… the formalised super-group of collaboration

The basic characteristics of an organisation are certain form-giving factors, defining the outer boundaries and the legal status. So that the organisation is identifiable by and within its environment.

To a certain extent this even defines some obligatory tasks, but mostly it says nothing about what the purpose of the organisation is and how this is pursued.

Still there is a need for an internal structure to have the what and how of collaboration supported. But which may have to be changed over time, being confronted with various challenges.

When organisations grow they cross certain thresholds that have crucial effects on collaboration: It makes a huge difference if you still can cram your whole staff around one table and have a meaningful conversation (say, up to 15 people). Anything above will separate into sub-groups (with their distinct sub-cultures). And while you are still able to know everyone personally up to around 150 people, beyond that limit you have to deal with strangers rightfully belonging to your organisation.

Additionally, you may have to include people that formally do not belong to the organisation but are part of the collaborative effort. Like customers, suppliers, industry associations, unions, regulatory institutions, etc.

Include differences in language, location, time zone, and you have a whole gamut of organisational complexity to deal with when developing collaborative structures. Which is further enhanced by increasingly disruptive changes in and influences from the environment.

What are your dimensions of complexity you have to deal with?
What kind of organisational development do you currently need?

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