People engage in all kinds of collaborations such as project teams, task forces, councils, cross boundary process teams, and learning networks that cut across organisational boundaries. Also important are external collaborations with customers, suppliers, regulators and other key stakeholders. So, it makes sense to find a way to model all different types of collaborations.

Role-based value network models are emerging as a new standard for better supporting collaboration. This is true, not only for Value Network Analysis, but also in other approaches such as some role-based process models, new approaches to agile case management and new standards such as the OMG Value Delivery Modeling language.

From this perspective, the classic organisational chart is viewed as just one of many collaborations. In the case of the organisational chart, it is simply a collaboration around resourcing work and accountability. It is not the structure of the work itself. These role-based collaborations allow much more flexibility and agility in meeting the needs of our continually changing workplace.

HR Matters Magazine : Previously, you’ve talked about some of these challenges, referring to work design approaches not being up to mark, existing overlaps between business tools and social network tools, poor linkage between critical human interaction and workflow management and how change is noticed too late. A call for more collaboration, you argue, simply does not solve the problem. What then, does?
Allee : We use the terms “collaboration” and “social networks” very loosely these days. We are far better at cooperating than collaborating. Cooperation means we will all get our own work done while coordinating with others. Collaboration suggests that we are going to engage in a more creative process of combining our ideas to come up with more innovative solutions than working individually.

Real collaboration means embracing diverse ways of thinking and listening carefully to each other. The conversational style is very different from cooperation and must be a learned skill. Our business style of conversation is either too subservient to those in higher company positions or it is too confrontational and argumentative. So that is the first challenge – to really understand what collaboration means and encourage the kind of behaviours that support it.

The second challenge is moving beyond the naïve belief that social networking alone will magically lead to more collaboration and innovation. Social networks, in and of themselves, do not have a purpose as a network. People participate in social networks for their own reasons – a purely social network does not have a shared purpose other than conversation and camaraderie.

Purposeful networks, as compared to social networks, have identifiable roles and interactions that lead to a specific economic or social good outcome. So for any network to create value, people must assume roles and responsibilities within that network. Think about how people organise during an emergency, say a flood. People very quickly step up and assume roles: a traffic controller to direct people around the flood; or a digger to reinforce the levees; or a food provider to bring food and water to the workers. Once people in the network assume roles, they can negotiate how they will interact and can achieve a great deal.

So, social networking must be focused on the roles people play and how they interact. Then the network evolves into a true value creating network – what we call a value network. We find that this simple structure of roles and interactions, which we define as “deliverables” can be used to quickly define how people will work together. As a modeling approach it works for a few people on a work team, projects, collaborations, functional business units – all the way up through business webs and even global action networks. As long as roles are clear and transparent, even complex work can be managed with greater flexibility while still achieving consistent outcomes.

Successfully working in more collaborative and networked environments requires a different mindset, skill set and tools. Everyone is developing networking skills, now we need to learn to model the work itself as role based networks.

Verna Allee is founder of ValueNet Works, a services and technology company providing tools and methods for value network visualisation and analysis. She is recognised worldwide for her work in value networks, knowledge management, intangibles, communities of practice, and new business models. A frequent keynote speaker, Verna is a practitioner, thought leader and author.