Rob Cross offers a good description of collaborative overload (ref link included) and a diagnostic test.
During the 1990’s, organizations shifted from a functional-centric structure to a business process-centric structure. After completing difficult change management actions, benefits were harvested, e.g., reduced cycle time, decreased rework and improved customer satisfaction. Information overload can occur from individual actions during and outside of work as well as team activities. The cited references describe some root causes of collaboration overload and suggests remedies. The benefits from a business process-centric structure can be reduced by collaboration overload. It’s worth reading these materials to achieve your expectations from collaboration benefits. Marty B #IORGforum
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