Working with Wisdom: Orchestrating Collaboration at Work
Working with Wisdom: Orchestrating Collaboration at Work
Q. “How can we enhance our working relationships as a team, and improve our deliverables to the client. How do we collaborate more effectively?
A. Collaboration has become a hot topic lately, and a recent IBM global study of CEOs revealed that collaboration is key to innovation success, especially when collaboration occurs beyond company walls. Projects are often too complex for individuals or even teams in one company to tackle. Collaboration can be a challenge depending on the culture of an organization. As Meg Wheatley said to me in an interview for Orchestrating Collaboration at Work:
“In North American culture, we have so conditioned people to be competitive and to look out for themselves that teamwork has become a problem. Yet working together is a more natural state for humans than working in isolation, and teamwork is a natural tendency. The arts, and sports as well, provide people with the experience of what it’s like to work together.”
We’ve also been taught that knowledge is power, and therefore if we share knowledge, our power or currency is diminished.
So how can we collaborate more effectively? Here are some guidelines:
1. Talent. It’s crucial to have the right people on your team capable of adding their brilliance to the project.
2. Healthy relationships are at heart of collaboration. Appreciating others, engaging in purposeful conversations and the ability to resolve conflicts are essential ingredients for collaboration. Find ways for the team to get to know each other not just as professionals, but as human beings, to build trust and provide occasions for informal social interaction.
3. A guiding vision and clarity of purpose are key to collaboration. Warren Bennis said “Great Groups think they are on a mission from God… Their clear, collective purpose makes everything they do seem meaningful and valuable.”
4. Provide a clear mission objective. Team members jointly prepare a written purpose statement for their collaboration, and define rules of engagement which include goals, roles, responsibilities and deliverables. Communicate how decisions are made.
5. Connect the project with big picture company objectives. Create meaning and value for the organization and customers.
6. Create an atmosphere of safety, trust and respect. Encourage multiple perspectives, diverse viewpoints and creativity. Keep members energised through stimulating, quality discussions around cutting edge issues.
7. Provide an infrastructure and resources that enable learning, communication and collaboration. Address cultural issues that thwart collaboration.
8. Provide great leadership. Nurture the brilliance of your people and do everything you can to remove barriers to high performance. Avoid being too autocratic and allow time for the team to weigh in on decisions.
9. Great work is its own reward. Give credit where credit is due and recognize teams team performance as well as individuals.
10. Use coaching to reinforce a collaborative culture. Coaching for improved teamwork, emotional intelligence, and hold difficult conversations can produce dramatic improvements to the group.
11. Add zest factors. (Hargrove) Make collaboration fun. Celebrate completions before moving on.
12. Capture best practices and mistakes to learn from. Publish on your intranet or wiki to give everyone access to your wisdom.
Show this list to your team and ask them what they think is most important, and you will have insights on the best ways to improve performance, either through training, coaching, adding zest, or providing missing resources.
References:
Orchestrating Collaboration at Work: by Arthur VanGundy and Linda Naiman
Mastering the Art of Creative Collaboration by Robert Hargrove
Organizing Genius, by Warren Bennis
Working with Wisdom Orchestrating Collaboration at Work - To learn more about this author, visit Linda Naiman's Website.
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A client, concerned about mediocre team performance amongst her group of managers cited poor morale, poor communication, and a lack of clarity regarding roles and skills as culprits.
Q. “How can we enhance our working relationships as a team, and improve our deliverables to the client. How do we collaborate more effectively?
A. Collaboration has become a hot topic lately, and a recent IBM global study of CEOs revealed that collaboration is key to innovation success, especially when collaboration occurs beyond company walls. Projects are often too complex for individuals or even teams in one company to tackle. Collaboration can be a challenge depending on the culture of an organization. As Meg Wheatley said to me in an interview for Orchestrating Collaboration at Work:
“In North American culture, we have so conditioned people to be competitive and to look out for themselves that teamwork has become a problem. Yet working together is a more natural state for humans than working in isolation, and teamwork is a natural tendency. The arts, and sports as well, provide people with the experience of what it’s like to work together.”
We’ve also been taught that knowledge is power, and therefore if we share knowledge, our power or currency is diminished.
So how can we collaborate more effectively? Here are some guidelines:
1. Talent. It’s crucial to have the right people on your team capable of adding their brilliance to the project.
2. Healthy relationships are at heart of collaboration. Appreciating others, engaging in purposeful conversations and the ability to resolve conflicts are essential ingredients for collaboration. Find ways for the team to get to know each other not just as professionals, but as human beings, to build trust and provide occasions for informal social interaction.
3. A guiding vision and clarity of purpose are key to collaboration. Warren Bennis said “Great Groups think they are on a mission from God… Their clear, collective purpose makes everything they do seem meaningful and valuable.”
4. Provide a clear mission objective. Team members jointly prepare a written purpose statement for their collaboration, and define rules of engagement which include goals, roles, responsibilities and deliverables. Communicate how decisions are made.
5. Connect the project with big picture company objectives. Create meaning and value for the organization and customers.
6. Create an atmosphere of safety, trust and respect. Encourage multiple perspectives, diverse viewpoints and creativity. Keep members energised through stimulating, quality discussions around cutting edge issues.
7. Provide an infrastructure and resources that enable learning, communication and collaboration. Address cultural issues that thwart collaboration.
8. Provide great leadership. Nurture the brilliance of your people and do everything you can to remove barriers to high performance. Avoid being too autocratic and allow time for the team to weigh in on decisions.
9. Great work is its own reward. Give credit where credit is due and recognize teams team performance as well as individuals.
10. Use coaching to reinforce a collaborative culture. Coaching for improved teamwork, emotional intelligence, and hold difficult conversations can produce dramatic improvements to the group.
11. Add zest factors. (Hargrove) Make collaboration fun. Celebrate completions before moving on.
12. Capture best practices and mistakes to learn from. Publish on your intranet or wiki to give everyone access to your wisdom.
Show this list to your team and ask them what they think is most important, and you will have insights on the best ways to improve performance, either through training, coaching, adding zest, or providing missing resources.
References:
Orchestrating Collaboration at Work: by Arthur VanGundy and Linda Naiman
Mastering the Art of Creative Collaboration by Robert Hargrove
Organizing Genius, by Warren Bennis
Working with Wisdom Orchestrating Collaboration at Work - To learn more about this author, visit Linda Naiman's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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