The Harvard Business Review reports "an overlap of only 50% between 'the top collaborative contributors in any organisation and those individuals deemed to be the top performers.'"
That's a pretty high percentage, if you ask me. I wonder what other traits you could identify in the set of top performers that would be equally or more prevalent. The article seems to equivocate more collaboration with more distraction. These two are perhaps related when policy aims to encourage collaboration through shared office space, Slack, and meetings which interrupt deep work. But let's be clear; collaboration is a good thing and we shouldn't act like it's wrong to encourage it, just that perhaps there are better, less distracting ways to do it.
That's a pretty high percentage, if you ask me. I wonder what other traits you could identify in the set of top performers that would be equally or more prevalent. The article seems to equivocate more collaboration with more distraction. These two are perhaps related when policy aims to encourage collaboration through shared office space, Slack, and meetings which interrupt deep work. But let's be clear; collaboration is a good thing and we shouldn't act like it's wrong to encourage it, just that perhaps there are better, less distracting ways to do it.