Flicking the collaboration light switch is something that leaders are uniquely positioned to do, because several obstacles stand in the way of people voluntarily working alone. For one thing, the fear of being left out of the loop can keep them glued to their enterprise social media. Individuals don’t want to be ―or appear to be ―isolated. For another, knowing what their teammates are doing provides a sense of comfort and security, because people can adjust their own behavior to be in harmony with the group. It’s risky to go off on their own to try something new that will probably not be successful right from the start. But even though it feels reassuring for individuals to be hyperconnected, it’s better for the organization if they periodically go off and think for themselves and generate diverse ―if not quite mature ―ideas. Thus, it becomes the leader’s job to create conditions that are good for the whole by enforcing intermittent interaction even when people wouldn’t choose it for themselves, without making it seem like a punishment.
* intermittent: 간헐적인