Connected but distracted: Rethinking collaboration

Meetings are on the rise, but is increased connectivity getting in the way of work?

It's well documented that meetings are on the rise. Which is surely a good thing? Meetings are important. They provide an opportunity to build connections, establish relationships, share perspectives, make decisions and learn.  

But there is a downside. Having too many meetings can be difficult, and they aren't always valuable. 

People are feeling this squeeze. In a survey by Microsoft, almost 70% of respondents say they don’t have enough uninterrupted time to focus on important tasks during the workday.  
 

When we bounce from meeting to meeting, we also need to context switch almost immediately. That can be challenging and exhausting; especially when the expectation is to be prepared and present (physically or not). 

So how we collaborate is key. Effective collaboration is not just a nice-to-have—it’s essential. It's important for the organisations themselves. It's important for the people in the organisations.  

The power of working well together 

Collaboration boosts organisational performance. Research from Harvard Business Review found that companies promoting collaborative working are five times more likely to be high-performing. Another study by Deloitte linked strong collaboration with increased innovation, faster problem-solving, and improved employee engagement. And let’s not forget the human side: collaboration helps individuals feel more connected, valued, and motivated—key ingredients in both productivity and wellbeing. 

In short, when people work well together, everything works better. 

So… Why is it so hard? 

Here’s the catch. Collaboration may be powerful—but it’s also tricky.  

According to a study in MIT Sloan Management Review, 75% of cross-functional teams are dysfunctional, citing conflicting goals, unclear governance, and broken communication. Add in silos, ego, time zones, and the mystery that is "reply-all" email threads, and it’s no wonder collaboration often stumbles. 

There’s also the psychological toll. Social loafing (yes, that’s a real term) shows people can become less productive in group settings, assuming someone else will pick up the slack.  

There is also the psychological safety angle, people hold back ideas for fear of judgement. 

The takeaway (for now) 

Collaboration is the lifeblood of effective organisations and teams, but it doesn’t just happen.  

It needs nurturing, structure, and intention. That’s what we’ll be diving into over the coming weeks: the culture, behaviours and tools that make collaboration not only possible—but powerful. 

Stay Tuned as this is just the beginning. We know how to put the joy back into collaboration.