2. A"ributes
of
Successful
Collabora2on
Observa2ons
on
observable
a+ributes
of
successful
collabora1ons

3. Problem
Defini1on
• “What
problem
are
you
solving?”
• Collabora2ons
are
an
opportunity
to
solve
a
problem,
or
a
challenge,
or
a
puzzle.
• These
are
opportuni2es
to
accomplish
together
what
we
can’t
do
alone.
• Take
the
2me
to
define
the
common
problem
to
solve
• Avoid
leaping
to
solu2ons
before
adequately
iden2fying
the
problem

4. Problem
Defini1on
• In
sustained
collabora2ons
all
of
the
roles
represented
clearly
see
the
value.
• It
is
clearly
ar2culated
and
easily
communicated
to
others.

5. Problem
Scope
• “What
can
we
realis2cally
accomplish?”
• The
opportunity
must
be
is
scoped
appropriately:
• It
is
big
enough
to
require
collabora2on
.
.
.
• .
.
.
yet
small
enough
to
actually
accomplish
the
objec2ve.
• Defining
the
problem
and
scoping
it
well
helps
define
the
limits
of
what
can
be
accomplished.

6. Sponsorship
• Sustained
collabora2ons
benefit
from
execu2ve
sponsorship
• The
defined
problem
is
clear
and
sponsors
can
easily
get
behind
it
in
a
produc2ve
and
persistent
manner.
• While
not
a
guarantee,
sponsorship
will
be
helpful
in
weathering
organiza2onal
and
funding
storms
down
the
road.

7. Champion(s)
• Successful
collabora2ons
have
one
or
more
public
champions
who
are
willing,
able,
and
eager
to
go
to
bat
for
your
collabora2on.
• Champions
can
be
found
in
campus
presidents,
provosts,
deans,
CIOs,
Librarians,
• technologists,
faculty,
corporate
and
industry
leaders.

8. Structured
external
evalua1on
• sustained,
collabora2ons
benefit
from
external
reten2on
of
individual
or
agency
to
document
progress.
• Having
an
unbiased
eye
review
the
program
plan,
objec2ves,
and
scheduled
outcomes
can
provide
u2lity
during
and
aPer
the
program.
•
Grant
funded
programs
benefit
from
scheduled
reports
and
can
inform
repor2ng.

9. Path
towards
meaningful
inclusion
and
expansion
• Successful
collabora2ons
go
beyond
the
individual
and
the
immediate.
• When
thinking
through
problem
defini2on
and
scope,
include
the
means
to
create
a
conduit
to
present
the
work
through
case
studies,
ar2cles,
essays,
and
workshops.
• Build
this
poten2al
into
the
program
plan
and
schedule
the
resources
to
execute
a
communica2on
plan.

10. Opera1onal
adaptability
• Sustained
collabora2ons
become
more
than
a
project
temporarily
layered
over
pre-­‐exis2ng
responsibili2es
of
an
individual.
• Sustained
collabora2ons
are
programma1c.
• Sustained
collabora2ons
become
a
program
that
is
a
part
of
the
organiza2onal
DNA.

11. Opera1onal
adaptability
• Projects
that
remain
isolated
to
a
personality,
or
are
persistently
separate
will
not
be
sustained.
• The
work
is
in
danger
of
being
deemed
a
distrac2on
rather
than
fundamental
and
programma2c.
• This
is
where
sponsorship
and
clearly
defined
problems
statements
come
into
play.

12. Organiza1onal
capacity
• “Are
you
actually
organized
to
accomplish
this?”
• Inter-­‐ins2tu2onal
collabora2ons
are
frequently
ini2ated
in
a
flurry
of
enthusiasm.
• Before
commiWng
to
a
collabora2on,
review
the
problem
defini2on,
scope,
and
project
plan
to
iden2fy
required
organiza2onal
resources
and
departmental
rela2onships.

13. Trust
and
vulnerability
• Collabora2ons
require
trust.
• Collabora2on
requires
that
we
are
vulnerable
-­‐
and
that
requires
a
safe
environment
• Be
ready
to
– work
together
in
a
public
manner
– allow
others
to
work
collabora2vely
on
it
before
it
is
"polished"
to
your
sa2sfac2on
– show
your
work
before
it
is
"finished”

14. Transparent
technology
• Keep
technology
placed
appropriately:
Not
in
the
background
but
not
center
stage
either.
• Technology
tools
change
quickly.
Don’t
make
it
about
the
tools.
• Be
cau2ous
about
leaping
to
a
technology
solu2on
before
you
have
fully
defined
the
problem.
• Don’t
get
stuck
because
you
commi"ed
to
a
technical
solu2on
to
a
pedagogical
problem.