JOURNAL ARTICLE

Collaboration Without Burnout.

  • Published In: Harvard Business Review, 2024, v. 102. P. 20 1 of 3

  • Database: Business Source Ultimate 2 of 3

  • Authored By: CROSS, ROB; TAYLOR, SCOTT; ZEHNER, DEB 3 of 3

Abstract

The article focuses on the phenomenon of collaborative overload, a condition where increasing demands for collaboration in global, matrixed organizations reduce employees’ time for focused individual work and reflection. Research involving 20 global organizations identified that while organizational changes contribute to overload, individuals’ mindsets and habits also play a significant role. The authors recommend strategic self-management practices in three areas: understanding why one takes on excessive collaboration, aligning work with personal strengths and values by eliminating unnecessary interactions, and enhancing the productivity of essential collaborations. By adopting these strategies, employees can reclaim 18% to 24% of their collaborative time, improving both effectiveness and job satisfaction.

Additional Information

  • Source:Harvard Business Review. 2024/04, Vol. 102, p20
  • Document Type:Article
  • Subject Area:Psychology
  • Publication Date:2024
  • ISSN:0017-8012
  • Accession Number:175925983
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