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008			210318s2021 mau o 001 0 eng
010			_a 2021010029
020			_a9781647820121
040			_aDLC _beng _cDLC _erda
042			_apcc
050	0	0	_aHF5548.85
082	0	0	_a650.1 _bCRO-B
100	1		_aCross, Rob
245	1	0	_aBeyond collaboration overload : _bhow to work smarter, get ahead, and restore your well-being _cby Rob Cross
260			_aBoston : _bHarvard Business Review Press, _c©2021
300			_a225 p. : _bill. ; _c24 cm.
500			_aIncludes index.
505	0		_aPart I: Breaking free from collaborative overload: Introduction -- An amazing leader falters -- Why you need essential collaboration -- Challenge beliefs -- Impose new structure -- Streamline collaborative practices -- Part II: Using your new freedom to increase performance and well-being: Introduction to Part II -- Networks of successful people -- Energizing connections -- Thriving in a connected world.
520			_a"Companies consume 85% of workers' time in collaborative activities. But they have no idea if all this collaboration benefits corporate performance, individual productivity, or employee well-being. Today's corporations are plagued by stress, loss of engagement, and attrition, which cripple them in their quest for a competitive edge. What's going on? Collaboration. Yes, that seemingly Good Thing all companies encourage is creating overload and burnout. It crushes our vitality and well-being, prevents us from being innovative, and blocks our companies from being the most successful organizations they could be. To some this is surprising. It's assumed that it's always better to collaborate more-and faster. But the toll of all this time on collaborative platforms, email, phone and video calls, meetings, and texts after work is far more severe than companies know. So what can be done? In his breakthrough research using network analysis and hundreds of in-depth interviews, Rob Cross has found the answer to collaboration overload. By taking action on three fronts, the best performers streamline collaboration and keep overload from derailing their careers. They use their freed-up time to invest in collaboration activities that drive performance by: mobilizing a broad network for scale, creating "pull" by drawing people and ideas to them, engaging in renewal activities to promote well-being. High performers in today's hyperconnected world create enormous impact through their networks while, amazingly, spending the least amount of time on collaborative tasks. They don't do anything magical. They simply make sure that they collaborate only where they can add unique value-and only where collaboration provides unique value to them. You can do it too. And by applying these collaborators' best practices, you can reclaim a whopping 18 percent to 24 percent of your time-a workday every week-to invest in activities that contribute to your professional success and your overall well-being"--
650		0	_aJob stress.
650		0	_aCooperation.
650		0	_aSelf-management (Psychology)
650		0	_aGroup problem solving.
650		0	_aWork _xPsychological aspects.
776	0	8	_iPrint version: _aCross, Robert L., 1967- _tBeyond collaboration overload _dBoston, MA : Harvard Business Review Press, [2021] _z9781647820121 _w(DLC) 2021010028
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
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