Cultivating Collaborative Behaviour
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A look at the underlying ethos of collaboration, and a series of strategies and approaches to encourage the development of collaborative human behaviours.
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Cultivating Collaborative Behaviour
- 1. Cultivating Collaborative Behaviour Michael Sampson
- 2. Where am I coming from? • Collaboration Strategist – Industry Analyst – Independent Consultant – Author and Workshop Leader –Focused on end-user organizations –Cultivating Productive Collaboration
- 3. Implication We can identify core collaborative behaviours Assertion Collaboration is about people Action We can cultivate collaborative behaviours
- 5. collaboration is … concept vision strategy value practicebehaviour
- 6. collaboration is … concept vision strategy value practice non-directive, non-explicit, amorphous behaviour
- 7. collaboration is … concept vision strategy value practice open to interpretation, adaptation, intentional embrace behaviour
- 8. collaboration is … concept vision strategy value practicebehaviour How can collaboration help us optimize performance and lift our game? execution efficiency of process innovation effectiveness of ideas
- 9. collaboration is … concept vision strategy value practicebehaviour How can collaboration make a difference to our organization? How can collaboration help us optimize performance and lift our game? What does the principle of collaboration mean for how we act towards each other?
- 10. The action of working with other people to produce or create something. DEFINITION
- 12. process 2 How we make decisions How we share ideas How we work on documents practice 1
- 14. Implication We can identify core collaborative behaviours Assertion Collaboration is about people
- 16. P Promoting Interdependence R Respecting the Individual and their Point of View
- 17. A Allowing Productive Friction P Promoting Interdependence R Respecting the Individual and their Point of View
- 18. C Committing to Working through Difficult Issues P Promoting Interdependence R Respecting the Individual and their Point of View A Allowing Productive Friction
- 19. T Trusting that Others are Working for the Best P Promoting Interdependence R Respecting the Individual and their Point of View A Allowing Productive Friction C Committing to Working through Difficult Issues
- 20. I Informing Others on Current Status and Roadblocks P Promoting Interdependence R Respecting the Individual and their Point of View A Allowing Productive Friction C Committing to Working through Difficult Issues T Trusting that Others are Working for the Best
- 21. C Communicating to Draw Out, not Shut Down P Promoting Interdependence R Respecting the Individual and their Point of View A Allowing Productive Friction C Committing to Working through Difficult Issues T Trusting that Others are Working for the Best I Informing Others on Current Status and Roadblocks
- 22. P Promoting Interdependence R Respecting the Individual and their Point of View A Allowing Productive Friction C Committing to Working through Difficult Issues T Trusting that Others are Working for the Best I Informing Others on Current Status and Roadblocks C Communicating to Draw Out, not Shut Down E Evidencing Openness to the Ideas of Others
- 23. How do you know when you are “collaborating”? DISCUSSION QUESTION
- 24. ImplicationAssertion We can identify core collaborative behaviours Collaboration is about people Action We can cultivate collaborative behaviours
- 26. Practice collaborative interaction “What do you think?” “How do you see this?” “Is there anything I can do to help you?” Keep others informed and aligned individual
- 27. Learn about others beyond the task Interests, hobbies, educational background Other firms he or she worked at Most interesting project individual
- 28. Explore the space for collaboration Discuss opportunities for collaboration, contribution, and working together individual
- 29. Broaden your network at your firm 30 minute randomly- assigned video chats Arrange lunch with others (“never eat alone”) individual
- 30. Build team spirit and connectedness team/group Daily standups for sharing status and next actions Offers of help Keep short accounts
- 31. Great collaboration can be quiet team/group A deep and thoughtful review of a document A conversation over coffee A “give-me-time- to-think” request
- 32. Debrief on team dynamics team/group What’s working well in our team’s performance? What’s not working so well? How can we improve?
- 33. Connect employees with others manager “Based on what you are working on, here’s a list of people you should meet and know.” E.g., Nokia
- 34. Actively engage in collaboration tools manager Respond to posts from others in the firm, rather than nodding in agreement in private (especially from junior members of staff)
- 35. Be an exemplar of collaboration executive Sharing of updates and current thinking processes Coordinate opportunities across silos
- 36. Learn practical ways of collaborating executive Clifford Chance hold a “Working Across Borders” workshop for senior managers (on the cultural and practical issues of working in virtual teams)
- 37. Design spaces for cultivating relationships executive Create shared areas for eating Champion shared areas for meeting virtually or digitally
- 38. Make collaboration a cultural value executive Expect the heart of collaboration, not just mental assent E.g., is “consultation” real or a tick box activity? Show attention to collaborative wins and approaches.
- 39. Hire for collaborative competence executive History of collaborative behaviour and action I/we emphasis in language
- 40. Design initiatives that require collaboration executive Firm-wide initiatives that will only succeed with a collaborative approach E.g., CEMEX
- 41. How does your organization cultivate collaborative behaviour? DISCUSSION QUESTION
- 42. Implication We can identify core collaborative behaviours Assertion Collaboration is about people Action We can cultivate collaborative behaviours
- 43. Cultivating collaborative behaviour … Has a lot to do with your leaders Requires cultural support and embrace But not exclusively CONCLUSION
- 44. Cultivating collaborative behaviour … Has a lot to do with your leaders Requires cultural support and embrace There is much you can do starting today CONCLUSION
- 45. 45 Michael Sampson The Michael Sampson Company michaelsampson.net @collabguy