Collaborative Work Systems Design

Collaborative Work Systems Design

For More Information: Center for Collaborative Organizations, University of North Texas, www.workteams.unt.edu

Purpose:
To create a framework for successfully changing the organization to support collaboration and improve business results.

Outcomes:
 

  • A holistic framework that incorporates the perspectives of a cross-section ofthe organization
  • A plan of concrete actions to be accomplished
  • Opportunity to bridge work across traditional boundaries


When to Use:
 

  • Planning or renewing organizational change
  • Building collaboration into the organization
  • Integrating multiple change efforts


When Not to Use:
 

  • No commitment by decision makers to participate or act on the results
  • Insufficient infrastructure and resources


Number of Participants:
 

  • 5–30 per design event
  • Multiple sessions may accommodate the whole organization


Types of Participants:
 

  • Change leaders
  • Steering Committee members
  • Design Team members
  • Line managers
  • Other internal stakeholders


Typical Duration:
 

  • Assessment: 2–6 weeks
  • Workshop: 1–5 days
  • Change Process: Several months to many years, depending on scope ofchange


Brief Example:
A glass plant recognized the need for broad organizational changes to achieve its desired business goals. The company used Collaborative Work Systems Design in conjunction with existing process, quality, and cultural initiatives. The result was a comprehensive, integrated design to take the organization to the next level.

Historical Context:
Created in 2000 by Michael Beyerlein, Cheryl Harris, and Sarah Bodner.