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Collaboration
22/11/2006 Collaborating with people from different branches, divisions or
organisations to achieve an outcome requires more than good intentions.
Last month I worked with three different organisations that rely on staff "partnering" with people over whom they have no formal authority.
In all three cases there's resistance, blurred lines of responsibility, power plays, hidden agendas and individual trampling over potential collective wins. In all three cases I heard executives describe work that could not be done without collaboration - but I did not see the organisational leaders create an environment where it could happen.
All partnerships - whether formal, informal, professional or personal - only work when there's commitment to achieving a shared vision or outcome. Motivation comes because all parties have a stake in the future.
If leaders want their staff to collaborate they must create an environment where people have -
* sufficient information, guidance and direction to provide context, and
* autonomy that allows them to take initiative and personal responsibility for their actions.
To achieve this balance, leaders must -
* articulate the vision (focusing on the big picture provides people with context, enables them to think beyond their silos and immediate work groups, and empowers them to take initiative)
* identify tangible outcomes (exactly what needs to be achieved and how will it be measured?)
* clarify expectations, roles and responsibilities
* provide opportunities to build relationships (socialise after meetings, create mixed project teams)
* communicate frequently (about progress, priorities and politics)
* reward those who cooperate and achieve success
* demonstrate commitment to working collaboratively by doing it yourself!
Deborah May (deborah@deborahmay.com)
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