Harvard Business Review Response

Abstract

Factually, everyone is affected by communication and information irrespective of the level of connection as vital factors in acquiring shared knowledge for improving performance capacity. Given the scope of global interconnectedness, most situational activities demand continual interdependence to sustain a shared purpose owing to the emergence of inseparable overlapping spheres. In retaliating the popular assertion that information is power, the role of accessing and managing information has grown rapidly to influence present reactions to the ever dynamic environment. Although it would make sense for an entity to uphold its successful ideals, updating its structures through a collaborative and participative communication network guarantee a long term solution to navigate emerging pressures.

However, relinquishing the influencing autonomy to embrace and sustain a collaborative approach is empirically difficult to take foot amidst proven success of traditional individualism efforts. For instance, the immediate image revealing itself in the corporate hierarchy involves reaching team agreements which often turn obsolete within a short spell, forcing the entire organization retract to a culture of technical diversity. Inculcating a self-programming culture where individuals bring on board their respective know-how on board enhances quicker response to emerging demands but fails to utilize such information to generate long term solutions. For that reason, paying attention to both informal and formal conversations provides the organization hierarchy with a 360-degree multisource feedback translated into creating a collaborative community.