A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
Creating Collaborative Environments
This chapter discusses how leaders can utilize a number of strategies to build infrastructure that fosters collaboration among specialized team members who are less likely to share knowledge freely, to learn from one another, and to shift workloads flexibly to break up unexpected bottlenecks. Some of these strategies may include investing in building and maintaining personal relationships, creating new teams on the foundation of existing relationships, and ensuring that team members' individual roles are clear. The speed of communication is enhanced in teams working in proximity as compared to traditional email or telephone interactions. If multiple skill sets and diverse knowledge are needed, these resources are available much more quickly than they would be through other means. In larger projects, cross‐functional teams may be formed and even co‐located for all or part of the project. Cross‐functional teams are those made up of members with different specializations brought together to address specific project‐related tasks. If the participants are physically present in one place, they have more direct access to what others are doing and can head off wasteful detours before they occur. As team members become more comfortable with one another, discussions can also quickly drift to personal conversations about home life or common interests. The chapter also presents an interview with Stephen Van Dyck, AIA LEED AP, about the roles of technology and research in developing smarter, better buildings, the transition to a partner position within the firm, and the challenges of maintaining a cohesive and collaborative culture in a rapidly growing practice.
Creating Collaborative Environments
This chapter discusses how leaders can utilize a number of strategies to build infrastructure that fosters collaboration among specialized team members who are less likely to share knowledge freely, to learn from one another, and to shift workloads flexibly to break up unexpected bottlenecks. Some of these strategies may include investing in building and maintaining personal relationships, creating new teams on the foundation of existing relationships, and ensuring that team members' individual roles are clear. The speed of communication is enhanced in teams working in proximity as compared to traditional email or telephone interactions. If multiple skill sets and diverse knowledge are needed, these resources are available much more quickly than they would be through other means. In larger projects, cross‐functional teams may be formed and even co‐located for all or part of the project. Cross‐functional teams are those made up of members with different specializations brought together to address specific project‐related tasks. If the participants are physically present in one place, they have more direct access to what others are doing and can head off wasteful detours before they occur. As team members become more comfortable with one another, discussions can also quickly drift to personal conversations about home life or common interests. The chapter also presents an interview with Stephen Van Dyck, AIA LEED AP, about the roles of technology and research in developing smarter, better buildings, the transition to a partner position within the firm, and the challenges of maintaining a cohesive and collaborative culture in a rapidly growing practice.
Creating Collaborative Environments
Smith, Ryan E. (author) / Carraher, Erin (author) / DeLisle, Peter (author)
2017-03-15
13 pages
Article/Chapter (Book)
Electronic Resource
English
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