73
breaking
down barriers within 127
broad input
within 121
centralized
purchasing within 126
chief executive
officer of 26
collaboration
leadership within 144
collaborative
chaos 38
collaborative
decision-making within 254
collaborative
leadership of 204–205
common scheduling
system of 25
common systems
and 125–127
consensus
leadership within 26, 204
cross-functional
collaboration within 24, 118, 132, 248
Culture of
Collaboration within 29, 144, 177, 248, 251
curbside
counsel 34
dedicated
collaborative space used by 246
environment
of 68, 72, 251, 253
expense reduction
within 125–127
exporting
organizational culture 26
Forbes, Dr.
Glenn 72, 204–206
graphic design
and 144
Hattery,
Dr. Robert 26
history of 144
Huddleboard
use by 73
information
sharing within 127
information
technology function within 144
innovation
and 72
instant messaging
used by 127
Jacksonville,
Florida practice 26, 127
Knudson,
Teresa 127
leadership
compared with Toyota’s 205
leadership
rotation within 205–206
legacy of
collaboration within 144
live prototyping
within 72
MAGIC initiative 126–127, 206
Mayo, Dr.
Charles 23–24, 72, 204
Mayo, Dr.
Will 23–24, 72, 204
Mayo, Dr.
William Worrall 24, 72
media support
services division 144
mentoring
within 205
origins of
collaborative culture 23–27
paging system 26, 28, 176
principles
and values of 204
private group
practice and 24, 72
Mayo Clinic (continued)
profile of 72
real-time
tools and 176
regional
culture and 127
research
and development within 72
satellite-based
videoconferencing networks 27
Scottsdale,
Arizona practice 26, 127
shared services
within 126–127
sharing and 204
silo syndrome
reduction by 118
SPARC 38, 68, 72, 104, 121, 246, 248, 253
methodology 118
Stanford
University Center for Innovations in Learning and 84, 118
team sites
used by 127
teamwork
principle of 204
The Sisters
of St. Francis 23
tools used
by 127, 176
trust and 127
uniting group
practices of 125
use of we rather than I within 204
video production
and 144
videoconferencing
used by 127, 144
web conferencing
and 144
web design
and 144
whiteboard,
digital used by 127
Mazda
collaboration
and 202
culture and 67
environment
and 67
hierarchy
and 67
MBWA. See leadership, management by
walking around
McDonald’s 230
McGill University 152
MCI 210
McKinsey & Company 31
media
business
of 6
trends and 2
media relations
group writing
and 177
web conferencing
and 163
media space
collaboration
and 168–169
defined 158
high-traffic
areas and 81
Kungliga
Tekniska hšgskolan’s use of 86
Stanford
University’s use of 86
medical research
Bill and
Melinda Gates Foundation changing rules of 249
collaboration
and 149–154, 215–218
competition
in 215
culture of 149–154, 215
Myelin Repair
Foundation changing rules of 149, 152–153, 215–218, 249
medicine,
emergency 104
meeting room. See conference
room
meetings
benefits
and drawbacks of 101–103
browsing
tools for 253
controversy
and 172
Culture of
Collaboration as changing 103
email vs. 103
informality
increasing during 104
initial 152
in-person,
necessity of 156
intelligent
systems for 253
organizational
culture and 101
productivity
of 101
regularly-scheduled 102
relationships
and 102
search tools
for 253
serendipitous 81
team sites
vs. 103
unproductive
nature of 92
value of 252
virtual 108
web conferencing
vs. 103
Memex 191
mentoring 199
culture and 201
establishing
system of 212
iMentoring
and 37
Mayo Clinic
and 205
Toyota’s
informal approach to 199
mergers,
culture and 39
microphones,
carelessness regarding 190
Microsoft
Bell,
Gordon 191
environment
and 87
InfoCard 194
My
Life Bits 191
Vista
operating system 194
Windows
2000 136
Microsoft
Live Meeting, Procter & Gamble and 157
middleware
authentication
function of 193
authorization
function of 193
defined 192
directory
function of 193
functions
of core 193
identification
function of 193
trust
and 192–195
Midland,
Michigan 108
mirror
zones
architecture
and construction industry and 242
Boeing’s
use of 227, 248, 250
defined 222
MIT. See Massachusetts
Institute of Technology
Mitsubishi 225
mobile
computing, classroom and 84
mobile
phones, adoption of 133
mobility
collaboration
and 109
presence
and 20
Monster
blogs
use by 93
brainstorming
within 93
chief
technology officer 93, 115, 202
collaborative
leadership within 202
collocation
and 115
Conway,
Mark 93–94, 115, 202
cross-cultural
collaboration within 202
cross-pollination
within 115
Czech
Republic and 202
flexible
work time 93
goals
and 251
Monster
Den 93
team
sites use by 93
video
instant messaging use by 93
videoconferencing
use by 93
wikis
use by 93
Motorola,
Six Sigma and 120
movement,
collaboration and 64
multimedia
anthologies 191
multiplayer
video games, collaboration model of 240
multiple
sclerosis, collaboration to cure 149–154, 215–218
Mumbai, India 80
Murto, Bill 54
My Life Bits 191
Myelin Repair
Foundation
Bromley,
Russell 149, 152–153, 215, 217–218, 249
collaboration
and 215–218
collaborative
research process of 152, 217
community
and 153
Culture of
Collaboration within 149–154, 249, 251
frustration
with status quo by founders of 249
goals and 152
instant messaging
and 153
Johnson,
Scott 149–152, 215, 217–218, 249
leadership
of 215
objective
of 215
Popko, Brian 153
recognition
and reward system of 217
rewriting
medical research rules by 249
team sites
and 153
unorthodox
approach of 149–154
videoconferencing
and 153
web conferencing
and 153
Myth of the
Single Cowboy xi
N
NBC 6
nemawashi 29–30, 147, 150, 200–203, 236
network
infrastructure
of 143
separate
rich media 145
networking
convergence
and 5
wireless 140
New United
Motor Manufacturing, Inc. 201, 236
newsroom
environment
of 58, 65–66
group writing
within 66
value of
open environment within 66
Nobel Prize 217
Northwestern
Mutual Life Insurance Company 62
Northwestern
University
collaboration
and 152
Myelin Repair
Foundation and 152
NUMMI. See New United Motor Manufacturing
Inc.
O
Ohno,
Taiichi 95, 129, 150
online
communities 18
online
dating 18
organization
archiving
policies of 190
built
on collaboration 149–154
collaboration
acceptance by 253
community
vs. isolation within xi
control
as discouraging collaboration within 95, 253
cultural
schizophrenia of 207
efficiency
of 132
evolution
of 253
exporting
culture of 26
hierarchy
as discouraging collaboration within 253
informal
interaction within 115
memory
and 253
multimedia
HR records of 191
nimble
quality of collaborative 131
non-collaborative 253–254
personality
of 147
principles
of 117
recognition
and reward system and 217
redefining xii
respect
within 200
retaining
employees by 140
sharing
vs. hoarding of information within xi
short-sighted 115
status quo
and 253
trust vs.
fear within xi
value creation
by 212, 214
organizational
ecology 74
organizational
structure, collaboration and 145
Orwell, George 63
P
Packard,
David 63–64
paging
instant messaging,
compared with 176
Mayo Clinic
and 26
Pakistan,
reginal culture and 48
Papajohn,
Ted 54
Parker-Hannifin,
virtual hallway and 168
partners. See business partners
Patriot Act 7, 183
Penny, J.C. See J.C. Penny 142
personal
videoconferencing
Boeing’s
use of 229
defined 158
hierarchy
and 175
leadership
and 175
Mayo Clinic’s
use of 127
web conferencing
compared with 103
personality,
organizational 147
pharmaceutical
industry
collaboration
and 186–188
compliance
and 183, 186–188
cultural
schizophrenia within 207
culture and 45
team sites
and 163
PKI. See public key infrastructure
PLM. See product lifecycle management
podcasting
acceptance
of 133
collaborative
culture and 167–168
defined 159
police 104
political
campaigns 245
Polycom,
Dow Chemical Company iRooms and 32, 176
practices
cross-functional
collaboration and 118
routinization
of 147
Prague 93
preface ix–x
presence 19–22
access
levels and 20
acquisitions
and 97
ad
hoc groups and 116
applications
and 19
automated 21
boundaries
and 90
calendar
and 104
convergence
and 180
customer
relationship management and 20
defined 19
devices
and 19
dynamic 196
dynamic
vs. static 196
email
and 21
enterprise
resource planning and 82
environment
and 87
evolution
of 19
human
resources and 20, 106
identity
protection and 196
instant
messaging and 21, 161, 164
life/work
balance and 90
lifestyles
and 108
mobile
devices and 20
modes
of collaboration and 19
organizational
culture and 34
PBX’s
and 20
policies
regarding 189
privacy
and 188–189
Procter
& Gamble and 34, 96, 157
spontaneous
collaboration and 129
static 196
telephone
and 21
time
zones and 173
urgency
and 171
user
vs. group 20–21
videoconferencing
and 19, 21, 179–180
virtual
environments and 82
wireless
and 179
presentations
environmental
factors of 55–57
informality
and 55
presenteeism 17–18
principles
collaboration
and 117
commitment
to 219
culture
and 72
tools
and 147–154
Toyota
and 150–151
privacy
archiving
and 188
clarity
in policies regarding 197
complying
with global laws regarding 188–190
connotation
of 189
distraction-free
work and 59, 67
drinking
alcohol and 196
European
Union policies regarding 189
getting
in the zone and 67
increasing
need for 87
limited
access to 67
location
information and 189, 196–197
presence
and 188–189
Privacy
Act of 1974 189
tools
and 190
videoconferencing
and 87, 178
Privacy
Act of 1974 189
problem
solving
collaborative 152
real-time 152
real-time
collaboration and 172
processes
Boeing
and 127–128
common 125
Toyota
and 150
Procter
& Gamble
AromaSeal 97
chief
information officer of 148–149
computer-aided
design and 97
computer-aided
manufacturing and 97
cross-fertilization
and 96
cross-functional
collaboration within 148
Culture
of Collaboration within 148–149
decision
making and 148
deployment
as bad word within 137
deserializing
interactions within 35
email
system development by 96
environment
within 96
Procter & Gamble (continued)
expectation
of immediacy by 250
Folgers Coffee
brand 97
Gamble, James 96
Gillette
acquisition by 97, 181, 248, 250
global collaborative
enterprise and 243
Heltsley,
Laurie 34–35, 90, 137, 181
huddle room
use by 96
human resources
and 148
immediacy
required by 248
innovation
and 148
instant messaging
use by 35, 96, 137, 157
integration
strategies and 137
Lafley, A.G. 96
package design
and 96
Passerini,
Filippo 96, 148–149
presence-enabled
tools used by 96–97, 157, 248, 250
principles
within 148
Procter,
William 96
product cycle
time and 148
profile of 96–97
promoting
from within at 148
real-time
collaboration by 250
spontaneous
collaboration by 248
spontaneous
interaction and 34
tools and 34, 137
tools and
culture within 148–149
trust and 148
value creation
by 97
videoconferencing
used by 34, 97, 181
visualization
used by 243
voice mail
used by 35
web conferencing
and 96, 157
Procter,
William 96
product cycle
time
BMW’s
reduction of 49
Boeing’s
reduction of 248
collaboration
as reducing 215
decreased 139
Procter & Gamble
and 148
reduction
of 224, 235–236, 248
Six Sigma
as reducing 120
Toyota’s
V-comm as reducing 151
product data
management 233
product design
concurrent xii
Toyota and 151
product development,
sequential vs. parallel ix
product lifecycle
management 151, 225
product testing,
virtual vs. physical 97
productivity,
travel as reducing 116
professional
intimacy 67, 156
Boeing and 225, 228
cross-functional
collaboration and 243
global collaborative
enterprise and 243
tools and 78
videoconferencing
and 184
Progressive
Era 6
promoting
from within, Procter & Gamble and 148
Propst, Robert 60–64
psychology,
process vs. incident 105
public key
infrastructure 193
public relations,
process vs. project 105
purchasing
centralization
of 126
collaboration
and 232
Q
quality
collaboration
to enhance 120
Dow Chemical
Company and 121
root causes
of problems with 120
R
R&D. See research and development
Raytheon 232
real estate,
tools and 164
reality television,
culture and 178
real-time
collaboration 1, 66, 96, 152–153, 242
archiving
of 190–192
effectiveness
of 172
problem resolution
through 172
recognition
and reward 208–210, 212–213, 217
competition
and 122
recognition
and reward (continued)
human resources
and 213
secrecy and 122
sharing knowledge
and 36
referee,
team sites and 153
reflection
email and 171
team sites
and 171
regional
culture. See culture,
regional
regulated
industries, collaboration and 186–188
regulation,
governmental 7
relationships,
collaboration as changing 119
relay-race
model of work 74, 85
research
and development
healthcare
and 72
Mayo Clinic
and 72
service industry
and 68, 72
restaurant,
environment of 57
retention 184–186
Dow Chemical
Company
and 185
drawbacks
of 185
human resources
and 185
instant messaging
and 184
phone calls
and 185
videoconferencing
and 185
web conferencing
and 185
reward system. See recognition and reward
Rich, Ben
R. 42
risk, leadership
and 201
Rocky & Bullwinkle 77
Rolls Royce 232
RoperASW,
conferencing study and 160
Rosen, Gerald 64–65
Roundtable
Telecooperation 49
rugby model
of work 74
S
sales
Dow Chemical
Company and 99
process vs.
project 105
telecommuting
and 99
web conferencing
and 157
salesmen 142–143
Sarbanes-Oxley 7, 182–184
Dow
Chemical Company and 185
W.R.
Grace & Co. and 184
SAS 104
schedule,
headquarters-driven 108
scheduled
vs. spontaneous collaboration 7–8, 34, 46, 93, 103, 152, 180
SCIL. See Stanford
Center for Innovations in Learning
Scotchgard,
collaborative chaos and 13
security
cameras, culture and 178
senior
leadership
compliance
and 183
environment
of 58
epidemics
and 70
passion
and 70
relationship
with 110
role
of 137
September
11, 2001 44
service
design, concurrent vs. serial xii
services,
shift to shared 126–127
sharing
access
to data and 122
blogs
and 166
collaboration
and 10
compliance
and 183
environment
and 73
ideas
and 203
Industrial
Light & Magic and 78
information
and 36, 78
leadership
roles and 204–205
Mayo
Clinic and 73, 127, 204
reward
people for 212
role
of PC and 34
smoking
and 111
Toyota
and 251
vlogs
and 167
workplace
environment and 3
Sherman,
Patsy 13
silo
syndrome 111–114
advantages
of 114
avoiding 32, 177
classroom
and 118
Culture
of Collaboration and 114
cures
for 124–125
defined 111
finger
pointing and 112
Ford
Motor Company reducing 125
silo
syndrome (continued)
Industrial
Light & Magic, reducing 124, 128–129
Mayo
Clinic avoiding 118
reduction
of 234
Six
Sigma reducing 121
spontaneous
collaboration reducing 129
television
news and 113
tools
reducing 114
Toyota
and 117
travel
costs aggravating 116
W.R.
Grace & Co. and 116–117
silos
culture
as impacting 112–115
functions
develop into 110
simulation,
product design and 235
Singapore 80, 108
Six
Sigma 119–121
barriers
reduced by 119
cross-functional
collaboration enhanced by 120, 132
defined 119
DMAIC
and 120
Dow
Chemical Company and 121
hierarchy
impact reduced by 120
information
democracy and 120
product
cycle time reduced by 120
silo
syndrome reduced by 121
tools
and 121
Voice
of the Customer 135
skunk
works 42–43
defined 42
Johnson,
Kelly and 42
Lockheed
and 42
Rich,
Ben R. and 42
W.R.
Grace & Co. and 43
Smith,
Sam 13
smoking,
breaking down barriers by 110–111
Southwest
Airlines
collaborative
environment and 54
Kelleher,
Herb 54
King,
Rollin 54
SOX. See Sarbanes-Oxley
space,
sharing same physical 252
Spears,
Britney 190
specialization,
reduction of 128–129, 131
spontaneous
collaboration 1–2, 7–8, 19–21, 34, 36, 46, 59, 62, 86,
93, 103, 129, 168, 173, 197,
202, 248, 250
appropriate
use of 180
hierarchy
and 175
rapport before 181
success factors 181
St. Anthony’s
Club 54
Stanford
Center for Innovations in Learning 118–119
collaborative
chaos and 251
culture clash
and 85
environment
and 252
Mayo Clinic
and 84
philosophy
compared with Toyota’s 201
virtual environment
and 83
white boards,
digital and 84
Stanford
University
collaboration
and 152
Myelin Repair
Foundation and 152
star culture xi, 30
Enron and 31
fear within 30
General Electric
and 31
McKinsey & Company
and 31
trust within 30
Star Trek 76, 125
Star Wars 75
start-up
organizations, collaborative culture of 149–154
Steelcase,
Huddleboards 73
Steele, Fritz 11, 74
Stevens,
Wallace 247
stock brokers,
tools and 164
strategy
cross-functional 144
hybrid top-down,
bottom-up 137–143
streaming,
defined 159
superlative
syndrome 211–214
suppliers,
collaboration with 151
supply chain
management 192, 222
surgery,
collaboration and xi
systems
common 107, 125
integration
of 5
T
10 Cultural
Elements of Collaboration. See Ten Cultural Elements
of
Collaboration
360-degree
evaluations 16
3D modeling,
Toyota’s use of 151
3D/I
4D use by 242
collaboration
and 208–209
Culture of
Collaboration within 208–209, 241–242
information
democracy and 242
Thomsen,
Chuck 209
3G wireless. See wireless,
third
generation
3M 13
Taiichi 129
Taipei, Taiwan 80
talent
access to
global 53
accessing
highly-skilled 80
Boeing and 53
culture change
by recruiting global 217
Czech Republic
providing 202
exploiting
best global 5, 250
global collaborative
enterprise utilizing 222, 242
global recruitment
of 202, 231
Industrial
Light &
Magic utilizing global 240
leadership
and 202
maximizing
of x, 254
scattered
global pool of 79
thinking
vs. doing and 253
uniting geographically-dispersed 80
Tandberg,
conferencing study and 160
tasks, multiple
roles and 89
Tate & Lyle 13
team sites
acquistions
and 106
applications
integrated with 183
blogs and 166
Boeing’s
use of 228–229
compliance
and 183
controversial
situations and 173
data sharing
and 171
defined 159
Exostar consortium’s
use of 232
information
availability through 191
information
sharing and 36
instant messaging,
compared with 164
instant messaging,
integration with 164
leadership
and 229
longer projects
and 163
Mayo Clinic’s
use of 127
meetings
vs. 103
Monster’s
use of 93
multimedia
records stored in 191
Myelin Repair
Foundation and 153
pharmaceutical
industry and 163
presence
and 20
referee for 153
reflection
and 171
virtual environment
of 11, 78
web conferencing,
compared with 163–164
team spaces. See team
sites
teams
ad hoc 38, 241
cross-functional 38, 72, 120, 176
global 91, 176
informal
formation of 176
Mayo Clinic
and 38
Six Sigma
and 120
technical
support 104, 164
technology
human touch
and 145
overengineering
of 153
trends in 5
telecommunications,
function of 124
telecommuting
advantages
vs. disadvantages 91
collaboration
and 91–92
control and 95
control-oriented
cultures and 92
culture and 99
evolution
of 88
hubs for 99
island culture
and 91
life/work
balance and 93
presenteeism
and 17
start-up
companies and 94
telecommuting (continued)
success factors
of 92
tools and 91
virtual environment
and 88
telecooperation
BMW and 49
defined ix
tele-immersion,
virtual environment of 78
telemedicine 243
telephone
controversial
situations and 173
culture and 27
presence
and 21
telepresence 80
Stanford
University Center for Innovations in Learning and 83
virtual environment
of 78
television
industry, global collaborative enterprise and 244
television
news 65, 190
environment
and 56–57, 67
group writing
and 66
informality
in delivering 56–57
information
hoarding and 122
meetings
and 102
networks
and 6
silos and 113
trends that
parallel workplace trends and 2
work styles
and 113
television,
face-to-face, compared with 178
telework. See telecommuting
Ten Cultural
Elements of Collaboration 9–15, 70, 115, 152, 251
information
democracy and 122
Texas Instruments 62
text messaging,
defined 158
textile industry 45
theater in
the round 119
thinking,
encouraging strategic 220
time
BMW’s
reduction of product cycle ix
convergence
of business and personal 89–91
flexible
work hours 90
leveraging
difference in 231
maximizing x, xii, 254
time to market. See product
cycle time
Time Warner,
culture within 40
time zones
bridging
of 108–109
challenge
of 176
leveraging
differences 49
presence
and 173
solving problems
of 109
tool choices
and 173
video mail
and 109
timeframe,
collaboration and 152
tools 155
access to
executives and 175
adoption
of 133–154
advantages
vs. disadvantages of 90
agreement
regarding 170
asynchronous 155, 183
attribute-centric
vs. identity-centric 195
banning of 85
barriers
and 116–117
broad use
of 138
business
case for 139–143
caution regarding 190
compliance
and 183, 189
confusion
and 156
cross-functional
use of 129
crossover,
defined 164
cultural
evolution and 135
cultural
integration of 117
culture and 27–29, 85, 133–154, 173–178, 252
Culture of
Collaboration extended by 253
culture to
support 236
demand for 139
deployment
as bad word 137, 148
Dow Chemical
Company and 176
education
and 119
enlisting
champions for 141–143
epidemic
use of 136–138
etiquette,
regarding 35
extending
access to 99
flexibility
of 90
focus groups
about 135
tools (continued)
Ford Motor
Company and 138–139
guidelines
for use of 170
hard benefits
of 139–140
hard dollar
benefits of 135
hard vs.
soft benefits of 139–141
hierarchy
and 93, 171, 175
high-stakes
use of 134
implementation
strategies, regarding 135
increasing
importance of 91
Industrial
Light &
Magic using 130
integration
of 143, 189
internal
market research regarding 135
internal
marketing of 142–143
isolation
and 91
leadership
and use of 229
lifestyles
and work styles and 89, 252
limitations
of 155, 253
maximizing x, 254
Mayo Clinic’s
use of 127
mistakes
with 133
organizational
expertise regarding 144
organizational
impact of 27
positioning
of 141
potential
of 155
preferences
regarding 109
presence
awareness of 104
principles
and processes in using 117–118
principles
before 147–154
privacy and 190
professional
intimacy and 78
relationship
development through 202
restricting
functionality of 253
same room
vs. virtual collaboration and 252–253
selection
of 155–173
shifting
work modes and 105
silo syndrome
and 114
Six Sigma
and 121
slaves to 89
soft benefits
of 135, 140–141
soft costs
of 135
synchronous 155
telecommuting
and 91
Toyota and 150
use of 133–154
user feedback
about 136
utility of 153
videoconferencing 134–135
W.R. Grace & Co.’s
use of 116–117, 184
work styles
and 91, 98, 106–107, 202, 212
tools implementation,
top-down vs. bottom-up 137
Toyoda Automatic
Loom Works 150
Toyoda, Kiichiro 150
Toyoda, Sakichi 150
Toyoda, Tatsuro 198
Toyota
3D modeling
within 151
chief engineer’s
role within 201
collaboration
within 95
collaborative
decision-making within 254
collaborative
leadership and 200
competition
within 215, 218
computer-aided
design use by 204, 235
computer-aided
manufacturing use by 235
concurrent
design and 235–238
consensus
building within 58, 67, 150, 200–203
continuous
improvement principle of 95, 238
Convis, Gary 198–201, 203, 209–210, 215, 219
cross-functional
collaboration and 235, 248
culture and 29, 31–32, 67
culture compared
with U.S. auto companies 198
culture of 58, 147–148, 204
Culture of
Collaboration and 248, 251
dedicated
collaboration space used by 246
design and 151
environment
and 67, 91
Toyota (continued)
global
collaborative enterprise and 235–238
Global
Production Centers 151, 203, 238
hierarchy
and 67
high-level
collaboration and 235–238
idea
value within 203
inderdependency
within 117
Industrial
Light & Magic parallel with 129
innovation
and 95
island
culture and 91
job
rotation within 129
kaizen principle of 95, 150, 238
Kanada,
Shin 151, 198
knowledge
distribution within 203–204
leadership
conditioning within 200
leadership
of 64, 248
leadership
training within 64
lean
thinking 29
management
by walking around and 64
manufacturing
and 151
mentoring
within 199
Minoura,
Teruyuki 95
Morrison,
Mike 31, 117, 147
mother
plant system of 237
nemawashi principle of 29–30, 147, 150, 200–203, 236
New
United Motor Manufacturing, Inc. and 201, 236
nurturing
quality of 199
Ohno,
Taiichi 95, 129, 150
principles
of 147–148, 150–151, 200–204, 219
product
cycle time reduction by 151, 236
product
lifecycle management and 151
production
system of 150
profile
of 150–151
pull
system of 95, 150
recognition
and reward system of 209
respect
for line workers within 200, 248
responsibility
without authority within 201
routinization
of practices by 147
sharing
and 251
sharing
ideas within 203
silo
syndrome and 117
suppliers
collaboration with 151
The
Toyota Way 31, 117, 150–151, 200, 204
thinking
within 95
tools
and 147–148
Toyoda,
Kiichiro 150
Toyoda,
Sakichi 150
Toyoda,
Tatsuro 198
Toyota
Manufacturing, Kentucky 199
University
of Toyota 31, 117, 147
V-comm. See Toyota,
visual and virtual communications system
videoconferencing
use by 151, 235
visual
and virtual communications system 151, 204, 235, 238, 246
voice
mail and 147
whiteboard
use within 147
yokoten principle of 151, 203–204
trade
shows, social network development at 102
traffic
cameras, culture and 178
transactions,
collaboration and 164
travel,
productivity loss due to 116
trends 4, 250
trust
Boeing
and 52, 251
Boeing
business partners and 228
business
partners and 192–195, 234
collaboration
and 10, 156, 192–195
collaborative
trust 193
continuum
of 193
cultural
differences and 50
culture
and 10
eliminating
underperformers as comprising 30
environment
and 71
federated
enterprise-centric 194
global 193
goals
and 218
identity
service providers and 194
informality
and 71
information
democracy and 123
trust (continued)
instant messaging
and 194
intellectual
property and 195
legal 193
legal issues
of 195
Mayo Clinic
and 127
peer-to-peer 194
Procter & Gamble
and 148
role of PC
and 34
sharing systems
and 234
videoconferencing
and 194
Tyco 182
U
Uncle Don 190
United States
government
Department
of Defense 195
Department
of Homeland Security 195
United States,
regional cultures of 46, 93
University
of Chicago
collaboration
and 152
Myelin Repair
Foundation and 152
Popko, Brian 153
urgency,
maintaining sense of 152
V
value
Boeing creating 128
collaboration
as creating 107
creation
of 31, 147, 218, 254
business
case for 139
collaboration
and 15
culture and 147
Industrial
Light &
Magic creating 130
informality
and 70
inspiration
as creating 94–95
leaders creating 220
Procter & Gamble
and 97
silo syndrome
reduction as creating 132
tangible
vs. intangible 89
unstructed
exchange of ideas to create 12
video
archived 169
collaboration
and 252
culture
and 178
desensitized
to 178, 252
evolving
role of 178
increasing
role of 252
leadership
and 178
need
for 94
one-way 99
work
styles and 178
video
instant messaging
acceptance
of 133
adoption
of 94
appropriate
use of 180
compliance
and 183
cross-cultural
issues regarding 93
cross-functional
use of 129
defined 159
informality
and 104
instant
messaging, compared with 162
language
and 94
Monster’s
use of 93
nature
of work and 94
near
real-time nature of 116
organizational
culture and 171
spontaneous
quality of 93
videoconferencing
compared with 93
video
mail
defined 159
drawbacks
of 163
show
and tell through 109
solving
time zone issues through 109
videoconferencing,
compared with 162–163
videoconferencing
acquisitions
and 79
adoption
of 134
airplane
connectivity and 100
application
sharing and 171
appropriateness
of 229
archiving
of 127, 185
asset
management of 191
AT&T
and 100
Bechtel
Corporation’s use of 241
body
language and 80, 160, 180
Boeing’s
use of 226, 228, 231, 234
bridging
virtual and in-person relationships through 180
videoconferencing (continued)
buddy
lists and 22
cafeteria
and 81
camera
placement and 86
classroom
use of 84
complex
collaboration and 171
compliance
and 183
confusion,
avoiding and 180
consumer
goods industry and 242
controversial
situations and 160, 180
culture
and 27, 41, 134–135, 178
data
sharing and 171
decision
making and 160
defined 158
desktop 127
digital
whiteboard and 171
Dow
Chemical Company’s use of 32, 114
DreamWorks
Animation’s use of 79–81
effectiveness
of 41
environment
and 87
executives
and 175
eye
contact and 86
facial
expressions and 180
first
meetings through 181
Ford
Motor Company’s use of 41, 125
healthcare
industry’s use of 243
high-definition 78
human
resources and 106
immediacy
of 181
impact
of laptops on 33
Industrial
Light & Magic’s use of 130
in-person,
vs. 180
Internet
protocol and 5, 134, 179
IP. See Internet
protocol
ISDN
and 124
job
interviews through 181
language
and 94
leadership
and 178, 229
logging
of 191
low-impact
use of 134, 180
management
of 124
Mayo
Clinic’s use of 27, 127, 144
meals
via 180
mergers and
use of 181
microscopes
and 136
minimizing
video during 181
mobility
and 106, 177
Monster’s
use of 93
multipoint 173
Myelin
Repair Foundation and 153
personal 127, 175
presence
and 21–22, 179–180
privacy
and 87, 178
Procter
& Gamble’s use of 34, 97, 157, 181
professional
intimacy and 181, 184, 228
satellite
network 27
scheduled
vs. spontaneous 81, 180
security
and 194
self-view
mode of 81
success
factors of 180
techniques
for 180
time
zones and 108
Toyota’s
use of 151, 235
use
guidelines for 161
utility
like water 27
video
instant messaging compared with 93
video
mail 162–163
virtual
environments and 78
voice
over IP as driver of 179
W.R.
Grace & Co.’s use of 117, 160–161, 184
web
conferencing and 179
web
conferencing, compared with 156–161
wireless 179
work
styles and 180
VIM. See video
instant messaging
Virgin 70
virtual
distance 156
bridging
of 86–88
defined 47
World
Bank and 47
virtual
environment 78–88
3D
immersive systems and 78
customizing
of 82
DreamWorks
Animation and 79–81
enabling
collaboration 79
evolution
of 88
media spaces
and 78
necessity
for natural 79
virtual environment (continued)
presence
and 82
private offices
and 87
Stanford
University Center for Innovatons in Learning and 83
virtual hallway 158, 168–169
virtual space,
sharing of 78
virtual,
comfort with being 18–19
visual effects
industry, evolution of 238–240
visualization
Boeing’s
use of 224
evolution
of 233
global collaborative
enterprise and 246
importance
of 227
Procter & Gamble’s
use of 243
vlog
acceptance
of 133
collaborative
culture and 167–168
defined 159
vlog. See video blog
voice mail
avoidance
of 147
culture and 35
drawbacks
of 19
policies
regarding 35
Procter & Gamble 35
retention
of 185
Toyota and 147
voice over
IP, videoconferencing and 179
voice, tone
of 213
voip. See voice over IP
Volvo 40, 125, 202
W
W.R. Grace & Co.
blogs and 166
chief financial
officer of 184
collaboration
responsibility within 145
collaboration
strategy of 35
compliance
and 184
compliance
as driving collaboration within 250
Corcoran,
William 43
corporate
communication function within 145
cross-functional
collaboration within 117
Culture
of Collaboration and 251
Festa,
Fred 43
human
touch emphasis within 145
Kuhn,
Barry 43, 116–117, 145, 160–161, 166
leadership
and 206
migration
to Culture of Collaboration by 251
Norris,
Paul 43
Sarbanes-Oxley
and 184, 250
silo
syndrome and 116–117
skunk
works within 43
Tarola,
Robert 184, 206
tools
used by 116–117, 184
videoconferencing
use by 117, 184
web
conferencing use by 184
web
conferencing
Boeing’s
use of 226, 229
collaboration
vs. presentation and 156–160, 164
compliance
and 183
computer-aided
design integration with 97
controversial
situations and 173
data
sharing and 171
defined 158
Exostar
consortium’s use of 232
impact
of laptops on 33
instant
messaging used with 22
Mayo
Clinic and 144
media
relations and 163
meetings
vs. 103
Myelin
Repair Foundation and 153
personal
videoconferencing compared with 103
Procter
& Gamble’s use of 34, 96, 157
proper
use of 157
retention
of 185
sales
and 157
spontaneous
vs. scheduled 156–160
team
sites, compared with 163–164
time
zones and 108
user’s
attention and 160
video,
as add on to 179
videoconferencing,
compared with 156–161
web conferencing (continued)
W.R. Grace & Co.’s
use of 184
wireless 179
web presentation,
defined 158
webcast,
defined 159
webcasting 173
Boeing’s
use of 229
collaborative
culture and 165–166
leadership
and 165–166
whiteboard,
digital 130
classrooms
using 84
Dow Chemical
Company use of 176
look and
feel of 78
Toyota’s
use of 147
use of 119, 127, 161
videoconferencing
and 180
virtual environment
and 78
whiteboarding,
defined 158
wiki 133, 172
defined 159
Monster and 93
productivity
and 115
Wikipedia 8, 159, 200
Windows 2000,
collaboration tools within 136
wireless
fourth generation 97, 179
presence
and 179
third generation 97, 179
value of 100
work
changing
nature of 138
credit for 107
culture of 103
deserialization
of xii–2, 74, 181, 240, 242, 244, 246–247, 250
deskless 97
distraction-free 59, 67
flexibility
and 93
global sharing
of 222, 227, 231, 245
handing over
a fence 128
linear, serial
vs. real-time 249
meetings
and 102
nature of ix, 247
process,
project and incident 104–106
project vs.
process 75
redefining xii
relay race
compared with 1
relay race
concept of 85, 107, 130
relay race
vs. rugby model of 74
round-the-clock 227
sharing of 128
supervision
during 93
three modes
of 104–106
waterfall
approach to 115
work day,
boundaries of 90
work styles
bridging
regional 93–94
collaboration
and 109
collaboration
as fitting 82
expertise
regarding 144
importance
of considering 138
individual 106
lifestyles
and 89–109, 133
lone wolfs
vs. collaborators 106–108
mobile 97
regional 93
television
news and 113
tools integration
into 98–99, 106–107, 155, 202, 212
videoconferencing
and 180
work/life
balance 108–109
workplace
industry-specific 65–67
social relationships
in 110
See
also environment
workplace
design 58–78
Herman Miller
and 60–64
project-oriented
vs. discipline-oriented 76
workplaces,
open vs. closed 58–78
workspace
comparing
approaches to 67–68
flexible 74
World Bank
Beca, Hajrudin 47
community
and 251
culture and 46
World Trade
Organization 16
WorldCom 182
Wright, Frank
Lloyd 64
writing,
group 66, 85, 177
Y
yokoten 151, 203-204
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