Many leaders are now aware of the dangers of collaboration overload and collaboration-tool overload in the workplace. The evidence continues to mount that, for many organizations, the costs associated with meetings, emails, IMs and other forms of workforce collaboration now exceed the benefits.
But what can get lost in the eye-popping statistics around excess email and meetings is this: Collaboration overload is almost always a symptom of some deeper organizational pathology and rarely an ailment that can be treated effectively on its own. Attempts to liberate unproductive time by employing new tools (for example, Microsoft Teams, Slack, Box) or imposing new guidelines and meeting disciplines will prove fruitless unless steps are taken to deal with the underlying organizational illness. Companies that have successfully combatted the excesses of overload have done so by focusing on the root causes of unproductive collaboration—and not merely the symptoms—in devising the cure.
