INDEX - The Culture of Collaboration® – Expanded and Updated Edition

Numerics

3D printing

deserialization and 9

Nueva School and 137

Toyota and 86, 110, 130

Toyota’s use of 76, 79–80

3M 13

Scotchgard and 13

Sherman, Patsy and 13

Smith, Sam and 14

4 T’s 33

5G. See fifth-generation wireless

9/11. See September 11, 2001

10 Anti-Collaborative Cultural Artifacts 36–44

danger of 42

11 Cultural Elements of Collaboration 10–16

collaborative chaos and 45–47

collaborative diversity and 29, 30–31, 119, 129, 213–214, 218, 248

communication and 174

community and 128

constructive confrontation and 217

environment and 73

goals and 243

informal environments and 78

organizational evolution and 277

sharing and 124, 139, 195

trust and 35, 195

787. See Boeing, 787 program

A

A2Mac1 87

access control

attribute-based 204

evolution of 203–204

policy based 204

additive manufacturing. See manufacturing, additive

Adelson Medical Research Foundation

cross-discipline collaboration and 242–244

cross-program initiatives 242–244

goals and 277

Hedstrom, Kristian 244

selecting collaborators and 244

Advanced Micro Devices

breaking down barriers and 128–129

bureaucracy and 127

collaborative chaos and 277

COVID-19 and 128–129

cross-functional collaboration and 128

cross-level collaboration and 128

Directors Learning Experience 229–230

employee resource groups of 128–129

exigent circumstances and 228–230

Gama, Robert 114, 127–128, 229

hierarchy and 127

homegrown simulation training and 115, 229–230

informal networks and 128–129

Papermaster, Mark 114, 228–229

presence and 129

principles and 229

profile of leapfrogging teams 114–115

responsibility without authority within 228

role of chip architect 228

Ryzen microprocessors 114

silos and 127

Su, Lisa 229

“SWAT� teams and 114–115, 127

Threadripper product 115

Toyota compared with 228

trench leadership and 228–230

Zen architecture 114

advertising industry 272–273

aerospace industry

competitor collaboration and 257–260, 260–261

leapfrog evolution and 248

protecting partner collaboration 195–196

telepresence used in 173

Agile development 148

AI. See artificial intelligence

Airspan Networks 105

Alenia 108

Allen, Thomas 81

All Nippon Airways 218

AMD. See Advanced Micro Devices

American Welding Society 157–158

AMRF. See Adelson Medical Research Foundation

Apollo 13 265

application sharing

videoconferencing and 181

AR. See augmented reality

architecture and construction industry 268–269

Arizona State University 268

artificial intelligence. See also cobots

collaboration and 152–163

Industry 5.0 and 162

Mayo Clinic and 147

“smart factories� and 162

AT&T

Picturephone and 187

video telephony history and 105

augmented reality

fifth-generation wireless and 188

multi-user 188

Toyota’s use of 76

authentication

“extremely local� 202

middleware and 198

automotive industry. See also Automotive Network eXchange

competitor collaboration and 258, 260

protecting partner collaboration 195–196

telepresence used in 173

Automotive Network eXchange 199

AVI-SPL 69

B

BAE Systems 260

BARDA. See Biomedical Advanced Research and Development Authority

barriers

audience and speaker 135

breaking down 123–151, 135–138, 279

bridging generational 158

common themes in eliminating 149–150 cultural 186

departmental 123

DevOps and 148

disciplines and 242

doctors and patients 132

education and 135–138

informal networks breaking down 128–129

information democracy breaking down 139–140

interpersonal vs. technical 143–144

leadership and breaking down 234

Mayo Clinic and 141–142

smoking as breaking down 123–124

spontaneous collaboration and 149

tools and cultural 187–188

tools dissolving 165

tools reducing distance as 193

Batman 2

Baylor College of Medicine 242

Becker, Franklin 12, 81

Bell System

Bellboy paging system 22–23

Picturephone 187

Beth Israel Deaconess Medical Center 5

Biden, President Joe 207

Bill and Melinda Gates Foundation 6

Biomedical Advanced Research and Development Authority 258

Bitcoin 200

blogs 175. See also microblogs

BMW

mirror organizations and 266

regional culture and 35

Roundtable Telecooperation 35, 191

The Culture of Collaboration and 33–35

X5 ix, 33–35, 191, 266

body language

communication and 60

controversy and 182

physical environment as 60

videoconferencing and 169

Boeing

2nd Century Enterprise Systems 144 3 levels of collaboration and 257

737 program 157

757 program 58

777 program 32, 108, 252–253, 254

777X airline competitor collaboration 259–260

777X program 133–135, 254, 258–260, 262, 277

787 brainstorming 58

787 origins 32, 107–108

787 program xi, 31, 107–109, 120, 131, 133–135, 156–157, 212–214, 218–220, 248–257, 262

acquisitions and 249

Agile development and 148

Airplane Creation Process Strategy ix, 31–32, 49, 58, 133

airplane videoconferencing and 105–106

Barrera, Thomas 219

Boeing Aerostructures Australia 156–157

Boeing Business Jet 218

Brey, Debbie 144

Brown, Glen 219

business partners and 107–109, 248–257, 260–262

carbon fiber reinforced plastic 108, 134, 211–213, 216, 249

cobots and 156–157

co-creation and 32

collaboration evolution and xi

collaborative diversity and 16, 30–31, 133–135, 248–249, 248–252, 255, 276, 277

collaborative group sessions and 44, 218–220, 250–251, 256–257

collaborative leadership and 211–213, 216

common processes and systems and 144, 260

communication and 277

competitor collaboration and 260–261

concurrent design and 252–254, 262

concurrent vs. sequential design 32

CribMaster and 148

cross-cultural collaboration and 107–109

cross-discipline collaboration and 131

cross-functional collaboration and 133–135

cultural differences within 249

culture and 249

Dassault Systèmes and 32, 253, 262

decision making and 212–213, 216, 225

deserialization and ix

deserializing processes and 31–33

design evolution and 252–254

Drolen, Bruce 219

Emery, Blake 135

emotions and design and 133–135

environment and 57–58, 211, 273

environment evolution of 58

Everett, Washington engineering center 218–220, 250–251, 254–257

Exostar and 260–261

Gillette, Walt 32, 108, 133, 211–213, 216, 224–225

Global Collaboration Center 254–257, 273

global collaborative enterprise and 248–262

global partners and xi

Griffin, Scott 32–33, 250, 257

“hero model� of leadership 211

hierarchy and 219–220

high-level collaboration and 255, 257, 261–262

high-walled cubicles within 58

historic environment of 58 image of 777X 259

image of 787 253

image of 787 production 107

image of 787 vaulted entry 134

image of collaborative diversity 220

image of competing airlines collaborating 259

image of Global Collaboration Center 251

image of historic collaboration 58

image of open environment 58

Industrial Light & Magic compared with 266

inspiration and 134–135

Kravchenko, Sergey 32–33, 250–251

La Porta, John 255

lithium-ion battery crisis 16, 44, 98, 120, 144, 217, 218–220, 277

materials decision for 787 212–213, 216, 225, 249

McDonnell Douglas merger 212

melting pot culture of 249

Microsoft “home of the future� and 133

mid-level collaboration and 260–261

mirror zones and 256–257

Moscow Design Center 32–33, 250–251, 253–254, 266

Murphy, Tim 219

Ogonowski, James 212 partner colocation and 254

Pasquier, Paul 260

passenger experience and 133–135

Payloads Concept Center 258–260

Phantom Works 212

principles, practices, and processes and 8, 107

process visibility and 219–220

product lifecycle management and 32, 250, 253–254, 257, 261–262

profile of 787 collaborative diversity 218–220

profile of 787 partner council 107–109

profile of cross-discipline collaboration 133–135

profile of mirror zones and GCE 250–251

Project Yellowstone 212

regional culture and 35

reinventing of 249

reptilian brain and 133–134

RFID and 148

risk sharing with 787 partners 248

Russell, James 219

Russia and 31

Scaled Agile Framework and 148

skunk works and 49

Society of Professional Engineering Employees in Aerospace and 249

Sonic Cruiser 107–108, 249

structural change for 787 248–249

Teague collaboration with 258–260

The Culture of Collaboration and 30–33

time to market reduction and 33

tools and 250–251

Toyota compared with 131, 263

Tracy, John 218–220

trust and 33, 261

Underwriters Laboratories and 219

Wierzbicki, Dominic 157

Wilcynski, P.J. 258–259

Wilson, Bill 255

work sharing and 144, 250–251

workspace design and 57–58

bossware 101

BOSTI Associates

Brill, Michael 59

workplace environment study 59

brainstorming

cocktail napkin used for 54

DPR Construction and 54–56

environment inspiring 68

environments for 74–76

facilitating cross-functional 214

instant messaging for brief 181–182

policies regarding retention of 209

spontaneous interaction and 182

web conferencing and 181

bureaucracy

Advanced Micro Devices and 127

formality and 41–42

hierarchy and 41–42

leadership and reducing 224

need-to-know access and 41–42

new overlay of 217

organizations favoring 17

principles, practices, and processes and 217, 221

scheduled interaction and 150

skunk works bypassing 48

success factor as limited 243

bürolandschaft 62

Bush, President George W. 207

business models

concurrent vs. linear 2

deserialization and 3

business partners

Boeing and 107–109

collaborative diversity and 109

collaborative group sessions and 25–27, 267

colocation of 86–87

financial risk sharing and 108

globally-distributed 1

legal issues and 260–261

Shinto ceremony and 108–109

tools for collaboration with 168

Toyota and 79

trust and 261

Business Roundtable 8

C

CAD. See computer-aided design

Cal Poly Pomona 268

CAM. See computer-aided manufacturing

Canion, Rod 52

celebrity

preoccupation with 2

CGS. See collaborative group sessions

chance encounters. See serendipity

chaos. See collaborative chaos; See collaborative chaos

Charles III, King 207

Chihuly, Dale 37

Churchill, Winston 62–63

Circle in the Square 135

Cisco Systems

boards and councils and 217

bureaucratic overlay and 217

Citizens and Southern National Bank 64

Clooney, George 85

cloud computing 189

CNBC 39

CO Architects 268

cobots

4 types of 153–154

Baxter 158–159

Boeing and 156–157 bridging generations and 158 Cobotics 155

coexistence type of 154

Colgate, J. Edward 152–156

collaboration and 152–163

command and control and 162

comparing types of 154

contract collaborators 160

cooperation type of 154

cutting and packing 159

deserialization and 156

General Motors and 152–153, 156

Gillespie, Brent 153

Harrison Manufacturing and 159 Hirebotics 160

Holy Grail for 155–156

human autonomy and 156

human collaboration with 1 image of MAKOPlasty 155

image of MT Solar 158

image of Sawyer BLACK edition 159 Industry 5.0 and 162

intent sensing and 156

International Federation of Robotics and 153–154

MAKOplasty 155–156

MAKO Surgical Corporation 155

MT Solar and 157–158

origins of 152–153

people and 157–159

Peskin, Michael 152–156

responsive collaboration type of 153–156

Rethink Robotics and 158–159

Sawyer 158–159

sequential collaboration type of 154

Stanley Assembly Technologies and 155

Stryker Corporation 155

surgery and 155–156

Toyota and 156–157

Toyota’s use of 76

Tuthill Plastics Group and 159

welding and 157–158

Z-KAT 155

co-creation

Boeing and 32, 49, 256

DPR Construction and 54–56

global collaborative enterprise and 273

real-time tools and 182

Colgate, J. Edward 152–156

collaboration

3 trust models for 198–200

11 Cultural Elements of. See 11 Cultural Elements of Collaboration acid tests of 18

Adelson Medical Research Foundation and 242–244

Agile development and 148

airplanes and 105–106

asynchronous 248

Boeing and 248–262

breaking down barriers and 123–151, 149–150

business partners and 107–109, 168, 195–197, 196, 199, 205, 247–274, 260–262, 267

buzz word 16, 60

challenge of same-room 277–278

challenges regarding 277–279

cobots and 152–163

collaborative chaos and 13–14

collaborative environment necessary for 55

comfort with virtual 10

comfort zones and 17

command and control vs. 37

common processes and systems and 141–149

communication and 15

community and 15

comparing modes of 166–173

competition and 236–238

competitors and 257, 260–261

compliance complicating 206–207

consciousness for x–xi, 16

consensus vs. 217

constructive confrontation and 14, 214

COVID-19 and 166

cross-cultural 95, 107–109

cross-discipline 9–10, 130–135, 242–244

cross-functional 61, 78, 81, 104, 109–110, 128, 133–135, 143, 144, 227, 263

cross-level 128

culture and 3, 193

customer 148

dead on arrival in boardroom 56

dedicated environment for 25, 254–255, 273

dedicated physical space for 8

defined 9–10, 275

deserialization and spontaneous 188

Dow Chemical Company and 121

dress and 7

dynamic dimension of cross-cultural 30

early stages of 166

education and 135–138

Eleven Cultural Elements of. See 11 Cultural Elements of Collaboration environment and 52–97

environment as justification for 65

environment dichotomy with 60

environment for cross-functional 67

environment for hybrid 68, 91–94

evolution of meaning of 9–10

exigent circumstances igniting 48

fake 275

formality poisons 77

functions responsible for 190–191

gap 16

global xi, 100, 121, 218–220

Global Collaborative Enterprise and 247–274

goals and 11

high-level 255, 257, 261–265, 272

hybrid physical and virtual 91–94, 273

hybrid work and 3

Industrial Light & Magic and 265–267

informality and 72

innovation and 12

in-person 24

inspiration and 102–104

instilling behavior and 235–236

intelligent agents and 146

intimacy enhancing 72

leadership and 211–246

leadership facilitation of 241–242

levels of leadership and 34

low-level 257

Mayo Clinic and 19–27, 141–143

medical research and 238–244

meetings vs. x

mentoring and 214

mergers and 144

mid-level 257, 260–261

mobile 188–189

modes of 179–183

Myelin Repair Foundation and 238–242

Nazis and 9

neuroscience and 244

optimal environments for 56–58

paradox of x

partner xi

principles, practices, and processes and 191

privacy and 200–201, 203

private offices and 71

process visibility and 116

real-time 43, 85, 93, 173, 248, 273

real vs. fake 17–18

recognition and reward and 224, 233–235

recognition and reward for 44, 214–215

reengineering same-room 278

regional culture and 95, 259–260

remote work and 98–101

roundtable and 191

same-room 79–80, 99

same-room vs. virtual 10, 278

secrecy and 200–201

security and 195–210, 203

sensitive 200–201, 203

sharing and 11, 124

silo syndrome impeding 124–125

social media confused with 177

spontaneity challenge and 278

spontaneous 61, 118–119, 129, 149, 177–178, 187–188, 189

spontaneous vs. scheduled 7, 17, 150, 193, 278

stalled x

stumbling 42–43

technological issues 3

tools for 164–194

tools provide potential for 168

Toyota and 143, 263–265

traditional meeting room impeding 56

transparency and 34

trust and 195–210

value creation and 16

value creation integral to 10

virtual environment and 13, 88–94

World War II and 9

W.R. Grace & Co. and 191

zone for 61

collaboration gap

defined 16

collaboration hubs 50

collaboration washing

defined 17–18

lack of value creation and 275

collaborative chaos

3M and 13–14

11 Cultural Elements of Collaboration and 13–14

Advanced Micro Devices and 277

culture and 45–47

defined 13

education and 138

formal environments curbing 78

Mayo Clinic and 46–47

collaborative culture. See The Culture of Collaboration

collaborative diversity

11 Cultural Elements of Collaboration and 15–16

Boeing and 133–135, 144, 218–220, 248–249, 248–252, 255, 276, 277

business partners and 109

decision making and 211–213

defined 15–16

global collaborative enterprise and 270–271

homogeneous groups vs. 276

homogenous decision making vs. 224

homogenous groups vs. 15–16, 30, 109

Industrial Light & Magic and 276

interactions increasing 129

leadership and 245

Mayo Clinic and 276

regional culture and 276

solitary work vs. 119

Toyota and 29, 276

value and 119

value creation and 50, 276

collaborative group sessions

3 types of 43

adjustable-height tables and 74

airplanes and 105

archiving of 121, 179, 207

Boeing and 44, 67, 218–220, 250–251, 256–257

business partners and 267

CAD/CAM and 183

dedicated space for 96

defined 43

environment and 68–69, 74

free-address environment and 61

hybrid 43, 67, 69, 189, 250–251

hybrid environment for 25–27

image of ILM’s CGS 112

image of Mayo Clinic’s CGS 110

Industrial Light & Magic and 84, 111–113, 267

Industrial Light & Magic’s types of 111–113, 116

initiating 170

Mayo Clinic and 25–27, 43–44, 67, 110–111

meetings replaced by 106

meetings vs. 43–44, 67, 106, 109, 116, 189, 217, 219, 256, 278–279

mixed reality and 189

ongoing 218–220

policies for 208–209

product lifecycle management and 183, 250–251

remote maintenance and 265

remote work and 98

replacing meetings with 267

“roam� monitors for 68

same-room 43, 67, 113

same-room for complex 180

spontaneous vs. scheduled 120–121

standing tables and 74

strategic vs. tactical 112, 116

sub-optimal environment for 57

success factors 111

telepresence for ongoing 173

time zones and 120–121

tools for ongoing 183

Toyota and 43, 67, 70, 130–131, 265

value creation and 106, 109–111, 219

videoconferencing and 256–257

virtual 43, 113, 169

collaborative palette 165–166

Collaborative Reward Process 44

collaborative robotics. See cobots

collaborative robots. See cobots

collaborative session

defined 43

colocation

blended approach to 87–88

Boeing and 254

bridging subcultures and 127

deserialization and 30

flexibility and 95

Industrial Light & Magic and 87–88

Toyota and 30, 82, 86–87

Colonial Pipeline 195

Comcast 89

comfort zones

breaking out of 17

organizational and individual 16–17

command and control. See also command-and-control organization

behavior adjustment and 236

cobots and 162

collaboration despite 48–49

leadership and 245

obsolescence of 37

remnants of 275

reverting to 218

skunk works as work around for 49

taking step back to 150

command-and-control culture

constructive confrontation and 209

hybrid culture and 233

ingrained 217

knowledge lost in 276

tools rules in 179

value lost in 276

command-and-control organization

access restrictions and 139

bossware and 101

carrying out orders within 131

cobots and 162

eliminating hedquarters of 120

Internet access and 128

meetings and 116

push sysem as mark of 103–104

remnants preventing evolution of 275

remote work and 101, 103

scheduled interaction and 150

time zones and 120

tools and 192

common processes. See processes, common systems and common systems. See systems, common communication

11 Cultural Elements of Collaboration and 15–16

blogs and 175

Boeing and 277

collaboration and 15–16

common processes and systems and 142

crossover tools and 174–177

decline of x

environment and 78

formality reducing 77

formality vs. informality of 53

interpersonal 15

leadership and 135

non-verbal. See body language

organizational 15

podcasts and 176

software analyzing patterns of 59, 67

spontaneous 243

vlogs and 176

“water-cooler� chat and 178

community

11 Cultural Elements of Collaboration and 15

collaboration and 15

DPR Construction and 277

Compaq Computer

Canion, Rod 52

collaborative environment and 52

Murto, Bill 52

Papajohn, Ted 52

competition

collaborative culture and 236–238

fear and 2

internal. See internal competition

internal vs. external 236–238

myopic focus on 237–238

rewarding 2

competitive dissonance 238

competitors

Boeing 777X airline collaboration 259–260

collaboration with 203, 257–260

process collaboration with 257–258

compliance

collaboration complicated by 206–207

privacy and 205–206

tools and 180

computer-aided design

collaborative group sessions and 183

Toyota and 129–131

computer-aided manufacturing

collaborative group sessions and 183

Toyota and 129–131

concurrent production 265–267

consensus

collaboration vs. 217

constructive confrontation vs. 14, 17

defined 217

nemawashi vs. 225

constructive confrontation

11 Cultural Elements of Collaboration and 14

connotation of 209

consensus vs. 14, 217

defined 14

environment and 78

inviting 214

Mayo Clinic and 277

reflection vs. 181

value creation and 209

consumer goods industry 269–270

continuous improvement, principle of See kaizen

corporate communications

informal vs. overly corporate 176

other functions vs. 190–191

COVID-19

Advanced Micro Devices and 128–129

competitor collaboration and 258, 261

culture changed by 49–50

deserialization and 5–6

environment and 278

parallel development and 5–6

remote work and 100

Stanford University and 93–94

tools and 99, 164–165

Toyota TILT lab and 76–77

United States Department of Defense and 100

videoconferencing and 164, 187

virtual collaboration drawbacks and 166

virtual meetings and 106

Wallenberg Zoom Project 93–94

crisis. See exigent circumstances

crossover tools 174–177

defined 174

cubicles

cultures counter to 73

executives and plush 65

high-walled 72

culture. See also star culture

10 Anti-Collaborative Cultural Artifacts 36–44

acquisitions and 249

Advanced Micro Devices and 114

blogs and 175

Boeing and 249

bridging 95

bridging regional 264

capabilities and 7, 150

changing to collaboative 240–242

Cisco Systems and 217

cobots and 152

collaborating in command-and-control 48–49

collaboration across 30

collaboration vs. individualism 38

collaborative chaos and 45–47

collaborative diversity and 276

collaborative group sessions and 110

collective 1, 50

command-and-control x, 37, 103, 114

common attributes of collaborative 34

competing in collaborative 236–238

COVID-19 as changing 49–50

cross-functional collaboration and 144

defined 22

departmental 123

departmental subculture 125–127

Eisenhower Interstate System and 35

environment and 60, 71

evolution of 48

exigent circumstances and 49–50, 184

exporting collaborative 24

ExxonMobil and 71

functional subcultures 127

functions and 190–191

geographic differences in organizational 24

headquarters-driven 120

hierarchical 71

homegrown simulation training and 115

hybrid 232–233

integrating collaboration into 35–36

interrupt-driven 117

leadership and 240–242

leadership in collaborative 224

marketing vs. sales 125–126

Mayo Clinic and 141–142, 230–232

melting pot 249

organizational 15, 24, 49, 50, 64–65, 100, 102, 103, 152, 247–249

organizational dominating regional 36

organizational vs. team 180

regional 35–36, 50, 64–65, 95, 108, 120–121, 141–142, 247–249, 259–260, 276

remote work and 101

silos and 125–127

spectrum of 233

spontaneous videoconferencing in 24

star. See star culture

structural change and 49

talent and regional 251

time zones and 120–121

tools and 184, 186, 264

Toyota and 110, 130, 223, 230

Toyota and regional 264

transitional collaborative 232–233

transparency in recording and 208–209

workplace and newer 64–65

Culture of Collaboration. See The Culture of Collaboration

curbside consult 23–24

cybersecurity. See security

D

Dana Corporation 222

Darwin, Charles 38

Dassault Systèmes

Boeing and 32, 253, 262

CATIA 32, 253

Toyota and 193

United String Technologies and 143–144

data sharing 164

deadlines

artificial 140–141

Industrial Light & Magic and 141

debates

value of 14

decision making

archived real-time collaboration and 207

Boeing 787 program and 211–213, 216

Boeing partner council and 108

business partners and 108

Cisco boards and councils and 217

collaborative diversity and 211–213

collaborative leadership and 212–213, 216

colocation and 30

committees and 216

constructive confrontation and 181

deserialization and 8–9

diverse vs. homogenous 224

drawbacks of formal systems for 221

facts-based 225

fundamental philosophical dichotomy and 216

intuition and 211, 224, 225

Mayo Clinic and 231–232

on-the-fly vs. serial 17

personal bias in 211

principles and 127

real-time 30, 216

reflection and 181

tools and 181

tools and timeframe of 170

Toyota and 30, 225–226

videoconferencing and 169

deserialization 5–18

3D printing and 9

Advanced Micro Devices and 114–115

advertising industry and 272–273

architecture and construction industry and 268–269

Boeing and ix, 31–33, 252–254, 262, 267

business models and 3

cobots and 155, 156

collaboration acid test 18

colocation and 30

concurrent design and 262

constructive confrontation and 181

COVID-19 vaccines and 5

decision making and 8–9

defined 6–7

environment and 68–69, 82

global collaborative enterprise and 247, 273

Industrial Light & Magic and 83–85, 149, 265–267, 277

interaction and 150, 278

leapfrogging teams and 114–115

life sciences industry and 270–271

macro and micro 6–7

Mayo Clinic and 22–23, 267

micro 23, 150

news and information 7

new script of 275

processes and 144

product development and 107, 263

rapid prototyping and 9

real-time obeya and 79–80

real-time tools and 193

serial work vs. 119

spontaneous collaboration and 188

spontaneous engagement and 8

spontaneous interaction and 117 tools and 117

Toyota and 267

virtual environment and 8

deserializing. See deserialization

design

concurrent 79–80, 247, 248, 262, 268

deserialization of 5, 262

linear vs. concurrent 252–254

design thinking

Mayo Clinic and 136

Nueva School and 137–138, 148

Scaled Agile Framework and 148

deskless workers

defined 104

DevOps 148

digital asset management 178–179

digital rights management 261

Disney+ 83

distance

Allen curve and 81

colocation and 88

interaction and 88

remote work and 98

sociometric badges measuring 59

tools reducing 193

virtual. See virtual distance

document conferencing 164

DocuSign 61

Dow Chemical Company

and 206

culture and 191

Dow, Alden 70

Dow, Herbert 70

Duncan, Chris 175, 206

environment and 53, 70

information democracy and 175

lifestyles and work styles and 121

Liveris, Andrew 53

mentoring and 45

movement and 70

Newman, Cindy 121

spontaneous interaction and 191

time zones and 121

tools and 191

“town hall� webcasts and 174–175

DPR Construction

community and 277

deskless workers and 55–56

focused work spaces of 55

Gorthy, Chris 55

informal environment of 54–56

kitchen space within 55

living room space within 55

Reston, Virginia facility 55–56

saloons within 54, 277

wine bars within 54–56, 277

DreamWorks Animation

Katzenberg, Jeffrey 89

spontaneous interaction and 90

telepresence used by 89–90

Virtual Studio Collaboration 89–90

E

education

breaking down barriers in 135–138

collaborative chaos and 138

collaborative classroom model 138

eduGAIN interfederation 198

Estrella Mountain Community College 137

guide on the side vs. sage on the stage 92, 136

hierarchy and 136

informality and 138

instant messaging and 138

Nueva School 137–138

processes and 137–138

social constructivism and 136

Stanford University 136–137

videoconferencing and 138

Eisenhower Interstate System 35

Eleven Cultural Elements of Collaboration. See 11 Cultural Elements of Collaboration

email

controversial situations and 182

drawbacks of 6

instant messaging and texting vs. 170

reflection and 181

spontaneous collaboration vs. 118–119

videoconferencing vs. 17

voice call vs. 17

Enron 39

entertainment industry

telepresence used in 173

environment 52–97

11 Cultural Elements of Collaboration and 12

acoustics and 65, 73

activities determine 59

ad hoc teams and 221

anticipating change and 66–67

as-a-service model of 69

bar as informal 52, 54

behavior and 54–56

body language of 60

Boeing and 211, 250–251, 273

brainstorming and 68, 74–76

breaking down barriers and 135

bullpen and 87

bürolandschaft 62

cafes as informal 52–53

cafeteria and 178

cafeteria as informal 53, 174–175

“cocktail offices� 59

collaboration and 12

“command centers� 50

comparison of 73–74

constant dialogue and 72

COVID-19 and 278

cubicles and 64, 72

culture lagging behind 7

dedicated collaborative 25–27, 254–255, 263, 273

deserialization and 82

deserializing design of 68–69

deskless 60–61

deskless workers and 55–56

dissolving silos and flexible 150

DocuSign and 61

Dow Chemical Company and 53, 174–175

DPR Construction and 54–56

drawbacks of unassigned 61

“dynamic workplace� 59

evolution of 62–67

financial industry and 72

firefighters and 73

flexibility of collaborative 67, 95–96

flexible learning spaces 138

focused work and 55

formality and 74, 77–78

free-address 60–61, 95

free-address light 61, 95

global collaborative enterprise and 273

GSK and 61

health and 62–63

Herman Miller and 62–64

Hewlett-Packard and 65

hierarchy and 73

higher education and 92–94

hot-desking 60

hoteling and 61

hybrid collaboration and 68

hybrid physical and virtual 25–27, 91–94, 250–251, 273, 278

Indiana University and 94

Industrial Light & Magic and 87–88, 273

informality and 52–54, 95

integrating physical and virtual 68–69

Intel Corporation and 65

interaction and 63

interdependency and 57

kitchen space and 55

living room space and 55

low vs. high walled cubicles 57

low-walled cubicles 60

Mayo Clinic and 111, 273

media space and 90

movement and 69–70

neighborhood seating and 61

newsrooms 57

Nueva School and 138

open as dysfunctional 66, 73

open vs. closed 56–58, 74

optimal 56–58, 95–96

“phone booth� 59

physical 12

plush executive 39

private offices 56

productivity and 57

rapid prototyping and 74–76

reinforcing culture through 60

restaurant as informal 54

rugby model of work and 82

saloons in workplace 189, 277

sensors and 59

serendipity and 78, 81, 90

sociometric badges and 59

specific industries and 71–72

stand-up desk and 62–63

stools used in 55

sub-optimal open 57

television news and 53–54, 60, 71–72

Toyota and 273, 277

traditional boardroom 56

traditional meeting 56

traditional office 52

trust and 78

utilization data and 59, 67

utilization rate of 55

virtual 7, 8, 12, 83–85, 88–94, 177–178

virtual hallway and 177–178

walls coming down 7

“war rooms� 50

wine bars in workplace 54–56, 59, 178, 189, 277

workplace 7, 12

Epic Games 83

Epic Systems Corporation 142, 145–147

Estrella Mountain Community College 137

European Digital Identity Wallet 198

European Union

General Data Protection Regulation 205

Evernote Corporation

telepresence robot used by 161

virtual hallway and 178

Evite

drawbacks of social media and 177

instant messaging overuse and 167

exigent circumstances. See also The Bounty Effect

Advanced Micro Devices and 228–230

collaboration enhanced by 48

COVID-19 as 49, 100, 164, 187

cultural shifts and 49, 184, 187

Mayo Clinic’s founding and 19–20

oil industry and 50

pharmaceutical industry and 50

remote work and 100

September 11, 2001 as 49–50

structural change and 5, 49

textile industry and 50

Exostar

Boeing and 260–261

competitor collaboration and 260–261

federated trust and 199

image of aerospace platform 196

partner collaboration platform 196

Expedia 65

extended reality

defined 173

global collaborative enterprise and 273

product lifecycle management and 183

telepresence vs. 173

videoconferencing vs. 173

virtual environment and 88

ExxonMobil

environment and 70–71

“God Pod� of 71

headquarters of 71

F

FAA. See Federal Aviation Administration

FBI. See Federal Bureau of Investigation

FDIC. See Federal Deposit Insurance Corporation

Federal Aviation Administration 41–42, 218–220

Federal Bureau of Investigation 41–42

Federal Deposit Insurance Corporation 42–43

federation

defined 196

interfederation and 197

fifth-generation wireless

airplane videoconferencing and 105

deskless workers and 104

videoconferencing and 188–189

Fifth Industrial Revolution. See Industry 5.0

film industry 271–272

Fleming, Alexander 13

Ford Motor Company

legacy culture and 221–222

Mazda and 73

Volkswagon collaboration with 258

formality

bureaucracy and 41

collaborative chaos curbed by 78

decision making and 221

environment and 74, 77–78

exigent circumstances and 184

hierarchy and 41, 70

historic 7

irrelevance of 9

lack of communication and 70

leadership and reducing 224

Mayo Clinic’s llack of 77

Mobil Oil Corporation and 70

sharing information reducing 177

skunk works bypassing 48

suburban office parks and 65

success factor as limited 243

tools and 180

Toyota’s lack of 77

traditional boardroom 56

Fuji Heavy Industries 109

G

GCE. See global collaborative enterprise

genchi genbutsu 86, 161, 226–227

image of Toyota’s 226

General Electric

headquarters relocation of 65

internal competition and 39, 238

star culture of 40

vitality curve and 39

General Motors

Akella, Prasad 152

cobots and 152–153, 156

NUMMI and 221, 264

Gladwell, Malcolm 39

GlaxoSmithKline. See GSK

global collaborative enterprise 247–274

advertising industry and 272–273

architecture and construction industry and 268–269

Boeing and 248–262

broad application of 268–273

collaborative diversity and 270–271

common attributes of 271, 273

consumer goods industry and 269–270

defined 8, 247

deserialization and 247

environment and 273

film industry and 271–272

GCE mothership of 247, 258

healthcare industry and 270–271

high-level collaboration and 257

Industrial Light & Magic and 265–267

intellectual property and 200

life sciences indusry and 270–271

mirror zones and 248, 250–251

security and 200

television industry and 271–272

time zones and 248

Toyota and 263–265

trust and 200

globalization 247–274

global collaborative enterprise and 273

legacy vs. sustainable 1

new vs. old model 247

globally unique identifier 198

global partners

financial risk sharing of 269

goals

11 Cultural Elements of Collaboration and 11

Adelson Medical Research Foundation and 277

Gogo 105

Goldman Sachs 44

greenwashing 17–18

Grove, Andy 14, 45, 238

chaos vs. control 46

constructive confrontation 14

strategic inflection points 46

GUID. See globally unique identifier

H

HAHN Group 159

Harrison Manufacturing 159

headquarters

drawbacks of 99

eliminating 120

trend towards urban 65

Herman Miller

Action Office 62–64

Arena Effect 63

collaborative group sessions and 67

image of Living Office 66

images of Action Office 62–64

interaction analysis models 63–64

Live Platform 67

Living Office 66–67

Nueva School and 138

Propst Perch 63

Propst, Robert 62–64, 66–67, 138

Schwartz, Joe 64

TDC Companies and 69

White, Joseph 66

workplace research 61

“workshop� and 67

Hewlett-Packard

Hewlett, William 65

movement by walking around and 70

open environment within 65

Packard, David 65, 70

Hewlett, William 65

hidden agendas

Boeing battery crisis eliminating 219

decision making without 213

goals diverging with 11

transparency vs. 17

trust destroyed by 42–43

hierarchy

Advanced Micro Devices and 127

auto industry and 73

blogs reducing 175

breaking down barriers and 135

bureaucracy and 41–42

DPR Construction and 54

education and 136

environment and 71, 73

exigent circumstances and 50, 184

ExxonMobil and 71

formality and 41–42, 70

higher education and 92–93

input over 174

irrelevance of 9

leadership and reducing 234

meetings and 219

need-to-know access and 41

no rank in the room and 54

private offices and 70–71, 71, 74

rotation of leaders reducing 232

scheduled interaction and 150

sharing information reducing 177

Silicon Valley and 65

spontaneous collaboration and 184

tools and 180

Toyota and 73–74, 223

workspace and 65

Hirebotics

Bush, Matt 160

cobots and 160

Goldiez, Rob 160

hoarding. See information hoarding

Hough, Leslie 13

Howard, Ron 112, 265

HP. See Hewlett-Packard

Hughes Electronics Corporation 249

Hughes, Howard 249

human resources

Advanced Micro Devices and 115, 127, 229–230

archived collaborative group sessions and 207

common systems and processes and 142

employee resource groups and 128–129

homegrown simulation training 115

informality and 77–78

International Monetary Fund and 71

other functions vs. 190–191

ranking and 71

recruiting collaborators and 244

shifting work modes and 118–119

tools and 118–119

Huntsman & Sons

image of Mr. Hammick robot 161

telepresence robot used by 161

hybrid collaboration

defined 91

hybrid work

blaming lack of collaboration on 3

COVID-19 and 49

I

IBM 64

identity

attributes and 199, 201

attributes without name 203

Exostar as broker of 196

federated 202

Identerati 201

IDPro organization 201

illustration of self-sovereign 204

Internet2 broker of 196–197

models compared 203

privacy, security and 201–203

providers of 199

role vs. 203–204

self-sovereign 202

trust and 201–203

user-centric 202

user control of attributes and 203

voting and 203

IDEO

brainstorming and 46

design thinking and 46

Kelley, Tom 46, 60

IDPro 201–202

ILM. See Industrial Light & Magic

IMF. See International Monetary Fund

in-box culture, death of 6

Indiana University 94

individualism 20, 38

Industrial Light & Magic

Alexander, Tim 141

BAM tool of 83

BMW compared with 266

Boeing compared with 266

breaking down barriers and 149

Bredow, Rob 99, 266

Clyne, James 112

collaboration evolution and xi

collaborative diversity and 276

collaborative group sessions and 84, 111–113, 116

colocation and 87–88, 149

common processes and systems and 149

concurrent production and 265–267

COVID-19 and 99

dailies review and 111–113, 116, 267, 278

deserialization and x, 83–85, 265–267, 277

environment and 87–88, 273

Epic Games and 83

Fields, Landis 85, 149, 267

generalist department of 149

global collaborative enterprise and 265–267

Grusby, Greg 113, 116

“hallways� and 111, 113, 116

Howard, Ron and 112

image of collaborative group session 112

image of “hallway� gathering 113

image of production timeline 113

images of StageCraft VR 84–85

innovation and 277

Just-in-Time and 116

Lucas, George 83, 87

mirror zones and 266

principles, practices, and processes and 8

process visibility and 116

production gatherings and 111, 116

profile of deserializing production 83–85

reducing specialization and 149

remote production and 99

sharing and 141

shot boards and 113

StageCraft VR 83–85, 91, 149, 267, 273, 277–278

Star Wars and 83, 112–113, 266

The Batman and 85

The Mandalorian 83–85

The Midnight Sky and 85

tools and 83–85

Toyota compared with 116, 149

trust and 141

virtual environment and 83–85

virtual reality and 111, 113, 116

work sharing and 149, 266–267

Industrial Revolution

first through fifth 162

Industry 5.0 162

informality

bars and 54

brainstorming and 52

DPR Construction and 54–56

education and 138

environment and 52–54, 95, 138

founding of companies and 52

same-room collaboration and 72

teams and 128

television news and 53–54

tools and 176

value creation and 77

information. See also information hoarding

Intelligence Community and 42

sharing of 42

sharing vs. hoarding 17

information democracy

artificial deadlines vs. 140–141

breaking down barriers and 139–140

defined 139

dissolving silos and 150

Dow Chemical Company and 175

Intelligence Community and 42

September 11, 2001 and 42

information hoarding

competition and 2

model to curb 240–242

recognition and reward and 40–41

recruiting collaborators and 244

sharing vs. 11, 17, 224

spontaneous interaction impacted by 41

videoconferencing and 164

workplace environment and 7

information technology

other functions vs. 190–191

innovation

11 Cultural Elements of Collaboration and 12

buzz word 60

curbing collaboration crushes 276

Industrial Light & Magic and 277

information democracy and 139

Mayo Clinic and 46–47

rapid prototyping environments 74–76

recognition and reward for 215

sharing and 139

squandering opportunities for 245

input. See also decision making

diverse 9

tools for immediate 170

inspiration

Boeing and 131, 134–135

creating value through 102–104

dissolving silos and 150

Toyota and 131

instant messaging

culture and 165

education and 138

email vs. 170

escalation from 119, 188

Evite and 167

immediacy of 181

legal issues and 206

overuse of 167

presence and 170

retention of 206

spontaneous collaboration and 186

team sites vs. 172–173

texting vs. 170

urgency and 180

videoconferencing vs. 166–167

video instant messaging vs. 171

Intel Corporation

cubicles and 65

environment and 65

Gelsinger, Patrick 45

Grove, Andy 14, 45, 238

hierarchy and 65

mentoring and 45

role of technical assistants at 45

interaction

ad hoc 117

asynchronous, transition from 12

brainstorming and spontaneous 182

collaborative diversity and 129

colocation and 88

common processes and systems and 145

complex 180–181

cross-functional 81

deserialization of 23, 150, 248

early models analyzing 63–64

environment for spontaneous 63, 67, 69–70

pass-along approach to 17

routine vs. unusual 182–183

scheduled vs. spontaneous 118–119, 149

serendipity vs. scheduled 78

serial 253

sociometric badges measuring 59

software analyzing 67

spontaneous 41, 69–70, 90, 95, 117, 189, 243

synchronous, transition to 12

synchronous vs. asynchronous 12

tools best for one-to-one 166

urgent 180

virtual hallway and spontaneous 178

work requiring physical 155

interdependency

island environment and 57

Toyota and 57, 98

interfederation

defined 197

eduGAIN 198

internal competition

Advanced Micro Devices and 114

avoiding trap of 215

Boeing battery crisis eliminating 219

collaborative organizations and x

culture and 38–40

Enron and 39

external competition vs. 236–238

General Electric and 39

information hoarding and 139

leadership and reducing 224

McKinsey & Company and 39–40

organizations favoring 17

rank and yank and 39–40

recognition and reward and 215, 234

Sears and 38

The Toyota Way vs. 40

trust and 11

trust lacking in 38

International Federation of Robotics

4 types of collaborative robotics 153–154

cobots and 153–154

International Monetary Fund

hierarchy and 71

human resources and 71

Rosen, Gerald 71

International Organization for Standardization 153

Internet2 196–201

federated trust and 199

InCommon federation of 196–197, 199

Klingenstein, Ken 197, 201

Middleware Intitiative of 197

Shibboleth single sign-on system 199

interruption

conditioned for 150

culture and 117

instant messaging and 165

texting and 165

tools and 187–188

Introduction 1–3

ISO. See International Organization for Standardization

isolation

remote work and 98

J

Janssen Pharmaceutical Companies. See Johnson & Johnson

Japan Airlines 218

Japan Society of Northern California 222

Ji Kotei Kanketsu 143

Johns Hopkins University 243

Johnson & Johnson 5, 258

COVID-19 vaccine development 48–49

Janssen Pharmaceutical Companies 49

skunk works within 48–49

Joplin, Missouri 72

Jowett, Benjamin 11

K

kaizen

breaking down barriers and 130

Toyota’s principle of 103, 130

Karolinska Institute 240

Katzenberg, Jeffrey 89

Kelleher, Herb 52

King, Rollin 52

King’s College 13

knowledge

collective global 30

contextual 146–147

distributing 230

hoarding of 240

reluctance to share 2

sharing of 41, 225–226

vetted 146–147

knowledge workers

command and control and 37

cultural signal and 275–276

other team members vs. 276

Kohn, Alfie 238

Kranz, Gene 265

KTH. See Kungliga Tekniska högskolan

Kungliga Tekniska högskolan 95

L

Lampert, Edward 38

leadership 211–246

accountability and 216

Advanced Micro Devices and 228–230

arrogance and 220

blogging and 175

body language and 60

coaching and guiding and 224

collaborative diversity and 245

command-and-control 218, 245

communication and 135

competition and 236–238

competitive dissonance and 238

credibility and 237

culture and 240–242, 249

embracing feedback and 174

final decision and 212–214, 216

formality and 53, 77

“hero model� of 211

hierarchy reduction and 234

homegrown simulation training and 115

hybrid culture and 232–233

inspiration to walk around and 70

instilling collaborative behavior and 235

intuition and 211

Mayo Clinic and 230–232

Mayo Clinic governance and 22

Myelin Repair Foundation and 238–242

newly-collaborative culture and 238–242

objectivity and 225

practicing collaborative 215

promoting collaborators and 215

real-time decision making and 216

recruiting collaborators and 244

role sharing and 22, 230–232

rotation of 232

shoot-from-the-hip 224

style vs. consistency of 223–224

superlative syndrome and 237

thinking vs. carrrying out orders 245

tools and 187

Toyota and 70, 221–225

traits and 220

transformation into collaborative leader 221–222

trench 228–230, 232

voice tone and 215

lean thinking 28, 79, 148

leapfrogging teams 114–115

life sciences industry. See also pharmaceutical industry

competitor collaboration and 260–261

global collaborative enterprise and 270–271

lifestyles

time zones and 120–121

work styles and 98–122

Liker, Jeffrey K. 227, 264

live prototyping

Mayo Clinic and 46–47, 136, 148

Lockheed

Advanced Development Programs 48

Johnson, Kelly 48

Rich, Ben R. 48

skunk works within 48

Lockheed Martin 260

Lojeski, Karen Sobel 94–95

Lone Ranger 2

lone wolfs 119–120

Lucas, George 83, 87

Lucid Motors 53

M

MAKOplasty 155–156

manufacturing

additive 9, 76, 79–80, 86, 110

Boeing partner council and 109

cobots and 152–163

“smart factories� and 162

marketing

cross-functional collaboration and 227

sales cultural gap with 125–126

market research

constructive confrontation and 14

Massachusetts Institute of Technology

Allen, Thomas 81

MIT Media Lab 59

MasterCard 64

Mattel 92

Mayo Clinic x

Ask Mayo Expert 146

breaking down barriers and 131–132, 141–142

business partners and 110–111

Center for Innovation of 47

Christofferson, Sara 27

collaboration evolution and xi

collaborative diversity and 276

collaborative group sessions and 43–44, 110–111

collaborative leadership model of 230–232

common systems and practices of 141–142

constructive confrontation and 277

cross-functional collaboration and 110–111, 131–132

cross-functional teams 20

culture and 186, 230–232

curbside consult 23–24

decision making and 231–232

deserialization of diagnosis 22

deserializing processes 25

difference in approach and 21

dossier model of 145, 147

electronic medical record and 142–143, 145–147

environment and 111, 273

e-Tumor boards 43–44, 110–111, 271, 273, 277–278

exigent circumstances 19

exporting collaborative culture of 24

Forbes, Dr. Glenn 231–232

governance of 22

guiding principle of 132, 230

Habermann, Dr. Thomas 27

Hattery, Dr. Robert 24

history of 19–22, 25, 190

hybrid collaboration environment 25

image of e-Tumor Board 110

image of Innovation & Design 131

image of Plummer Project 146–147

images of Innovation & Design 75

individualism vs. collaboration 20

Innovation & Design 47, 74–76, 77, 78, 92, 131–132, 136, 148

instant messaging and 186

integrated clinical practice model 22

integrated group practice of 145

Jacksonville, Florida

practice 24, 141–142

Kern Center for the Science of Healthcare Delivery 47, 74

leadership rotation and 232

live prototyping and 46–47

MAGIC initiative 142

Mayo Clinic Care Network 25

Mayo, Dr. Charles 19–20, 25, 231

Mayo, Dr. Will 19–20, 25, 231

Mayo, Dr. William Worrall 19–20, 25

Media Support Services 111, 190–191

mentoring and 231

micro deserialization within 23

origins of 19–20

paging system used by 23, 186

Peters, Dr. Steve 143, 147

pharmacogenomics and 142–143

physician compensation model 22

Plummer, Dr. Henry 21–22, 142, 145, 147

Plummer Project 142–143, 145–147

practice convergence and 145–146

principles and 230–232

principles, practices, and processes and 8, 22, 131–132

private group practice 20

processes and 132

profile of e-Tumor Boards 25–27

profile of Plummer Project 145–147

Project Mars 132

rapid prototyping and 131–132

R&D for healthcare 46–47, 74–76

regional culture and 141–142

regional silos and 141–142

Root, Mabel 21–22

Scottsdale, Arizona practice of 24, 141–142

SPARC 46–47, 74–76, 92, 136

spontaneous interaction and 23–25

Stanford University and 92, 136

The Culture of Collaboration and 19–27

The Sisters of St. Francis 19–20

tools and 132, 186

Toyota compared with 76, 142, 230, 232

unified medical record 21–22

videoconferencing use by 110–111

von Bormann, Alexander 26

Wood, Dr. Doug 132

Mazda

Ford Motor Company and 73

hierarchy and 73

McDonald’s 65

McDonnell Douglas 218, 249

McKinsey and Company

Purdue Pharma and 40

McKinsey & Company 39

media

trends and 7

media space. See virtual hallway

defined 89

Kungliga Tekniska högskolan use of 95

serendipity and 90

Stanford University’s use of 95

medical research

Adelson Medical Research Foundation 242–244

collaboration and 238–244

cross-discipline collaboration and 242–244

Myelin Repair Foundation changing 238–242

silo structure and 242

meetings

archiving virtual 179

Cisco Systems and 217

collaborative group sessions replacing 106

collaborative group sessions vs. 43–44, 67, 106, 109, 116, 189, 217, 219, 256, 278–279

command and control and 116

cost of 106

distractions and remote 106

Doodle State of Meetings Report 106

environment for evolution of 67

hierarchy and 219

lack of value and 278

multitasking and 102

productivity reduced by 106

remote work and 98

replacing 43–44, 267

scheduled 18, 116, 167

scheduled, serial 7

scheduled vs. spontaneous 17

spontaneous collaboration vs. 118

status updates and 67

time zones and 120

traditional 43

traditional environment of 56, 74

unproductive 101

virtual 120

virtual hallway vs. scheduled 178

mentoring

behavior adjustment and 236

culture and 34, 45

Dow Chemical Company and 45

establishing system of 214

Intel Corporation and 45

Mayo Clinic and 231

processes for 45

Toyota and 222, 225

Merck & Co. 258, 261

microblogs

culture and 165

Microsoft

Boeing passenger experience and 133

recognition and reward and 44

Steelcase and 68

middleware

authentication function of 198

authorization function of 198, 203–204

competitor collaboration and 260–261

defined 197

directory function of 198

functions of core 198

identification function of 198

public key infrastructure 198

trust and 197–198

MillerKnoll. See Herman Miller

mirror organization 33–35. See also mirror zones

mirror zones

architecture and construction industry and 269

Boeing’s use of 250–251

Boeing use of 256–257

defined 248

global collaborative enterprise and 248

healthcare industry and 270

Industrial Light & Magic and 266

MIT. See Massachusetts Institute of Technology

Mitsubishi 108

mixed reality 117

collaborative group sessions and 189

complex interactions and 181

fifth-generation wireless and 188

hybrid collaboration and 91–92

Mattel and 92

virtual distance and 95

Mobil Oil Corporation. See ExxonMobil

monozukuri

colocation and 82

motivation

fear vs. value creation 2

MR. See mixed reality

MT Solar 157–158

image of welder cobot 158

Jordan, Travis 158

trust and 277

multimedia anthologies 208–209

Murto, Bill 52

Myelin Repair Foundation

Accelerated Research Collaboration Model 239

Bromley, Russ 240–242

Collaborative Research Process 238–242

Johnson, Scott 240–241

leadership and 238–242

recognition and reward and 241

Myth of the Single Cowboy defined 1–2

star culture and 37

N

National Basketball Association 37–38

National Institutes of Health 240

nemawashi 192, 264

consensus vs. 225

defined 28, 225

socializing ideas through 225–226

New United Motor Manufacturing 221–222, 222, 264

Nobel Prize 240

Norsk Hydro 195

Northwestern Mutual Life Insurance Company 64

Northwestern University 243

Nueva School

3D printing and 137–138

breaking down barriers and 137–138

Chau, Angi 138

design thinking and 137–138, 148

environment and 138

I-Lab program 137

rapid prototyping and 137

NUMMI. See New United Motor Manufacturing

O

Obama, President Barack 207

obeya

breaking down barriers and 129

colocation and 82

deserialized real-time 79, 109–110

movement of 80

processes for 221

profile of Toyota’s 79–80

Toyota and 109–110, 129–130

ODNI. See Office of the Director of National Intelligence

office landscape movement. See bürolandschaft

Office of the Director of National Intelligence

A-Space tool and 177

Intellipedia and 177

offices

drawbacks of 74

hierarchy and 70–71, 71, 74

measuring of 71

productivity and 71

OhmniLabs 161

OpenText 199

organization

bureaucracy favored by 17

comfort zones of 16–17

command-and-control. See command-and-control

organization decision-making within 17

hidden agendas and 42–43

internal competition favored by 17

knowledge workers and 37

partnering 1

processes and 119

remnants blocking evolution of 275

shared creation of value and 103

shifting work modes and 118–119

silo syndrome and 124

organizational culture. See culture, organizational

Orlando Orthopaedic Center

Bonenberger, Dr. Eric 155

image of MAKOPlasty 155

Orwell, George 65

Oxford University 195

P

Packard, David 65, 70

Papajohn, Ted 52

Parker Hannifin 178

partners. See business partners

PCWG. See Personal Conferencing Work Group

performance reviews 207

General Electric and 44

Goldman Sachs and 44

replacing 44

shortcomings of 44

Personal Conferencing Work Group 184

personal videoconferencing

complexity and 180

early use of 184

group vs. 99

Industrial Light & Magic and 99

Personal Videoconferencing book 164, 184

Peshkin, Michael 152–156

pharmaceutical industry. See also life sciences industry

competitor collaboration and 258, 260–261

COVID-19 and 258

hybrid culture and 232–233

protecting partner collaboration 195–196

PLM. See product lifecycle management

podcast

culture and 165

informality and 176

Popko, Brian

Adelson Medical Research Foundation and 243

Myelin Repair Foundation and 244

practice

curbside consult as 24

long-term suppliers as 8

spontaneous interaction as 24

practices

adopting xi

Mayo Clinic and 21

real-time 2

remote work and 100–101

tools and 192

Toyota and 130

Preface ix–xi

presence

Advanced Micro Devices and 129

airplane videoconferencing and 106

instant messaging and 170, 180

legal issues and 205

urgency and 180

videoconferencing and 188, 189

principles

adopting xi

Advanced Micro Devices and 229

decision making and 127

DPR Construction and 54

interdependence of stakeholders 8

kaizen 103

Mayo Clinic and 21, 230–232

nemawashi192

remote work and 100–101

tools follow 192–193

Toyota and 79, 82, 103, 129–130

Toyota’s culture and 28–30

yokoten 192

principles, practices, and processes 7–9

artificial intelligence and 162

Boeing 787 program and 248–249

Boeing and 8, 107, 262

breaking down barriers and 127, 129–132

bureaucracy avoidance and 217, 221

cobots and 162

collaboration gap and 16

collaborative leadership and 216–217

concurrent design and 262

deserialization and xi

dissolving silos and 150

environment and 135

Mayo Clinic and 8, 21, 24

remote work and 100–101

silo syndrome and 129–132

The Culture of Collaboration and xi

tools and 263

tools limited value without 165

Toyota and 8, 223

transfering 24

privacy

archiving and 206–209

attack to deny 201

California Privacy Rights Act 205

cameras and 207

Carpenter v. United States 205

compliance and 205–206

culture and 208

European Union and 205

location and 205

multimedia anthologies and 208

open microphones and 207–208

policies regarding 207–209

regional connotations of 205–206

security, identity and 201–203

trust and 200, 200–201

videoconferencing and 187

workplace utilization data and 59

processes

ad hoc teams and 221

adopting xi

BMW and 191

Boeing and common 144

common systems and 141–149

competitor collaboration and 257, 260–261

deserialization of 21, 25, 144, 267, 269

design thinking 46–47

Mayo Clinic and 21, 46–47

multiple functions developing 2

real-time 2

remote work and 100–101

Toyota and 129–131, 221

Toyota exporting 230

visibility of 116, 219–220, 255, 263, 269–270, 273

work styles and 119

Procter & Gamble 270

product cycle time. See time to market

product development

abandoning sequential 267, 275

COVID-19 vaccines 5

deserialization of 107, 149, 248, 263

leapfrogging teams and 114–115

parallel 2

parallel vs. sequential 5

process vs. project 118

real-time 275

rugby vs. relay-race approach 81–82

sequential vs. parallel ix

Toyota and 263–265

product lifecycle management

architecture and construction industry and 268–269

Boeing and 32, 250, 253–254, 257, 261–262

collaborative group sessions and 183, 250–251

consumer goods and 270

extended reality and 183

high-level collaboration and 261–265

macro deserialization and 6

parallel processes and 2

Procter & Gamble and 270

telepresence and 183

Toyota and 263–265

videoconferencing and 183, 263

product lifecyle management

Toyota and 193

videoconferencing and 193

Propst, Robert 62–64

proximity. See distance

public key infrastructure 198, 202

public relations

process vs. project and 118

purchasing

common systems and processes and 142

Q

Quickborner

Schnelle, Eberhard 62

Schnelle, Wolfgang 62

R

rank and yank 39

performance reviews and 44

rapid prototyping

deserialization and 9

environment and 74–76, 277

IDEO and 46

Mayo Clinic and 46–47, 131–132

Nueva School and 137–138

Toyota and 79–80, 86, 130, 277

Raytheon 260

recognition and reward

broad input and 214

collaboration and 233–235

collaboration vs. internal competition 279

collaborative behavior and 44

Collaborative Reward Process 44

command and control and 104

culture and 34

leadership and 233–235

lone wolfs and 120

Myelin Repair Foundation and 241

paying everybody to think 245, 279

sharing knowledge and 41

sharing vs. hoarding and 224

short vs. long-term 241

Toyota and 234–235

workspace and 64–65

remote maintenance 171

remote work

collaboration and 98–101

collaborative group sessions and 98

COVID-19 and 100–101

culture and 101, 103

Rethink Robotics 158–159

Baxter cobot of 158–159

image of Sawyer BLACK edition 159

Sawyer BLACK Edition 159

Sawyer cobot of 158–159

Rheingold, Howard 189

robots. See also cobots

cobots vs. traditional 153

collaborative. See cobots

human autonomy and 156

Industry 5.0 and 162

telepresence 161–162

Rocketdyne 249

Rockwell International 249

roles, switching 115, 229

Rolls Royce 108, 260

Rosen, Gerald 70–71

Royal Institute of Technology. See Kungliga Tekniska högskolan

rugby model of work 81–82

Russo-Ukrainian war 250–251

S

SAFe. See Scaled Agile Framework

sales

cross-functional collaboration and 227

marketing culture gap with 125–126

meetings viewed negatively by 116

process vs. project and 118

Scaled Agile Framework 148

Schwab, Klaus 162

Scotchgard

collaborative chaos and 13

Sears 38, 238

secrecy

trust and 200–201

security. See also trust

access control and 203–204

attributes without name identity 203

competitor collaboration and 260–261

cyberespionage 195

privacy, identity and 201–203

self-sovereign identity and 202

tools and 180

trust and 195–210

Verifiable Credentials and 202–203

voting and 203

self-sovereign idenity 202

September 11, 2001

9/11 Commission 177

airline industry and 107

Boeing and 107

exigent circumstances of 49–50

Intelligence Community and 42, 201

lack of information sharing and 41–42

United States Intelligence Community and 177

serendipity

collaborative chaos and 14

environment for 78, 81

virtual environment and 90

sharing

11 Cultural Elements of Collaboration and 11

collaboration and 11

environment setting stage for 7

financial risk and 249

Industrial Light & Magic and 141

information democracy and 139

information hoarding vs. 17, 41

medical research model of 243

mentoring for knowledge 222

physical space and 166

recognition and reward and 214–215, 224

recruiting collaborators and 244

Toyota and 277

work 266–267, 272–273

workplace environment and 7

Sherman, Patsy 13

Shibboleth 199

Silicon Valley

open environments and 65

Silicon Valley Bank

Becker, Greg 42–43

silos

culture and 125–127

dissolving 150, 269

external x

functional leaders and 229

global collaborative enterprise and 269

information stuck in 42

Mayo Clinic and 141–142

medical research and 242

regional 141–142

silo syndrome

defined 124–125

interactions curbing 129

principles, practices, and processes and 129–132

television news and 126–127

Toyota and 129–130

skunk works

defined 48

Johnson & Johnson and 48–49

Johnson, Kelly 48

Smith, Sam 14

social constructivism 136

social media

enterprise 176–177

Europe vs. United States and 206

Evite issues with 177

passive-aggressive exchanges and 177

pile-on thinking and 177

value and 16

Society of Professional Engineering Employees in Aerospace 249

Sony Pictures 195

Southwest Airlines

collaborative environment and 52

Kelleher, Herb 52

King, Rollin 52

SPEEA. See Society of Professional Engineering Employees in Aerospace

spontaneous collaboration. See also collaboration, spontaneous

culture and 186

hierarchy discouraging 184

instant messaging and 186

tools and 186

Stanford University

breaking down barriers and 136–137

COVID-19 and 93–94

cross-cultural collaboration and 95

cross-discipline collaboration 136–137

Design for Extreme Affordability 136–137

d.school of 136

Graduate School of Education 90–91, 136

Hasso Plattner Institute of Design 136

H-STAR 136

Mayo Clinic and 136

media space used by 95

Nueva School partnering with 137

Stanford Center for Innovations in Learning 136

Wallenberg Hall 92–94, 136

Wallenberg Zoom Project 93–94

Stanley Assembly Technologies 155

star culture

General Electric and 40

Myth of the Single Cowboy and 2

shortcomings of 37–38

trust and 11

Steelcase

collaborative group sessions and 67

Hybrid Neighborhood 67–68

image of creative space 68

Microsoft and 68

Steele, Fritz 12, 81

structural change

Boeing 787 program and 248–249

collaborative leadership and 244

exigent circumstances and 49–50

Stryker Corporation 155

sucralose 13

superlative syndrome 237–238

suppliers. See business partners

systems, common 141–149

T

talent

cross-discipline collaboration and 134

diversity of 1

global collaborative enterprise and 247, 251, 270

regional diversity and 251

tapping global 256

Tate & Lyle 13

TDC Companies

Delp, Cleves 69

environment-as-a-service and 69

Herman Miller and 69

physical and virtual environment of 69

Teague 258–260

teams

ad hoc 127, 150, 215, 221

collaborative diversity among 29

cross-cultural 256

cross-functional 20, 31–32, 47, 114, 150, 221, 233

global 45, 100

informal 128

leadership 229

limitations of homogenous 16–17

National Basketball Association study of 37–38

recruiting collaborative 244

relying on influential members 37–38

television news and 71

tools and established 170

trust and 33

virtual hallway and remote 177–178

team sites

controversial situations and 182

instant messaging vs. 172–173

lack of urgency and 181

reflection and 181

time zone differences and 181

virtual environment of 12

web conferencing vs. 172

Tel Aviv University 242

telecommuting. See remote work telecooperation

BMW and ix, 33–35

defined ix

telepresence

complex interactions and 181

defined 173

extended reality vs. 173

global collaborative enterprise and 273

Indiana University’s use of 94

product lifecycle management and 183

robots and 161–162

videoconferencing vs. 173

virtual distance and 95

virtual environment and 89–91

telepresence robots

collaborating with 161–162

Evernote Corporation and 161

Huntsman & Sons and 161

image of “Mr. Hammick� 161

“Mr. Hammick� 161–162

OhmniLabs and 161

television industry 271–272

television news

constant dialogue and 72

deserialization of 7

environment of 60, 71–72

focused work environment and 73

informality and 53–54

information hoarding and 139–140

meetings and 116

real-time group writing and 72

subculture of 126–127

trends that parallel workplace trends and 7

work styles and 208

telework. See remote work

Ten Anti-Collaborative Cultural Artifacts. See 10 Anti-Collaborative Cultural Artifacts

Tesla 264

Texas Instruments 64

texting

email vs. 170

instant messaging vs. 170

videoconferencing vs. 166–167

theater in the round 135

The Bounty Effect 44, 49

The Bounty Effect book 233, 279

The Culture of Collaboration

bedrock principle of 8

BMW and 33–35

Boeing and 30–33

business models and 2

collaboration hubs 50

collaborative chaos required by 14

collaborative diversity and 245

collaborative group sessions and 116

community and 2

consciousness for x–xi

deserialization and 5, 278

deserialization, inextricably linked with 7

diversity and 2

dynamic nature of xi

environment and 56, 138

evolution to 277

facilitation of 241–242, 244

flexibility of 121

formality irrelevant in 9

hierarchy irrelevant in 9

information democracy and 139–140

instilling 214–215

interdependence of stakeholders and 8

live feedback and 174

Mayo Clinic and 19–27

paying everybody to think 245

principles, practices, and processes and xi, 2, 3, 101, 127, 135, 138, 162, 165, 275, 279

recognition and reward and 234

sharing and 2

social media and 176–177

spontaneity and 2

spontaneous interaction and 150

star culture as antithesis of 38

sustainable globalization and 1

Toyota and 28–30

transparency and 209

trust and 2

vaccine development and 2

veering off track 36

walking around enhances 70

workspace design and 57

The Culture of Collaboration book xi

premise of 3

thinking

carrying out orders vs. 131–132

different 132–135

flexibility of environment and 138

time. See also time to market

Boeing 787 final assembly 262

convergence of business and personal 101–102

overcoming hurdles of 273

tools and 172

time to goal

Boeing battery crisis and 220

time to market

BMW’s reduction of ix

Boeing and 33

competitor collaboration and 261

concurrent design reducing 254

Industrial Light & Magic and 266

reduction by BMW of 33–35

Toyota and 263–264

time zones

bridging of 120–121

global collaborative enterprise and 248

leveraging 34

syncing with 102

team sites and 181

tools and 183

virtual hallway mitigating 178

Toobin, Jeffrey 208

tools 164–194

3D printing 9, 76, 79–80, 86, 110

agreeing on 33, 180

anticipated controversy and 168

asynchronous 121, 182

asynchronous vs. synchronous 165–166

augmented reality 188

bad news delivery and 168

blogs 175

choosing right mode of 179–183

collaborative palette 165–166

collaborative potential of 168

computer-aided design 183, 250–251, 252–254, 261–265

computer-aided manufacturing 183, 250–251, 252–254, 261–265

confusion about 165, 166

controversy and 182

COVID-19 and 49, 99, 166

crossover 174–177

culture and 184, 186, 193, 264

culture lagging behind 7

decision flow chart 185–186

deskless workers and 104

digital asset management 178–179

Dow Chemical Company and 191

email 181, 182

emoticons 182

environment and 69

escalation of 167

exhaustion regarding 165

extended reality 183, 273

fifth-generation wireless and 104, 105, 188–189

flexibility enabled by 100, 102

functions responsible for 190–191

global collaborative enterprise and 273

instant messaging 102, 117, 138, 150, 165, 180–181

interruption and 117

list of 281–283

Mayo Clinic’s use of 190–191

mixed reality 91–92, 117, 181, 188

multiple issues and 182

optimal placement of 69

personal videoconferencing 99

podcast 165, 176

potential and limitation of 165

practice routinization of 192

principles before 192–193

principles, practices, and processes and 263

product lifecycle management 183, 250, 261–265

reflection and 181

remote work and 99

restricting functionality of 276

retention policies and 206–209

RFID 132, 148

selection of 165–186

social media messaging 150

tactile vs. digital 113

team sites 181

telepresence 89, 94, 181, 183, 273

telepresence robots 161–162

texting 102, 117, 150, 165

time and 172

time zones and 121, 183

Toyota’s use of 263–265

videoconferencing 117, 138, 181, 182, 256–257, 273

video instant messaging 150, 165

video mail 121

virtual hallway 177–178

virtual reality 94, 188

virtual worlds 165

vlog 165, 176

voice calls 167

webcasting 174–175

web conferencing 117, 182

whiteboard 138

wiki 165

work styles and 100, 104, 214

W.R. Grace & Co. use of 191

Toyota

3D printing and 76, 79–80, 86, 110, 130

acceleration crisis of 28–29

additive manufacturing and 76, 86

augmented reality use by 76

Avalon 79, 110, 228

Boeing compared with 131, 263

broad input and 28

business partners and 79, 86–87

CAD/CAM and 129–131

CALTY Design Research 130–131, 226

chief engineer’s role within 110, 227–228

cobots used by 76, 156–157

collaboration evolution and xi

Collaborative Benchmarking Center 87

collaborative diversity and 276

collaborative group sessions and 43–44, 70, 109–110, 130–131, 265

colocation and 30, 82, 86–87, 149

common processes and 143

continuous improvement principle of 103

Convis, Gary 221–225, 227, 230, 236

cross-discipline collaboration 130–131

cross-functional collaboration and 61, 143

cross-plant collaboration and 225–226

culture and 28–30, 110, 130, 221–223, 230

decision making and 30, 225–226

environment and 57, 73–74, 100, 273, 277

exporting processes and 230

Flaharty, JP 61, 86, 226

genchi genbutsu principle of 86, 161, 226–227

global collaborative enterprise and 263–265

go and see and 86, 226–227

greater autonomy and 223

hierarchy and 73–74, 223

high-level collaboration and 263–265

human factors group 228

Hunter, Kevin 131, 226

image of clay model collaboration 130

image of Collaborative Benchmarking Center 87

image of genchi genbutsu 226

image of TILT lab 76

image of V-comm system 192

image of VR for design review 193

Industrial Light & Magic compared with 149

innovation and 76–77

Integrated Vehicle Systems 29

interdependency and 57, 98

Ji Kotei Kanketsu principle of 143

job rotation and 149

kaizen principle of 103, 130

Kanada, Shin 221

Krinock, Brian 225, 263, 265

leadership and 73–74, 221–227

leadership conditioning within 223, 235–236

leadership training and 70

lean thinking and 28

Lexus LF-LC concept 131

long-term philosophy of 40

Makarewicz, Jeff 30, 143, 235

Mayo Clinic compared with 28, 76, 142, 232

mentoring and 222, 225, 236

Minoura, Teruyuki 103

Moberg, Steve 82, 86

monozukuri principle of 82

Morrison, Mike 40, 192

mother plant system of 264–265

nemawashi principle of 28, 192, 225–226, 264

New United Motor Manufacturing 221, 222, 264

North America autonomy and 264

North America R&D 29, 61, 79, 227–228, 235

North America vs. Japan environment 61

obeya and 43–44, 61, 70, 98, 109–110, 129–130, 221, 273, 277–278

Ohno, Taiichi 103, 149

practices and 130

principles and 79, 82, 129–130, 192, 225–229

principles, practices, and processes 223

processes and 129–131

process visibility and 116, 263

production system of 103–104

product lifecycle management and 263–265

profile of deserialized obeya 79–80

pull system of 103–104, 149

rapid prototyping and 76–77, 79–80, 86, 130

recognition and reward and 234–235

regional culture and 264

responsibility without authority within 227–228

sharing and 277

silo syndrome and 129–130

Stephens, Randy 79, 110, 227–228

Tacoma 157

Teammate technology 29

The Culture of Collaboration and 28

The Toyota Way 29, 40, 129, 222, 234, 264

TILT lab 76–77, 77, 78, 277

tools used by 192–193

Toyoda, Akio 226

Toyoda, Tatsuro 221–222

Toyota Motor Manufacturing, Kentucky 222, 236, 265

Toyota Motor North America 29, 223, 225

Toyota New Global Architecture 227

Tsutsumi plant 265

Tundra 157

V-comm system of 192–193, 263

virtual reality used by 76

yokoten principle of 41, 142, 192, 230

transparency

hidden agendas vs. 42

trust

3 models of 198–200

11 Cultural Elements of Collaboration and 11

access control and 203–204

attributes without name identity 203

bilateral federated 199

Bitcoin and 200

Boeing and 261

business partner collaboration and 260–261, 261

collaborative vs. legal 197

competitor collaboration and 260–261

cross-cultural 33–35

eduGAIN interfederation and 198

enterprise vs. partner 195

environment and 78

European Digital Identity Wallet and 198

Exostar and 260–261

federated 199, 200

federation and interfederation and 196–197

global 198

Industrial Light & Magic and 141

industry consortiums for 199

internal competition limiting 38

legal issues and 205–206, 260–261

MT Solar and 277

multilateral federated 199

natural selection limiting 38

peer-to-peer 200

privacy and 200

realms and 199

secrecy and 200–201

security and 195–210

self-sovereign identity and 202

Shibboleth single sign-on system 199

single sign-on and 199, 261

technological framework for 195

Verifiable Credentials and 202–203

voting and 203

Zero Trust framework 204

Tuthill Plastics Group 159

U

UCLA 242

Uncle Don 207

Underwriters Laboratories 219

United Airlines 218

United States Department of Defense

COVID-19 and 100

Deasy, Dana 100

remote work and 100

secrecy in collaboration and 201

United States Intelligence Community

A-Space tool and 177

Department of Homeland Security 201

information sharing model 42, 177

secrecy in collaboration and 201, 203

United States Securities and Exchange Commission 101, 206

Unitsky String Technologies

common systems and 143–144

Garakh, Viktor 143–144

Universal Robots 157–158

University of Chicago 243–244

University of Michigan 153

University of Pennsylvania 243

V

value. See also value creation

11 Cultural Elements of Collaboration and 16, 277

collaborative group sessions creating 43

diverse talent creating 1

Mayo Clinic eTumor Boards and 27

measuring 16

meetings as producing no 278

principle of creating 8

spontaneous interaction and 117

stakeholders and 8

team sites and 172

time to market and 16

unstructured idea exchange and 14

value creation

collaboration acid test 18

collaborative diversity and 50, 276

collaborative group sessions and 106, 109–111, 219

command-and-control cutlure and 276

culture and 192

deserialization and 7

front-line input necessary for 276

informality and 77

inspiration and 102–104

meetings and lack of 101, 106

process visibility and 116

rapid prototyping and 86

values. See principles

Verifiable Credentials 202–203

video

desensitation to 187

evolving role of 187–188

privacy and 208

videoconferencing

advanced CAD/CAM and 129–130

airplanes and 105–106

anticipated controversy and 168

archiving of 179, 207–209

AT&T and 105

AT&T Picturephone 187

body language and 189

bonding in-person before 95

camera placement for 95

casual clothing and 7

collaborative group sessions and 256–257

comfort with 164

complexity and 181

concurrent design and 262

controversial situations and 182

COVID-19 and 49, 164–165, 187

culture and 164

culture and spontaneous 187–188

decision making and 169

deserialization and 117

education and 138

environment for group 111

escalating to 167, 188

establishing rapport through 189

extended reality vs. 173

facial expressions and 189, 207

fatigue regarding 165

fifth-generation wireless and 188–189

global collaborative enterprise and 273

high-definition 188–189

history of 105, 187

hybrid environment for 25–27

instant messaging and texting vs. 166–167

instant messaging escalation to 119, 167

intrusive quality of 17

less confusion using 169

life force missing from 189

Mayo Clinic and 110–111

meetings and 106

minimizing video of 190, 256

mixed reality 95

optimal number of participants 173, 183

personal. See personal videoconferencing

policies for recording 208–209

presence and 188–189

privacy and 187

product lifecycle management and 183, 193, 263

resistance to unscheduled 187–188

September 11, 2001 and 49

situations requiring 169

spontaneous 24, 184

spontaneous vs. scheduled x, 7

telepresence vs. 173

Toyota and 129–130

utility like water 24

video mail vs. 171

virtual distance and 95

web conferencing vs. 167–169

video instant messaging

culture and 165

instant messaging vs. 171

spontaneous collaboration and 150

video mail

time zones and 121

videoconferencing vs. 171

VIM. See video instant messaging

virtual distance

bridging 94–96

defined 94

same-room activities reducing 166

spontaneous interaction and 95

virtual hallway

collaboration and 177–178

defined 177

Evernote Corporation and 178

Parker Hannifin and 178

wine bars and 178

Xerox PARC media space 177

virtual meetings. See meetings

virtual reality

fifth-generation wireless systems and 188

Indiana University’s use of 94

Industrial Light & Magic and 111, 113, 116

multi-user 188

Toyota’s use of 76

virtual worlds

culture and 165

visual effects

deserialization and 265–267

macro deserialization of 6, 83–85

process vs. project and 118

StageCraft VR and 83–85, 91

vitual reality

design reviews using 193

Toyota’s use of 193

vlog

culture and 165

informality and 176

voice call

controversial situations and 182

culture and 167, 188

escalating to 167

instant messaging escalation to 119

phone tag avoidance 72

resistance to unscheduled 187–188

spontaneous 17, 167

spontaneous vs. scheduled 7

unscheduled 150

Volkswagen 258

VR. See virtual reality

W

Walt Disney Company 83, 87, 112

webcasting 174–175

optimal tool choice and 183

web conferencing

archiving of 207–209

brainstorming and 181

collaborative vs. “broadcast� use of 167–168

data sharing and 168

deserialization and 117

September 11, 2001 and 49

study of users of 168

team sites vs. 172

videoconferencing vs. 167–169

Welch, Jack 39, 44

Welch, Suzy 44

West Corporation 168

whiteboard

education and 138

environment design and 69, 92–93

videoconferencing and 181

virtual environment and 88

wiki

culture and 165

reflection and 181

work

3 modes of 117–119

artificial deadlines and 140–141

balance of life and 120–121

balancing focused 66

changes redefining 3

changing space to fit 63

cobots and 152–163

collaboration vs. focused 59

culture of 117

deserialization of 117, 248, 273, 278

deserialized vs. serial 119

deskless 104

environment for focused 55, 73

environment for modes of 67

incident mode of 117–119

interruption and 117

lone wolfs and 119–120

mirror zones and 250–251

mobile work sharing 33

offices and focused 74

parallel vs. sequential 5

pass-along approach to 17, 253

pass-along vs. simultaneous 2, 149, 247–248

process mode of 117–119

project mode of 117–119

remote. See remote work

rugby vs. relay-race approach 81–82

serial 18, 253

serial vs. real-time 6

sharing of 144, 149, 248, 250–251, 266–267, 272–273

shifting modes of 118–119

solitary 119–120

space for focused 59

workplace. See also environment

comparison of approaches to 73–74

distractions in 101

dynamic 59

evolution of 62–67

movement through 59, 69–70

open 72

utilization data and 59

workspace. See also environment

anticipating change and 66–67

dedicated for collaboration 8

flexible team 81

optimal 67

recognition and reward and 64–65

reimagining 65

unassigned 60–61, 95

visibility of colleagues and 63

work styles

BMW and 191

deskless workers and 104

lifestyles and 98–101

lone wolfs and 119–120

principles and 192

processes and 119

tools integrated into 100, 214

World Economic forum 162

World Health Organization 164

W.R. Grace & Co. 191

Wright, Frank Lloyd 70

writing

collaborators struggling with 175

real-time group 72, 93, 172

Y

yokoten 41, 142, 192, 230

YouTube 179

generation of 164

Z

Zoom 93–94