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- W2087366401 abstract "Abstract The accelerating growth in the construction and usage of collaborative environments designed to ensure that the oil and gas industry can have immediate access to scarce support and expertise has meant people in remote geographical locations have had to forge new relationships, acquire new intervention skills, and accept new ways of working. This has raised many people issues, ranging from how to engage people in the necessary management of change programmes, the development of necessary behavioral protocols, through to acquiring appropriate leadership skills and installing appropriate recognition schemes, as well as the fundamental issue of how this new connectivity capability impinges upon existing communication processes. Nowhere is this more acute, relevant and critical than in connecting the offshore operations community with their onshore support colleagues. Drawing on real life examples the author surfaces, tackles and deals with these issues, showing how collaborative environments can be used to produce a high performance one-team culture. People In Perspective The construction and use of collaborative environments to connect geographically dispersed teams by its very definition involves the integration of people. In turn, this integration necessitates the formation of new acquaintances and associations. Whilst bringing people closer together might be perceived as naturally advantageous, it can raise personal, emotional and relationship issues that create confusion and misunderstandings leading to personal friction and disharmony which, if left unattended, can result in at the very least the new connectivity capability potential not being recognized, and at worst reductions in performance efficiencies emanating from this personal dysfunctionality. Interestingly in my experience it is the more technologically based companies, whilst appreciating and evangelizing the need to pay heed and attention to people issues relating to the introduction of technology and systems that increase interpersonal connectivity, are the very ones that in practice pay lip service to them. All too often these companies preach the need to expend equal time and resources on people, plant and processes in the pursuit of performance excellent, but in practiceConcentrate almost totally on plant and process issuesMarginalize people issues by putting them as the last agenda itemSubcontract them to external consulting groupsDeal with them inappropriately quickly, leaving problems unsolved which resurface later with even more detrimental effects" @default.
- W2087366401 created "2016-06-24" @default.
- W2087366401 creator A5080067008 @default.
- W2087366401 date "2008-02-25" @default.
- W2087366401 modified "2023-09-27" @default.
- W2087366401 title "Collaborative Working - People Issues In Perspective" @default.
- W2087366401 doi "https://doi.org/10.2118/111605-ms" @default.
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