A journey from Island of knowledge to mutual understanding in global business meetings

Abstract

Knowledge work increasingly takes place in collaborative events from different and changing workplaces due to mobility, multi-locational, and geographical distribution of team members. What are the key elements to create mutual understanding and make creative collaborative decisions in global business meetings? How can these key elements be designed as shikake nudges to build awareness of the individual and team conditions to help knowledge workers make better work environment choices and reach higher levels of engagement? We addressed this question as a transformative journey from island of knowledge to mutual understanding in the context of collaborative decision making in creative global business meetings. We present a "Six Steps to Engagement" framework that offers three feedback loops as shikake triggers to improve the local and global collaboration context and behavior, and three choice-decision-commitment steps toward improving the work environment and increasing knowledge work productivity. To support this framework, we define the following: (1) mutual understanding metrics (MUM) and method for self-assessment and 360 team assessment that define different MUM stages in the journey from island of knowledge to mutual understanding; and (2) an engagement Matrix of Choices (eMoC) prototype to assist geographically distributed knowledge workers to make explicit choices with an understanding of the potential level of engagement and collaboration they can achieve and the respective enablers and hindrances. We argue that iterative and continuous MUM assessment and explicit eMoC choices are central to achieve mutual understanding, high-performance teamwork, and eliminate rework, coordination, and decision wait time. This iterative process (1) allows team members to build awareness of their local conditions and make their local conditions transparent and visible to the rest of the team; (2) provides a feedback mechanism that indicates the engagement potential of each team member and the team, as well as a trigger or nudge toward moving to higher levels of engagement; (3) leads to the alignment of expectations and synchronicity of potential engagement levels.