Introduction
Collaboration is notably vital in any area where business is being executed. The critical importance of collaborating in work is that the workforce can provide diverse ideas concerning a given work formula that helps build the organization’s objectives. There is effectiveness in solving problems where many people are involved together. It is vital to mention that collaboration eases communication in the workplace since all the working criteria can be derived and presented to all the members (Westrenius & Barnes, 2015). The exchange of ideas and thoughts calls the team to be critical of the goals, which means there is collective expertise and vast knowledge among the team members. Cultural ties must be changed for collaboration in the workplace, which calls for both internal and external controls. The most fitting collaborative leadership model in the organization is democratic leadership that effectively transforms workplace culture and boosts collaboration through technology while avoiding barriers effectively.
An Identification of a Collaborative Leadership Model
The democratic leadership model is also known as participative or shared leadership because of the collaborative nature in an organization. Here, every team member can participate in the decisions made, and the metrics applied to work on a given task. Ideas are exchanged freely, and the members feel free to discuss work formulas with their managers (Tam, 2018). However, the final decision is left for the person in charge as they usually have consultative meetings before marking their choice. This leadership model allows a team to offer a solution through collaborative bases set within the members. If a firm wants to grow its objectives, the democratic leadership model fits significantly.
Changes in the Culture of the Organization to Improve Collaboration
For workers to have adequate working in the organization, the following changes in organizational cultures will be necessary to foster collaboration. First, it is vital to show others how to do their duties by leading by example (Ospina et al., 2020). Here collaboration tools are demonstrated by encouraging other employees to work tirelessly towards an organizational goal. Leading by example means that people under the working team will emulate what they see their leader is doing in terms of processes, activities, decisions, and other work metrics.
The second is changing the focus from general to individual and the firm’s benefits. This change is necessary because it ensures that team members commit themselves to what favors them and the company and not the organization only. This point is critical as it leads to satisfaction and the workplace, which means employees will produce more than before (Tam, 2018). Third, it is essential to create an environment where behavior and strategy are emphasized before technology. As a leader, it is vital to formulate strategies that include ‘why’ and ‘how’ on a collaborative basis in the workplace.
Technology should support strategies but not expect digital innovation to foster change institutionalization. Additionally, employees’ voices must be listened to under this new proposal as their minds and thoughts play a crucial role in the collaboration. Here, it means acknowledging other people’s ideas by showing them how important they are to a given project (Tam, 2018). Lastly, there is a need to practice persistence and adapt to compromising issues before making decisions. These new ways of working on tasks enable collaboration in an organization, a subject that matters in the organization’s productivity.
Workspace Changes that are Necessary to Improve Collaboration and Communication
Some workspace changes must be institutionalized to ensure the end game is successful for effective collaboration and passing of information without delay and alteration. First, there should be a start of innovation on how employees can come together to work on given tasks without getting troubles underway (Ospina et al., 2020). For example, there should be a standard means of passing information through applications such as Microsoft Outlook or physical memos posted on the information board daily.
Additionally, handover books should be handwritten and taken to the management to countercheck the information uploaded in the working systems. Additionally, employees should be grouped under a team, which means a person can communicate with all members in a given department without searching for the addresses one by one (Allen et al., 2005). Additionally, there should be issues to ensure clarity, such as accountability for critical resources such as keys to stores where vital items are kept. Here, the management is responsible for changing the movement of sensitive resources and defining who is liable in case there are constraints over the way.
As a manager, it is essential to change the work environment several ways. First, the team can be brought together under one open office to ensure fast consultations. Additionally, the stream for the arrangement of office chairs and tables should favor fewer distractions when one is in and out. Lastly, there is a need to ensure that each member has a personal office contact extension in case of quick concerns while working. By changing all these aspects, collaboration can be achievable in the line or working.
Moreover, there should be an internal arrangement that seeks to bring team leaders together to ascertain the rate at which operations are moving. Here, the supervisors and junior managers are given a brief by the top management about the progress. Initiating such moves ensures that the link between junior and senior staff is well established (Byron & Landis, 2020). As a manager, the critical duty is to have a collaborative base between the working lines. Hence, communication being a priority, job tasks are effectively implemented. There is a significant subject that is a crucial determinant of collaboration and communication success: training.
Having workshops from external parties teaches the staff about the new metrics of doing work and updates one’s skills in terms of specialization. That serves as an advancement of expertise in the area that someone works under hence, improving the services (Ospina et al., 2020). When team members are given opportunities to learn by training, they increase the chances of asking questions which means communication will be improved, making it possible to have a functional collaborative base. When these workspace changes are executed, communication will be clear, and collaboration will yield expectations.
Technology to Improve Collaboration Across the Enterprise
Companies can have the latest digital services that significantly keep employees engaged by using technology. For example, the organization should have options configured in the working systems that collect real-time feedback from employees concerning a given issue. This ensures that management can check any deficits, constraints, and complaints that can hinder progressive work in a company (Tam, 2018). Survey tools can be helpful in this case, whereby a user gets a comprehensive report every month concerning given work paraphernalia. By reviewing through digital tools, managers can check the working relationship between employees and look for a way to change any dragging factor to collaboration.
Google’s G Suite or Office 365 by Microsoft are examples of communication tools powered by technology to provide collaborative document development and editing for employees working together (Byron & Landis, 2020). Additionally, the organization should consider Padlet, which is useful in creating wall discussions; hence, collaborators can share their ideas concerning a given project. If the organization has project-based work and learning, it is vital to use task management digital applications such as Asana, Trello, and Zoho (Byron & Landis, 2020). This enables effective communication and teamwork from any department in the organization, hence improving communication and collaboration.
The use of digital platforms to communicate is necessary when working together. Apart from email, it is necessary to incorporate tools that offer communication effectively. As a manager, it calls for a recommendation to put in place applications that can enable mass sending of information to every team member whether or not they have digital handsets that require one to be online (Ospina et al., 2020). Here, a broadcast messages tool should be installed, and that means each member can receive information in case of required random activities at their work station. The organization should also use advanced Microsoft Outlook tools that ensure that all employees receive or send emails without delays (Westrenius & Barnes, 2015). The reason emails may be a critical subject under Microsoft Outlook is that after a given period, inboxes get filled with messages which means a person will be automatically ejected from organizational communications.
Technology also offers immersive learning tools that the organization can utilize when collaborating internally and externally. Under this note, a company’s augmented reality (AR and virtual reality (VR) improves from using digital software in the organization. These tools include 3DBear, Nearpod among others, that enable the simultaneous flow of information during a project hence boosting collaboration (Ospina et al., 2020). All these aspects of technology boost the partnership from one person to another as far as work metrics are concerned. In the end, communication is improved, which means participation is established without challenges. All other managers should borrow a leaf from the report’s recommendations for collaboration in their teams.
The Likely Barriers to Collaboration
Many reasons can pose a threat to implementing a collaborative leadership model. Lack of time is a key determinant of whether or not a team’s success shall be achieved. The reason is that in-house teams may always be busy, and they do not have time to adhere to mechanisms for effective collaboration (Allen et al., 2005). Additionally, lack of scope and focus is often associated with the dragging of collaboration in a team. If the team doe not see what they should collaborate about, they will be reluctant to follow the guidelines. Similarly, a starting point may be a key challenge under collaboration.
The other barrier to the success of collaborations is organizational culture. For example, if a company has a strong risk culture, it is highly possible to fail when changing institutionalization. Furthermore, tools and facilities could be the stumbling blocks on this matter (Byron & Landis, 2020). For example, if the company lacks adequate meeting space, there could be failure loading on the collaboration. Other barriers that may hinder this collaborative leadership model are confidentiality concerns and proximity to the collaborating people.
Additional Steps to Increase Collaboration
There are various ways in which collaboration can be increased in a team. First, it is essential to have monetary and non-monetary incentives for teams that achieve their target (Ospina et al., 2020). The members will be motivated to reach a specific goal to get rewarded in a particular way. This means employees will be keen not to miss points on their tasks hence, collaboratively work towards reaching their target. Second is team building activities that draw all members together to familiarize themselves with one another. Sometimes people work together but are separated by geographical regions or grounds (Ospina et al., 2020). Thus, the capacity building makes people know each other and work towards achieving the targets due to stable work relationships between the staff. Additionally, it is essential to benchmark a reputable firm on what they do concerning a given path of work. Allowing members to monitor other companies’ ways ensures people uniformly express themselves when close to making decisions.
Conclusion
Workers’ liberty under the democratic leadership style is that people can freely develop a strategy and discuss it with others before finalizing it. From the report, it is essential to say that collaboration requires technology, change of company culture, and implementation of steps that increase the frequency of collaboration in the team. Therefore, other managers should seek to promote the collaborative bases in their teams by applying the context developed in this paper.
References
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Byron, K., & Landis, B. (2020). Relational misperceptions in the workplace: New frontiers and challenges. Organization Science, 31(1), 223-242.
Ospina, S., Foldy, E., Fairhurst, G., & Jackson, B. (2020). Collective dimensions of leadership: Connecting theory and method.Human Relations, 73(4), 441-463.
Tam, A. (2018). Conceptualizing distributed leadership: Diverse voices of positional leaders in early childhood education.Leadership and Policy in Schools, 18(4), 701-718.
Westrenius, A., & Barnes, L. (2015). Managing complex business relationships: Small business and stakeholder salience. The Journal of Developing Areas, 49(6), 481-488.