when should we collaborate?

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    When should we collaborate?

    Shawn Callahan

    Is it collaboration when youre sent the yearly performance reviewspreadsheet and instructed to assess your staffs performance?Absolutely not; its an act of co-ordination. Everyone is workingseparately to achieve the overall goal of conducting theperformance reviews. Only a modicum of trust is required (trust inthe system) to get the job done.

    So, is it collaboration when you meet with your team to work out theperformance review process? Not quite. Here we are co-operatingwith our colleagues to deliver a task that we all know needs to bedone. When we co-operate there is often a medium level of trustinvolved (trust in each others competencies and character), the

    value of the activity tends not to accrue directly to the participantsco-operating and, in most cases, someone else is driving you to doit. [1]

    So what is collaboration then? Its when a group of people cometogether, driven by mutual selfinterest, to constructively explorenew possibilities and create something that they couldnt do on theirown. Imagine youre absolutely passionate about the role thatperformance reviews play in company effectiveness. You team upwith two colleagues to re-conceptualise how performance reviewsshould be done for maximum impact. You trust each other implicitly

    and share all your good ideas in the effort to create an outstandingresult. You and your colleagues share the recognition and praiseequally for the innovative work.

    The important factor is mutual self-interest. When people createthings they really want to create, and it is also good for thecompany, it energises and engages people like nothing else. Just askGoogle, who have institutionalised collaboration by giving everyengineer 20 per cent of their work week to spend on any projectthat takes their fancy.

    Today most commentators conflate co-ordination, co-operation andcollaboration under the single banner of collaboration. All threetypes of working together are important, but creating environmentswhere collaboration (as we have defined it) happens creates a sparkthat will truly transform an organisation. The important skill isknowing when to collaborate, co-operate and co-ordinate.

    When is the best time to collaborate?

    When thinking about good times to collaborate, its useful to startwith a simple model that helps us understand the nature of thetypes of issues we might encounter in an enterprise. Here Iveillustrated the Cynefin (pronounced cun-ev-in) framework whichcategorises organisational activity into four domains [2]:

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    Simple: this is when there is a clear relationship between cause andeffect. When you do X you always get Y, and no matter how manytimes you do X you get the same Y result. Organising theperformance reviews is a good example. You can predict withconfidence the end result of the activity. In these cases co-ordination can be used to great effect.

    Complicated: this is when there is still a relationship betweencause and effect but you have to put effort in working out thatrelationship and there is often a range of possible answers. This isthe realm of experts who put in the effort working out these cause-and-effect relationships. Co-operation is effective in this domainbecause there is often a clear end goal in mind but you need thecombined forces of a range of people to achieve it.

    Complex: this domain is characterised by causes and effects thatare so intertwined and intricate that things only make sense inhindsight. You hear people saying: Ah, the reason that happenedwas because ..., but if you rewind the tape of what just happenedand play it again, you get a different outcome; rewind and playagain, and yet another outcome. This phenomenon occurs becausein complex situations everything is so interconnected that a smallchange in one part of the system can have inordinate impactsomewhere else, and vice versa. The system is unpredictable indetail, yet we can discern patterns. Designing and implementing anew performance management approach is complex because,

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    regardless of how much analysis we do before putting it intopractice, we wont know how its going to work in detail. It is inthese complex situations that collaboration comes to the fore.

    Collaboration works well for complex situations because the style of

    working collaboratively matches the nature of the issues thatcomplex situations pose. Complexity is unpredictable, andcollaborating is adaptable; complexity is messy its difficult towork out the question, let alone the answer and collaboratinginvolves bringing together a diversity of people and talents toimprovise and test possible approaches, all learning as you go.Complexity offers unique and novel conundrums, and collaborationdraws on a deep foundation of trust to that fosters creativity anddelivers innovations.

    The last domain of the Cynefin framework is chaos. This is where

    its impossible to discern a relationship between cause and effect.The best approach in this domain is simply to take action.Paradoxically it really doesnt matter which group style is used here,as any way of working will either create opportunities in thecomplex space where collaboration can take effect, or push thesituation into the simple domain where a co-ordination approach iseffective.

    With the Cynefin framework as a guide, we can better align the typeof group work with the nature of the issue at hand. Collaboration isnot the best approach in every situation and lets not fall into the

    trap of thinking of it as a panacea. Sometimes its simply moreeffective to issue a direction to get the job done when the job issimple or complicated. Its when things are truly complex thatcollaboration is most effective, and the reality is that the world isbecoming more connected, faster moving and therefore morecomplex by the minute. Collaboration will have a growing role toplay in every organisation.

    References

    [1] Economist Intelligence Unit (2008). The role of trust in business

    collaboration.

    [2] Snowden, D. J. and M. E. Boone (2007). "A Leader's Frameworkfor Decision Making." Harvard Business Review November.