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Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer?.

Solutions for Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.

Here you can find the meaning of Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer?, a detailed solution for Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? has been provided alongside types of Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down, connectivity is increasing, and teamwork is seen as a key to organizational success. Certainly, we find much to applaud in these developments.However, when consumption of a valuable resource spikes that dramatically, it should also give us pause. Consider a typical week in your own organization. How much time do people spend in meetings, on the phone, and responding to e-mails? At many companies the proportion hovers around 80%, leaving employees little time for all the critical work they must complete on their own. Performance suffers as they are buried under an avalanche of requests for input or advice, access to resources, or attendance at a meeting. They take assignments home, and soon, according to a large body of evidence on stress, burnout and turnover become real risks. As a recent study led by Ning Li, of the University of Iowa, shows, a single extra miler-an employee who frequently contributes beyond the scope of his or her role-can drive team performance more than all the other members combined.But this escalating citizenship, as the University of Oklahoma professor Mark Bolino calls it, only further fuels the demands placed on top collaborators. We find that what starts as a virtuous cycle soon turns vicious. Soon helpful employees become institutional bottlenecks: Work doesnt progress until theyve weighed in. Worse, they are so overtaxed that theyre no longer personally effective. And more often than not, the volume and diversity of work they do to benefit others goes unnoticed, because the requests are coming from other units, varied offices, or even multiple companies. In fact, when we use network analysis to identify the strongest collaborators in organizations, leaders are typically surprised by at least half the names on their lists. In our quest to reap the rewards of collaboration, we have inadvertently created open markets for it without recognizing the costs. First, its important to distinguish among the three types of collaborative resources that individual employees invest in others to create value: informational, social, and personal. Informational resources are knowledge and skillsexpertise that can be recorded and passed on. Social resources involve ones awareness, access, and position in a network, which can be used to help colleagues better collaborate with one another. Personal resources include ones own time and energy.These three resource types are not equally efficient. Informational and social resources can be sharedoften in a single exchangewithout depleting the collaborators supply. That is, when I offer you knowledge or network awareness, I also retain it for my own use. But an individual employees time and energy are finite, so each request to participate in or approve decisions for a project leaves less available for that persons own work.Unfortunately, personal resources are often the default demand when people want to collaborate. Instead of asking for specific informational or social resourcesor better yet, searching in existing repositories such as reports or knowledge librariespeople ask for hands-on assistance they may not even need. An exchange that might have taken five minutes or less turns into a 30-minute calendar invite that strains personal resources on both sides of the request.Collaboration is indeed the answer to many of todays most pressing business challenges. But more isnt always better. Leaders must learn to recognize, promote, and efficiently distribute the right kinds of collaborative work, or their teams and top talent will bear the costs of too much demand for too little supply. In fact, we believe that the time may have come for organizations to hire chief collaboration officers. By creating a senior executive position dedicated to collaboration, leaders can send a clear signal about the importance of managing teamwork thoughtfully and provide the resources necessary to do it effectively. That might reduce the odds that the whole becomes far less than the sum of its parts.Q. What does the author mean by escalating citizenship?a)Highlighting ones abilities and accomplishmentsb)One employee mimicking another to maintain relative amount of likingc)Employees going beyond the call of duty to help othersd)None of the aboveCorrect answer is option 'C'. Can you explain this answer? tests, examples and also practice CAT tests.