By recognising the nature of the interactions, we can better understand the restrictions of, and relationship between, the associated behaviours. We can then focus more sharply on initiatives which (i) improve controls and efficiency, or (ii) add value through creativity and innovation, or more ambitiously (iii) both!
And whilst it's a question of 'when' rather than 'if' companies introduce social tools, having a clear view of the driver for their introduction (i.e. tending towards efficiency or value-added/innovation) will ensure the appropriate technologies are implemented and organisational behaviours nurtured.
Johnnie then wraps things up with;
I'm wary of definition deckchairs, but I liked the idea of seeing a difference between collaboration and mere co-ordination. For me, collaboration involves something richer, more complex (so also messy), getting diverse groups to create things together. Co-ordination is more about getting everyone to stick to someone's plan.
Preaching to the converted here guys, especially with regards to the debates about what consitutites collaboration and how it mingles with and differs from control 🙂