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7/29/2019 The Unified Organization of the Social Age: Fighting the Silo Tendency (166283810)
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The Unified Organization
of the Social AgeFighting the Silo Tendency
7/29/2019 The Unified Organization of the Social Age: Fighting the Silo Tendency (166283810)
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Agenda
Ideas from the Learning Literature
● David Wedaman, Brandeis University
Breaking Down (Campus) Silos in Practice
● Marty Chang, Granite State College
Breaking Down (Organizational) Silos inPractice
● Lisa Trubitt, University at Albany, SUNY
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Part 1:Two kinds of group learning operating
systems
David Wedaman
Brandeis University
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Cooperation and Collaboration
Lee Shulman
"Communities of learners and Communities of teachers"
Mandel Institute, 2007
(freely available online)
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Cooperation
Doing something with other people that youcan do just as well on your own.
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Collaboration
Doing something with other people that noone person can do on her or his own.
A "marriage of insufficiencies."
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Collaboration
High learning
Higher riskUnpredictableLots of trust requiredIntrinsic motivationLots of feedback loopsLots of communicationPerspective taking
Hard to describeExperiential / project-based learningBuilds relationships
Cooperation
Planned outcomes
StableRoutineStructuredPredictableComfortingReliableLow learning
Extrinsic motivationEducation as factoryLow communicationCan breed "us v.
them"
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Other ways of saying this
Transactions
vs
Virtuous Circles
Linear / Causal vs Dynamic System
Departmental vs Institutional
Red Ocean vs Blue Ocean
Constraints / Fixedness vs Growth / Generation
IQ Test vs Zone of ProximalDevelopment
Ideation / "Opening" vs Evaluation / "Closing"
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Hypotheses:
A. Cooperation (silos):
good in static contexts
reinforces group identity reinforces existing relationships
B. Collaboration (breaking silos):
important in times of change
required for organizational adaptation
builds new relationships
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The ratio
Can you collaborate all the time?
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Evolution Perspective
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Organizational Activities
1 2 3 4 5
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Three notate bene:
1. Collaboration is politically vulnerable and
anxiety-provoking.
2. Confusion about when cooperation or
collaboration is more appropriate freaks
people out.
3. Collaboration and Cooperation build on each
other.
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Granite State College
The mission of Granite State College is toexpand access to public higher education toadults of all ages throughout the state of New
Hampshire
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Granite State College
3,001 students in FY12
283 teaching faculty
109 staff
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Story of Growth
20% growth over the past two years
Launch of School of Education
Launch of graduate programs in Leadershipand Project Management
New program offerings on the horizon
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Physical Silos
10 campuses acrossthe state of NewHampshire
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Departmental Silos
9 departments in the organization
● Office of Undergraduate Studies● School of Education
● Office of Graduate Studies● Enrollment Management● Registrar ● Finance and Administration● Human Resources● Institutional Research● Integrated Technologies and Services
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Silo Symptoms
● "us" vs. "them"● Inconsistent customer experience● Resistance to change in processes,
technology-related or otherwise● Low employee morale
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How to break the silos?
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Cooperation: Service Management
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Cooperation: Project Management
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Collaboration: Handling Photo ID's
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Collaboration: Technology Playbook
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Cooperation and Collaboration
80% Cooperation
● Case management in Salesforce● Project management in Basecamp
20% Collaboration
● Discussions on Chatter
● Ideas on Google Drive (and Salesforce)
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About the University at Albany
● 1 of 4 University Centers in the SUNY
system
● ~18,000 students
● ~5500 faculty/staff
● SUNY 2020 Plan
● New President, new campus strategic plan
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About ITS
● Centralized provider of campus IT services● 115 staff, 6 different groups● We don't all know each other
● Limited opportunities for interaction● Cooperative model of internal
communication
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Silo Symptoms
● Staff in multiple locations on differentcampuses
● While collaboration across groups is
prevalent, it often involves the same keystaff
● At staff events, people tend to stick with their own group
● Differences in information shared--or not--emphasizes knowledge gaps across theorganization
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Silo Symptoms
● Internal communication across the entireorganization a relatively low priority
● Directors/managers share information with
their groups; not across the organization● ITS culture expects someone (OCIO) to take
charge of organizational communication
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Breaking Silos
● Find ways to give everyone the sameinformation
● Make sharing information a high priority for
the organization● Create clear expectations that sharing
information is a 2-way process● Encourage a collaborative model
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Breaking Silos
● Increased co-location of staff ● Take every opportunity to facilitate staff
interaction
● Tech Talks● Inside ITS● More ITS-wide initiatives● Feedback, feedback, feedback
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Lessons Learned
● Incorporate staff ideas whenever possible● Model the behavior you want others to follow● Continue to make internal communication a
priority● Keep moving towards a more collaborative
learning model for sharing information
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Video Interlude
http://www.youtube.com/watch?v=tOGC-YGXj_8
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Share Something and Break the Silo
Questions? Comments?
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Thank you for your time!
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Project: Chatter Rollout
Train 90% of users on using Chatter, aninternal social media platform
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Where We Are Today
90% of users trained
Activity on 2/26/2013 over previous 90 days:
● 4,550 posts● 1,549 comments
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Lessons Learned: Chatter Rollout
Set adoption and satisfaction goals insteadof training completion
New tools require new protocols, expectationsand use cases
