Post by arfanho7 on Feb 24, 2024 23:23:06 GMT 12.75
However clustering also seemed to inhibit the breadth and number of answers that the players proposed. The least connected networks came up with . percent more theories and solutions than did the most connected networks. Less clustering also increased the likelihood of correct solutions in that those in very clustered positions were more likely to copy an incorrect theory from a neighbor than their less clustered counterparts.
We realized that the network structure seemed to have opposite effects for searching for information and searching for solutions Shore says. That was sort of the aha moment. Implications For The Workplace Egypt WhatsApp Number List The team s findings highlight the pros and cons of ever present connectivity. On the one hand tools like collaboration software can facilitate coordinated information gathering at both a local and a global scale. On the other hand too much connectivity can lead to a premature consensus to the detriment of organizations that aim to transform information into knowledge.
Fostering effective problem solving requires flexibility—flexible technology flexible employees and a flexible workspace. The optimal communication and collaboration structures change over time Shore says.projects you re going to be iterating between information gathering and solution generating. So the organizational structure needs to switch back and forth to facilitate that. Bernstein notes that some firms do that already. These results seem to make a lot of sense to organizations like The Boston Consulting Group or McKinsey Company which deliberately use very different structures for different functional stages of a project he says.
We realized that the network structure seemed to have opposite effects for searching for information and searching for solutions Shore says. That was sort of the aha moment. Implications For The Workplace Egypt WhatsApp Number List The team s findings highlight the pros and cons of ever present connectivity. On the one hand tools like collaboration software can facilitate coordinated information gathering at both a local and a global scale. On the other hand too much connectivity can lead to a premature consensus to the detriment of organizations that aim to transform information into knowledge.
Fostering effective problem solving requires flexibility—flexible technology flexible employees and a flexible workspace. The optimal communication and collaboration structures change over time Shore says.projects you re going to be iterating between information gathering and solution generating. So the organizational structure needs to switch back and forth to facilitate that. Bernstein notes that some firms do that already. These results seem to make a lot of sense to organizations like The Boston Consulting Group or McKinsey Company which deliberately use very different structures for different functional stages of a project he says.
