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The Library is a collection of both files & resources as well as Stories, Patterns, Frameworks and Approaches. The buttons below allow you to filter the library items.

 
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  • Rapid Collaborative Group Formation

    This framework was created in collaboration with the RMIT School of Media and Communications, to help address the challenge of rapidly forming student project groups in the context of a...

     

  • Groupworks Deck

    Why is it that some meetings bring life to your soul, while others leave you wishing you'd never stepped in the room?
     

  • Cocreating a socially-focused workspace at Hub Sydney

    A story about cocreating a new coworking space in Sydney, and how different participants gravitated towards different aspects of the process.

     

  • Urgency creates momentum

    When a collaboration has a meaningful deadline, it can inspire participants to overcome hurdles quickly in the interest of getting something done.

     

  • Meaningful influence

    Participants can usually tell when their contributions to a process are not meaningfully influencing the outcome, and they are likely to become cycnical, passive, or even subversive.

     

  • Shared representation

    Take time to capture what is in the collective consciousness of participants, and then represent it clearly in some medium such as a diagram, document or video.

     

  • Collaborative core

    At heart of a collaboration is often a small group who are steering, making decisions, and generally contributing the most.

     

  • Unmeeting

    The unmeeting framework will help you run collaborative working sessions in which your team produces work together, in addition to discussing and planning the work, as well as sharing knowledge...

     

  • Roles in collaboration

    In an envisioned mass collaboration, there are often a lot of people involved. One simple way to think about this is to divide the participants in a mass collaboration into three levels.

     

  • Support self-determination

    Let participants choose how they would like to participate, for example, what they will work on, or what their level of commitment will be.

     

  • Preparing university students for a collaborative career

    A story about how university professors are balancing a number of challenging factors in order to prepare students for a world in which collaboration is essential to their career success.

     

  • Parallel processing

    This is one mechanism which facilitates acceleration and group genius in an MG Taylor event - the Magic!

     

  • Scan-Focus-Act (MG Taylor)

    This is one lense that is frequently used to design and facilitate the creative design process in MG Taylor events.

     

  • Leaping the Abyss (MG Taylor)

    <p>A detailed and very comprehensive description and case studies of the MG Taylor approach</p>
     

  • MG Taylor (as practiced by ANZ PAZ)

    The MG Taylor approach is complex and as with any complex system there are a number of interacting elements which need to come together well to make the system as a whole function.  

     

  • Expect the unexpected

    When people are truly collaborating, the outcomes and outputs cannot be controlled by one person or a pre-existing plan.

     

  • Commit to collaboration

    Resist the urge to switch back to traditional modes of working when the collaboration becomes slow or hard work. This is a tension which is a natural part of collaboration.

     

  • Single source of truth

    Have a single document or other representation that everyone agrees is the official version. This will reduce misunderstandings and streamline the process of integrating new contributions.

     

  • “The Lab” - reflecting on a collaborative evaluation process

    A story about collaborating on an approach to program evaluation that accommodated divergent agendas, and also allowed unanticipated outcomes to emerge organically.
     
     

  • Co-define the problem

    Before jumping to solutions, focus on clearly defining the problem. Include all relevant participants in the problem definition process.

     

  • FINISH Sanitation Challenge Contest

    This case study from InnovationManagement.se provides a detailed explanation about how an international open innovation challenge related to...

     

  • Level Up Handbook

    <p>The Level Up Handbook is a collaboratively developed resource to help you find your way into the challenge of scalable collaboration.</p>
     

  • Article: Stigmergic Collaboration: The Evolution of Group Work

    In this article in the M/C Journal: A Journal of Media and Culture, Mark Elliott explains the concept of stigmergic collaboration as it applies to human creativity. Excerpt: "The steady ris
     

  • Embrace agility and action learning

    Choose projects and approaches that allow you to test and iterate, in order to learn from experience and respond with agility while building capability.

     

  • Set initial conditions

    The norms and behaviours established at the outset of a collaboration have an inordinate impact on how the collaboration will unfold.

     

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  • Urgency creates momentum

    When a collaboration has a meaningful deadline, it can inspire participants to overcome hurdles quickly in the interest of getting something done.

     

  • Meaningful influence

    Participants can usually tell when their contributions to a process are not meaningfully influencing the outcome, and they are likely to become cycnical, passive, or even subversive.

     

  • Shared representation

    Take time to capture what is in the collective consciousness of participants, and then represent it clearly in some medium such as a diagram, document or video.

     

  • Collaborative core

    At heart of a collaboration is often a small group who are steering, making decisions, and generally contributing the most.

     

  • Support self-determination

    Let participants choose how they would like to participate, for example, what they will work on, or what their level of commitment will be.

     

  • Expect the unexpected

    When people are truly collaborating, the outcomes and outputs cannot be controlled by one person or a pre-existing plan.

     

  • Commit to collaboration

    Resist the urge to switch back to traditional modes of working when the collaboration becomes slow or hard work. This is a tension which is a natural part of collaboration.

     

  • Single source of truth

    Have a single document or other representation that everyone agrees is the official version. This will reduce misunderstandings and streamline the process of integrating new contributions.

     

  • Co-define the problem

    Before jumping to solutions, focus on clearly defining the problem. Include all relevant participants in the problem definition process.

     

  • Embrace agility and action learning

    Choose projects and approaches that allow you to test and iterate, in order to learn from experience and respond with agility while building capability.

     

  • Set initial conditions

    The norms and behaviours established at the outset of a collaboration have an inordinate impact on how the collaboration will unfold.

     

  • Shared vision

    The more participants are aligned to a common vision or goal, the more motivated they will be to overcome barriers to effective collaboration.

     

  • Be neutral

    While your point of view is important, you must fundamentally remain open to alternative points of view.

     

  • Map participants

    Take time to identify and understand the unique capabilities, needs, interests and viewpoints of the people collaborating.

     

  • Be present

    Collaboration is a complex task, requiring empathy for all participants involved.

     

  • Resource collaboration adequately

    Collaboration takes time, and can often seem slow to deliver tangible outcomes.

     

  • Commitment must be top-down and bottom-up

    In order to have all the ingredients you need to make change, you need to engage participants of all levels.

     

  • Protecting my patch

    In order to ensure the status quo, participants may engage in destructive or uncooperative behaviour that deliberately subverts the collaborative process.

     

  • Mapping the system

    In order to help participants get on the same page about how the system works and how they want it to change, make a diagram/visualisation of how the parts of the current system function together...

     

  • Rapid Collaborative Group Formation

    This framework was created in collaboration with the RMIT School of Media and Communications, to help address the challenge of rapidly forming student project groups in the context of a...

     

  • Unmeeting

    The unmeeting framework will help you run collaborative working sessions in which your team produces work together, in addition to discussing and planning the work, as well as sharing knowledge...

     

  • Roles in collaboration

    In an envisioned mass collaboration, there are often a lot of people involved. One simple way to think about this is to divide the participants in a mass collaboration into three levels.

     

  • Parallel processing

    This is one mechanism which facilitates acceleration and group genius in an MG Taylor event - the Magic!

     

  • Scan-Focus-Act (MG Taylor)

    This is one lense that is frequently used to design and facilitate the creative design process in MG Taylor events.

     

  • Collaboration Definition - The 3 C's Framework

    A powerful and broadly applicable definition of the concept of collaboration, understood in relation to the related concepts of cooperation and coordinaton.

     

  • Collaborative consonance - how well are we collaborating?

    The Collaborative Consonance framework helps you understand the fundamental aspects that make collaboration work, and identify which aspect needs the most attention.

     

  • Capability-building Project Partnership

    Every project is an opportunity for learning and capability-building.

     

  • MG Taylor (as practiced by ANZ PAZ)

    The MG Taylor approach is complex and as with any complex system there are a number of interacting elements which need to come together well to make the system as a whole function.  

     

  • Scalable Collaboration - the Collabforge Approach

    The increasing pace of change, complexity in our environment, and interdependence of actors are demanding a more collaborative approach to innovation, change and engagement.

     

  • Group Works website

    Why is it that some meetings bring life to your soul, while others leave you wishing you'd never stepped in the room?
     

  • Leaping the Abyss

    <p>A detailed and very comprehensive description and case studies of the MG Taylor approach</p>
     

  • Level Up Handbook

    <p>The Level Up Handbook is a collaboratively developed resource to help you find your way into the challenge of scalable collaboration.</p>
     

  • Stigmergic Collaboration: The Evolution of Group Work

    In this article in the M/C Journal: A Journal of Media and Culture, Mark Elliott explains the concept of stigmergic collaboration as it applies to human creativity. Excerpt: "The steady ris