50 Activities for Collaborative Management

51 Activities for Collaborative Management

Peter R. Garber

HRD Press, Inc. • Amherst • Massachusetts

Copyright © 2006 by Peter R. Garber

The materials that appear in this book, other than those quoted from prior sources, may be reproduced for educational/training activities. There is no requirement to obtain special permission for such uses. We do, however, ask that the following statement appear on all reproductions: Reproduced from 51 Activities for Collaborative Management, by Peter R. Garber. Amherst, Massachusetts: HRD Press, 1999. This permission statement is limited to reproduction of materials for educational or training events. Systematic or large-scale reproduction or distribution—or inclusion of items in publications for sale—may be carried out only with prior written permission from the publisher.

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ISBN 0-87425-919-3

Production services by Jean Miller Cover design by Eileen Klockars Editorial services by Sally Farnham

Table of Contents Introduction ........................................................................................................................

v

Part I: Learning to Collaborate Activity 1: Activity 2: Activity 3: Activity 4: Activity 5: Activity 6: Activity 7: Activity 8: Activity 9: Activity 10: Activity 11: Activity 12: Activity 13: Activity 14: Activity 15: Activity 16: Activity 17:

Understanding Collaborative Management ................................................. Thinking Collaboratively............................................................................... Collaborative Collectiveness........................................................................ Conventional vs. Collaborative Cultures...................................................... Collaborative Showstoppers ........................................................................ Collaborative Influencers ............................................................................. Opinion Leaders .......................................................................................... Over-Approvals............................................................................................ Collaborative Partnering .............................................................................. Testing the Collaborative Waters................................................................. Ten Myths About Collaboration (and the Truth Behind Them) .................... “It Takes an Organization” to Collaborate.................................................... In Search of Collaboration ........................................................................... Collaborative “Turn-offs” .............................................................................. The Reluctant Collaborative ........................................................................ Collaborative Consortiums........................................................................... Collaboration Essentials ..............................................................................

3 7 9 11 15 19 21 25 27 29 35 39 43 47 51 53 55

Part II: Collaboration Applications Activity 18: Activity 19: Activity 20: Activity 21: Activity 22: Activity 23: Activity 24: Activity 25: Activity 26: Activity 27: Activity 28: Activity 29: Activity 30: Activity 31: Activity 32: Activity 33:

Finding Collaborative Common Ground ...................................................... Collaborative Teaming................................................................................. Collaborative Collateral................................................................................ Seven Steps to Establishing Collaborative Management ............................ Collaborative Management Applications ..................................................... Collaborative Risk Analysis ......................................................................... The Elephant in the Corner.......................................................................... Collaborative Decisioning ............................................................................ Crediting Collaboration ................................................................................ Collaborative Groupthink Avoidance ........................................................... Talent Tapping............................................................................................. The Real Experts ......................................................................................... Collaborative IQ ........................................................................................... Collaboration Breakthrough Solutions ......................................................... To Collaborate or Not to Collaborate? ......................................................... Reinventing Collaboration............................................................................

61 65 67 69 75 79 83 85 89 93 95 97 101 107 111 115

Part III: Collaboration Exercises Activity 34: Activity 35: Activity 36: Activity 37: Activity 38:

Assessing Collaboration Values .................................................................. Collaboration Puzzle Parts .......................................................................... Playing Collaborative Roles......................................................................... Reaching Collaborative Consensus............................................................. Collaborative Arm-Wrestling ........................................................................

iii

119 127 133 139 141

Activity 39: Activity 40: Activity 41: Activity 42: Activity 43: Activity 44: Activity 45:

Collaborative Diversity ................................................................................. Erroneous Collaborative Assumptions......................................................... Finding Collaborative Opportunities............................................................. How many people does it take to collaborate? ............................................ The Ghosts of Collaborations Past .............................................................. Collaboration Decision Levels ..................................................................... Collaboration Kaleidoscope .........................................................................

143 147 149 153 157 161 167

Part IV: Collaboration Models Activity 46: Activity 47: Activity 48: Activity 49: Activity 50: Activity 51:

Collaborative Development Process............................................................ Collaborative Change Model ....................................................................... Collaborative Decision Mapping .................................................................. Collaborative Intervention Model ................................................................. Collaborative Continuum ............................................................................. Collaborative Hierarchy ...............................................................................

iv

175 179 183 189 193 197

Introduction We hear a great deal about the need for employees to work more closely together in organizations today. Concepts such as teamwork and empowerment are based on the principle that the more people involved in the decision-making and problem-solving process, the better. The old adage “two heads are better than one” rings true in just about any work situation. As these theories and concepts evolve, today we hear the term collaboration as a way to achieve these same objectives. Indeed, collaboration may be the next evolution in our understanding of how to work more effectively with one another. Collaborative management is a term that describes what might be considered an ideal work environment in which everyone is dedicated to achieving a common objective. The word collaborate is defined as working jointly with others or together and comes from the Latin word collaboratus, meaning to labor together. Collaborative management involves employees working together toward common objectives. Collaboration is the engine of teamwork. Collaboration is an attitude that everyone must share in order for it to work. When collaboration becomes a guiding force as an operating principle in an organization, the whole working environment begins to shift. Decisions are based on collective experiences and knowledge. There is more ownership concerning decisions, less finger pointing, and the “blame game” disappears. Collaborative decisions typically are less risky since different perspectives and expertise are brought into the decision-making process proactively rather than reactively. The following 50 (+ 1) exercises have been designed to help you better understand and use the concept of collaboration in your organization. Each exercise highlights a different or specific aspect of collaboration. Use these exercises to help everyone in your organization comprehend the potential and benefits of collaboration. Good luck working more collaboratively together.

v

PART I: Learning to Collaborate

ACTIVITY 1:

Understanding Collaborative Management Purpose To help participants better understand the concept of collaborative management

Description Participants are presented a written description of collaborative management and are asked a number of questions to stimulate thought and understanding of this concept.

Time 30 minutes

Resources Handout 1.1

Presentation 1. Distribute a copy of Handout 1.1 to each participant. 2. To stimulate discussion, ask the following questions and encourage participants to express different viewpoints: •

Do you agree with the definition of collaboration presented?

•

What do you think was meant by the statement, “Collaborative management is not a cure for all the interpersonal problems between employees and should not be utilized as such”? (The point is that the cause of these types of problems or issues must be addressed specifically and collaboration cannot be expected to be a “cure all” for all of the problems that currently exist in the organization.)

•

Do you agree that any inefficiency created by collaboration will be regained by the results that collaboration can create? Why or why not?

•

What do you believe might be some of the obstacles mentioned that could impede the existence of collaboration in an organization?

•

What do think is meant by the statement, “Collaborative management is a systematic effort to move forward to a different or higher level of working relationships”?

Debrief Ask participants how they feel the concepts of collaborative management will be received in their organization(s). What issues introduced in this activity should they keep in mind? Ask how the participants’ understanding or conception of collaboration may have changed as a result of this activity.

3

Handout 1.1 What is collaborative management? Like most management concepts, collaborative management is not easily defined; it is as much a state of mind or an attitude as it is anything. Collaborative management is a relatively new term to describe a work environment in which a variety of people review decisions to ensure that a diversity of viewpoints are considered before a final decision is reached. A collaborative management work environment isn’t always easily achieved or maintained. There are variables that could impede the existence of collaborative management in an organization. Obviously, collaborative management cannot exist in a workplace in which employees are preoccupied with mistrust, doubt, infighting, insecurity, etc. Collaborative management will be most successful when there already is mutual trust and cooperation between employees on different levels of the organization. Collaborative management is not a cure for all the interpersonal problems between employees and should not be utilized as such. Collaborative management is a systematic effort to move forward to a different or higher level of working relationships. In other words, you need to first learn to work together in a cooperative manner before you can ever expect to be able to create a collaborative environment. Collaborative management exists in an organization when key stakeholders in the process are involved in making decisions, actions, directions, visions, etc. There is typically an agreement (albeit usually silent) among co-workers that each individual will consult with the other stakeholders before moving forward concerning matters of common interest and consequence. In a collaborative management work environment, consultations and discussions are the norm before action. Although not always as efficient as single-opinioned decisions, any inefficiency created by collaborative decisions is typically offset by the absence of problems achieved by this process. Redundancy in decision making is not necessarily a bad thing when it prevents much bigger problems later on in the process.

ACTIVITY 2:

Thinking Collaboratively Purpose To help participants better understand how collaborative thinking is different than individual thinking

Description Participants are asked to discuss a problem or issue collaboratively and then to discuss the collaborative thinking process as a group.

Time 40 minutes

Resources None required other than a private meeting room or area in which each group of participants can discuss the assignment presented by the facilitator

Presentation 1. Introduce the concept that collaborative thinking can become the norm in a work environment that nurtures such a management system. People as well as organizations must learn to respect the collaborative knowledge that can exist if tapped and utilized. Collaborative thinking and opinions must be recognized and given the credence and respect deserved. The old adage that “two heads are better than one” must be the cornerstone of any collaborative management operating system. 2. Break participants into teams (three to five participants ideally, depending on the size of the group participating in the exercise). 3. Ask participants to discuss the following issue and come up with a collaborative decision on what their recommendation would be: Should employees be permitted to determine their own hours of work within certain parameters established by the company? (Discussion question could be changed to a more current or topical issue for participants involved in the exercise). 4. Participants should pay attention to the process they undergo in developing a collaborative decision on this issue. Emphasize the following points before beginning the activity: •

People must learn to think collaboratively.

•

This is not always easy because it is counterintuitive to much of our learning and development.

•

Collaborative thinking is different than individual thinking.

•

Individuals working in a collaborative work environment must learn to think collaboratively.

7

Activity 2: Thinking Collaboratively (concluded) •

Collaborative thinking requires even more effort than individual thinking.

•

Collaborative thinking is a process that everyone must understand.

•

Collaborative thinking requires more communications, negotiations, rationalizations, analysis, reconsideration, and often more time.

•

Collaborative thinking results justify the extra effort.

5. Allow approximately 20 minutes for these collaborative discussions to conclude. Give groups advanced notice that this part of the activity is about to end so that they can complete their discussions.

Debrief Ask participants the following questions once their discussions have concluded: •

How did the group’s collaborative process affect the final decision of the group?

•

How did the group’s collaborative decision differ from the opinions of the individuals in the group?

•

What were the benefits of having multiple inputs into this decision?

•

Do you feel that the collaborative decision was better than individual viewpoints?

•

How could the process have been more collaborative?

8

ACTIVITY 3:

Collaborative Collectiveness Purpose To introduce the concept of collectiveness as part of the collaborative process

Description Participants are introduced to the concept of collectiveness and then explore its meaning further during the activity demonstrating differences between individual and collective thinking.

Time 40 minutes

Resources Private meeting area for each group participating in this activity

Presentation 1. Explain the meaning of collectiveness as it relates to collaboration—the result of the collective opinions of those involved in the collaborative process: •

Collectiveness reflects the diversity of opinions that can be brought into a situation through collaboration.

•

Collectiveness is clearly different than individualism. It is a multiple source data point influenced by a variety of opinions, viewpoints, concerns, etc.

2. Emphasize that the concept of collectiveness should be a guiding principle of any organization interested in creating a collaborative work environment. 3. Begin the exercise by asking participants to write down their meaning of the word fair. 4. Next, have the entire group (or subgroups if the entire group is too large) come up with a collective decision on the meaning of this word, allowing approximately 20 minutes for this discussion to be completed. 5. Have each group report on their collective definition of the word fair. 6. Discuss the differences in the individualized response versus the collective response.

Debrief Ask the group as a whole how their collective definition of the word differed from their own individual definitions. Ask the group why they believed these differences exist. What value is there to this collective understanding of the word fair? Ask how this concept of collectiveness can be part of the collaborative process in participants’ organizations.

9

ACTIVITY 4:

Conventional vs. Collaborative Cultures Purpose To illustrate the differences between a collaborative and a conventional work culture

Description A brief description of both a conventional work environment in which decisions are typically made from the top leadership of the organization and a collaborative work environment in which decisions are discussed with those most knowledgeable on the subject are presented for participants to review and discuss the differences.

Time 40 minutes

Resources Handout 4.1

Presentation 1. Introduce the activity by pointing out that there are different work or organizational cultures that exist. It is not so much a matter of right or wrong concerning what culture is the most appropriate for a particular organization; rather, it is important to appreciate that there are a number of factors that create and support any particular organizational culture that are usually not easily or quickly changed. 2. Distribute a copy of Handout 4.1 to each participant or to small groups of participants (three to five people). Explain the difference between conventional and collaborative organizational cultures concerning decision making, which is demonstrated by the two scenarios presented in the handout. 3. In the first scenario, the system is set up for only one individual to be involved in major decisions—a conventional work environment. In the second scenario, the organizational design is to create a collaborative work environment. Participants should review and discuss differences, including advantages and disadvantages of each.

Debrief Discuss the differences between these two work environments. Ask participants what some of the obvious differences were between a conventional decision-making culture and a collaborative decision-making culture in these two scenarios.

11

Activity 4: Conventional vs. Collaborative Cultures (continued) Emphasize the following points concerning collaborative vs. conventional work environments: •

A collaborative work culture is defined as one in which different people share the same goals, objectives, challenges, and potential rewards as well as downsides. In a collaborative work environment: ϖ ϖ ϖ ϖ ϖ

•

Partnerships are formed by shared responsibility. Alliances are created. Common rather than competing priorities exist. Commitment to communication increases. Subject matter experts (SMEs) are brought into the process regardless of position or organizational hierarchy.

Conventional culture may be more efficient in terms of decision making.

12

Handout 4.1 Comparing Conventional vs. Collaborative Cultures Scenario 1 Conventional Work Environment In this organization, decisions are made independently without much discussion between departments or often even within the department making the decision. Decision makers are primarily responsible for approving actions that fall within their areas of responsibility. Decision makers are held accountable for approving actions that fall within their areas of responsibility. Decision makers are held accountable for these decisions and are evaluated on the results of these decisions. As far as the organization is concerned, this is what they were hired to do and what is expected by someone at this level of the organization. Decisions, it is felt by the organization, need to be made in the most efficient manner possible and without unnecessary deliberation. Undue delays will only serve to slow down the business process and could cost the organization not only time but money. The organization believes in the old adage, “Too many cooks spoil the soup.” The leadership of the organization does not like decisions “made by committee.” The CEO has often said that he wants to know exactly who is responsible for decisions and expects to be able to discuss the matter with a single individual, preferably one of the vice-presidents or a direct report. One of the CEO’s favorite sayings is, “A camel is a horse designed by a committee.”

Scenario 2 Collaborative Work Environment In this organization, there is typically collaboration between decision makers before most important decisions are made. The culture of the organization encourages this type of consultative interchange to make sure that an issue or problem has been adequately reviewed by the appropriate subject matter experts. Although the process may take more time to have decisions approved, the organization has found that this has been a worthwhile compromise. It has found that the organization as a whole has been making better decisions with fewer problems as a result of these collaborative efforts. It is not that major problems or errors are constantly being discovered (although occasionally these are found through this collaborative process); rather, through this increased involvement and communication, more people are aware of what is happening in other areas of the organization. This has resulted in improved planning, implementation of projects, and better business results.

ACTIVITY 5:

Collaborative Showstoppers Purpose To help identify those factors that must be present (or not present) in an organization in order for collaboration to be successful

Description A list of collaborative showstoppers is introduced in the activity, each of which, if present, could have a detrimental effect on any collaborative initiative that might be introduced in an organization.

Time 30 minutes

Resources Handout 5.1 Flipchart

Presentation 1. Introduce the activity by explaining that there may be certain factors that exist in an organization that prevent collaboration from existing: •

Understanding these factors is important to the successful implementation of any collaborative effort.

2. Participants need to determine if these factors can be overcome or not: •

There may be certain factors that exist in an organization that cannot be overcome (at least not in the short term), preventing successful collaboration to exist.

3. Present Handout 5.1 (distribute copies or project on screen) and encourage discussion on each showstopper.

Debrief After presenting the 10 showstopper examples, ask participants what collaborative showstoppers might be in their organization and discuss how or if these factors could be practically changed or not. List examples on a flipchart to facilitate the discussion.

15

Handout 5.1 10 Collaborative Showstoppers 1. Culture of the organization 2. Management style of the organization 3. CEO’s beliefs and feelings about collaboration 4. History and past practices of the organization concerning decision making 5. Nature or type of business of the organization 6. Profitability of the organization 7. Health of the business 8. Urgency to meet certain objectives 9. Effectiveness of communications in the organization 10. The organization’s tolerance for change

ACTIVITY 6:

Collaborative Influencers Purpose To illustrate how certain influencers can affect a collaborative process

Description Participants are given a statement to discuss and are asked what influenced the collaborative process and conclusions.

Time 30 minutes

Resources None required

Presentation 1. Introduce the activity by explaining that even collaborative processes are influenced by certain factors: •

These influencers are not necessarily good or bad to the process, but do exist and should be understood.

•

You need to ensure that the collaborative process truly reflects opinions of everyone involved in the process.

2. Have participants break into groups of five to seven people or similar groupings. 3. To demonstrate the suggestive power of collaboration, ask the groups to discuss the following statements and to come to a consensus concerning their collaborative opinion on this statement: Decisions should be made at the lowest level possible in an organization. 4. Each group should briefly report on their final decision.

Debrief After participants have had a chance to discuss the statement, ask how they felt about the collaborative process they just experienced. Were there certain people or factors that influenced the group’s collaborative process? These influencers could include an influential person in the group or some other factor (such as a recent event or management decision) that directs the way the group feels. Ask participants if there were influencers that affected their discussion. Explain that these influencers will always exist and are not necessarily good or bad, but rather should be understood as part of the process. Influencers themselves should be aware that they have a responsibility in a collaborative process to be aware of the effect that they may have on others and ensure that everyone’s voice and opinions are reflected in the process as well. Leaders should also ensure that any collaborative process is truly reflecting the majority of the opinions of those involved and that a single influencer isn’t dominating the group’s collective perspective.

19

ACTIVITY 7:

Opinion Leaders Purpose To illustrate the influence that opinion leaders have on any collaboration process

Description The activity involves a discussion on opinion leaders and their influences—both positive and negative—on collaboration.

Time 40 minutes

Resources Handout 7.1

Presentation 1. Define what is meant by an opinion leader. An opinion leader is someone who, by virtue of position, reputation, personal characteristics, expertise, experience, training, education, reputation, etc., can strongly influence other people’s thinking and decisions. 2. Introduce the activity by explaining that opinion leaders can have both a positive and a negative influence on the collaborative process. 3. Discuss the role that opinion leaders play in the process. In many group settings, everyone will defer to an opinion leader to take the lead role in the process. Often, the discussion is not among the group, but rather directed to the opinion leader. There can also be more than one opinion leader in a group, if other members of the group are perceived to have one of the criteria mentioned above that would qualify them as opinion leaders to the others in the group. 4. Discuss the responsibilities that opinion leaders should have in the process and how they can help others make better decisions: •

Opinion leaders need to understand the influence they have on others in the group and help them participate in the collaborative process.

•

However, sometimes opinion leaders don’t recognize that they:

•

a)

Are opinion leaders and influence the decisions of others.

b)

Have a responsibility to help others understand and participate in the collaborative process.

If opinion leaders don’t recognize these things, then you may not really have collaboration, but rather single-person decision making with only one perspective on the problem or issue. The problem is that the decision is erroneously presented as if resulting from a collaborative effort representing the opinions and feelings of others.

21

Activity 7: Opinion Leaders (continued) 5. Ask participants to think about an opinion leader they know or have known in the past. This opinion leader could be someone from either their personal or professional life. 6. Distribute a copy of Handout 7.1 to each participant and ask them to complete it. Allow approximately 5 to 10 minutes for participants to complete the handout. 7. Without disclosing any names or circumstances that participants may not feel comfortable sharing with the group, ask for volunteers to share some of their responses to the questions presented on the handout.

Debrief The most important question to discuss is the last one on the handout. Help participants develop ideas and even plans to learn how to give advice to opinion leaders concerning their influence and how they can use this influence in a manner that helps the collaborative process. Some points to emphasize are the following: •

Opinion leaders should be aware of their influence and impact on others when working in what is intended to be a collaborative environment.

•

Opinion leaders should take the time to explain what they are thinking and the rationale behind their suggestions with the others in the group.

•

Opinion leaders should discuss the issues and their ideas for solutions with the other participants and listen to other people’s suggestions and input.

•

Opinion leaders should help others benefit and learn from their knowledge, experience, etc., in the problems or issues that the team is working on.

•

Opinion leaders should understand the principles and concept of collaboration and practice them when working on a team.

22

Handout 7.1 Opinion Leader Questionnaire Think of an opinion leader you have known. Answer the following questions concerning this individual: 1.

What personal qualities or characteristics about this individual allowed him or her to have such an influence over other people?

2.

How did this individual use his or her ability to influence others?

3.

Was this opinion leader conscious or aware of his or her influence over others?

4.

Did this individual use this ability to help others make better decisions? Why or why not?

5.

If you had the opportunity, what advice would you give this individual to help him or her to help the collaborative process be more effective?

ACTIVITY 8:

Over-Approvals Purpose To discuss how collaboration can and should affect the approval process in an organization

Description This activity involves a discussion about the way approvals are made in an organization.

Time 30 minutes

Resources None required

Presentation 1. Introduce the activity by explaining that a potential pitfall of the collaborative process is the potential to create a system requiring too many steps in the approval process. Review the following: •

Collaboration should not make the approval process more complicated.

•

The goal should be to make approvals more efficient because of the collaborative effort involved.

•

Top management needs to be comfortable that the collaborative process yields better decisions that they can trust.

2. Ask participants to think about a situation in which there are or were too many approval levels required. 3. Discuss why this approval process was designed this way and how it could be corrected. 4. Relate these examples to how the collaborative process could be designed with too many approval levels required. 5. Ask the group how to think about what the best and most effective approval process might be in a collaborative process. 6. Emphasize that there needs to be an appropriate balance between the collaborative process and the organization’s typical approval process: •

If the organization insists on multiple levels of approval, it is important to understand why this process exists and its necessity.

•

There may be many legitimate and necessary reasons for these approval levels to exist and continue.

25

Activity 8: Over-Approvals (concluded) •

Conversely, there might be unnecessary approval levels required that have been simply perpetuated over time that have no real use or need. Over reliance on either could affect the quality of decisions made in the organization.

7. Discuss the reasons and need for each type of approval level to be used.

Debrief Summarize the activity by discussing how important it is for everyone in an organization to understand the decision approval process and why it is necessary. Many internal conflicts and problems can be avoided by gaining this better understanding. This better understanding can lead to more effective and efficient approval processes to be designed in the future.

26

ACTIVITY 9:

Collaborative Partnering Purpose To highlight the relationship between collaboration and partnerships

Description The differences and similarities between collaboration and partnering are reviewed and discussed during this activity.

Time 30 minutes

Resources None required

Presentation 1. Introduce the activity by explaining that collaboration can create partnerships. Similarly, partnerships can create collaboration. 2. Discuss with participants the distinction between partnership and collaboration. 3. Ask participants what they believe is the difference or distinction between partnerships and collaboration, understanding that they may have difficulty distinguishing between these two definitions. Suggest the following as possible distinctions or differences between these two concepts: Partnership: affiliation, association, alliance, joint venture, enterprise Collaboration: teamwork, group effort, relationship, cooperation In either case, mutually dependent relationships are created. Collaborative partnerships are even stronger. 4. Ask the following questions to stimulate the discussion and explore the concept of collaborative partnering: a)

Do the concepts of collaboration and partnering necessarily mean the same thing?

b)

Is there a difference between these two forms of interdependence?

c)

How can a partnership exist without collaboration?

d)

How can collaboration exist with partnership?

e)

What would be the advantage of combining these two concepts together?

f)

How much stronger is a partnership when collaboration exists in this relationship?

g)

How much less effective would a partnership be when there isn’t collaboration between the parties?

27

Activity 9: Collaborative Partnering (concluded) h)

Can you think of an example when the parties in a partnership did not collaborate? What was the result?

i)

Can you think of an example when both a partnership and collaboration existed together in a collaborative partnership? What was the result?

j)

How can an organization create both partnering and collaboration?

Debrief Summarize the activity by emphasizing the importance of creating a work environment where the distinction between collaboration and partnering is virtually impossible to differentiate. When you have both philosophies working together, you have created a highly effective collaborative organization.

28

ACTIVITY 10:

Testing the Collaborative Waters Purpose To assess an organization’s readiness to collaborate

Description Participants complete a Collaboration Readiness Questionnaire (CRQ).

Time 45 minutes

Resources Handouts 10.1 and 10.2

Presentation 1. Introduce the activity by explaining that sometimes it is important to “test the waters before jumping in head first” into any initiative: •

You may want to test the “collaborative waters” in your organization before moving forward.

•

It may be best to gradually introduce collaboration before starting a more involved collaborative process.

•

You need to be patient with those who might not be used to working in a collaborative work environment.

2. Distribute a copy of Handout 10.1 to each participant. 3. Explain that the purpose of the CRQ is to provide a measure to better understand how receptive an organization might be to the introduction of collaboration. 4. Handout 10.2 provides a scoring guide for participants to tally an overall Collaboration Readiness Score for their organization.

Debrief Once participants have completed the questionnaire, ask them to add the scores for each individual question to determine the organization’s Collaboration Readiness Score. Distribute Handout 10.2 so that participants can determine their or their organization’s score. Based on the results of the questionnaire, discuss what state of readiness participants’ organization(s) might be in today and how those areas in which the organization scored the lowest could be improved.

29

Handout 10.1 Collaboration Readiness Questionnaire Directions: Rate your organization’s readiness to begin working in a more collaborative style according to the following scale: 1–Opposed

2–Low Interest

3–Receptive

4–Ready

5–Supportive

A.

Organization’s acceptance of having employees involved in providing input into decision-making and/or problem-solving process who in the past had no say in decisions

1

2

3

4

5

B.

Organization’s acceptance of suggestions and input of collaborative teams being considered before a final decision on important issues is made

1

2

3

4

5

C.

Organization’s acceptance of different levels of the organization being involved in collaborative efforts

1

2

3

4

5

D.

Management’s willingness to accept the input of collaborative teams

1

2

3

4

5

E.

Organization’s past history concerning decisions not setting a precedent for future decisions on same subjects

1

2

3

4

5

F.

Organization’s willingness to take certain risks based on the input of collaborative efforts

1

2

3

4

5

G.

Organization’s willingness to commit resources necessary for collaborative efforts to be supported

1

2

3

4

5

H.

Organization’s acceptance of participants in collaborative efforts being respected for their expertise and experience by decision makers in the organization

1

2

3

4

5

I.

Organization’s commitment to the collaborative process despite obstacles that exist in implementing the process

1

2

3

4

5

J.

Organization’s acceptance of collaboration as a long-term initiative and process

1

2

3

4

5

Handout 10.2 Collaboration Readiness Scoring Key

40–50 Organization is ready to introduce collaboration. 30–39 Organization appears ready to accept collaboration in some areas, but not throughout. 20–29 Organization will be most resistant to collaboration without education. 0–19 Organization is not currently ready for collaboration

ACTIVITY 11:

Ten Myths About Collaboration (and the Truth Behind Them) Purpose To correct some common misconceptions about collaboration

Description Ten common misconceptions about collaboration are presented and corrected.

Time 30 minutes

Resources Handout 11.1

Presentation 1. Present or distribute Handout 11.1 to participants. 2. Explain that an important first step in implementing or introducing collaboration is to address these misconceptions. 3. Discuss each of these myths and the truths as to why these misconceptions might exist in their organization(s) and what could be done to debunk these myths.

Debrief Emphasize that belief in these myths—especially by key decision makers in the organization—can be a major obstacle for the organization to move forward with its collaborative efforts. Helping these decision makers have a more realistic perspective concerning collaboration is important to successfully introducing and maintaining a collaborative culture in an organization.

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Handout 11.1 The Ten Myths About Collaboration Myth #1: Collaboration will be a panacea for all the problems in an organization. Truth: Collaboration will not solve all of an organization’s problems, but can be an effective way to improve communication, teamwork, involvement, and problem solving, and increase trust in an organization. Myth #2: Collaboration is a substitute for effective management. Truth: Collaboration works best when it is combined with sound and effective management. It is not a substitute for effective management. Effective management will always be needed in any organization. Myth #3: Most people don’t want to be a member of a collaborative effort. Truth: People do want to be involved in problems or issues that affect their employment and futures. People get frustrated if they are not asked for their opinions on subjects in which they have expertise. Myth #4: Collaboration doesn’t need to be nurtured or need top management support. Truth: Collaboration needs to have top management support to be successful. It can’t be a “grass roots” effort entirely. To be successful, collaboration usually needs the resources that only management can provide. Top management needs to understand collaboration and encourage its existence in the organization. Myth #5: Every problem can be solved by collaboration. Truth: Not every problem can be solved by collaboration. Many problems are better addressed in a more conventional manner. It is important that collaboration be used for the right problems or issues. Trying to solve problems that are not appropriate for a collaborative effort will frustrate everyone involved in the process. Myth #6: The more collaboration the better. Truth: This is not necessarily true; it depends on the nature of the problems or issues that you are addressing. Myth #7: Collaboration will always yield the best decisions. Truth: Although when collaboration is applied correctly, it has the great potential of yielding better decisions; however, there can be situations where this is not the case. Again, it is important to ensure that collaboration is the best approach to deal with a specific or particular problem.

Handout 11.1: The Ten Myths About Collaboration (concluded) Myth #8: Through the collaborative process, people naturally know what to do. Truth: People often need help and direction to make collaboration work effectively. Part of the responsibility of any organization initiating or sponsoring collaboration is to ensure that people participating have the training, skills, and resources necessary to make the initiative successful. Myth #9: Collaboration is incompatible with traditional organizational structure. Truth: Collaboration should become part of the organizational structure, not try to replace it. There should be no reason that collaboration and tradition cannot exist side-by-side in any organization. Myth #10: Collaboration is just a passing fad. Truth: The name might change, but the principle will not. The concept or philosophy of getting more people on different levels in the organization involved in the decision-making and problem-solving process at work will never go out of style.

ACTIVITY 12:

“It Takes an Organization” to Collaborate Purpose To illustrate the need for the entire organization to support collaboration

Description Participants are asked to review the various support systems necessary for collaboration to be successful in their organization.

Time 30 minutes

Resources Handout 12.1

Presentation 1. Begin the activity by explaining that collaboration can’t operate in a vacuum: •

In other words, “it takes an organization” to collaborate.

•

Collaboration needs to be viewed as a core value to the organization.

•

Collaboration must be supported on all levels in the organization.

•

Collaboration needs to become “second nature” concerning the way the organization operates.

2. Distribute Handout 12.1 and review the support systems that are listed. Ask participants if these supports are necessary in their organization and why. 3. Ask participants to complete the handout by writing down what other support they believe their organization would need to successfully introduce and implement collaboration.

Debrief Collaboration requires a certain amount of discipline to implement and exercise. If the entire organization isn’t willing on some level to commit to collaboration, its chances of being successful will be diminished. If you are considering implementing a collaborative effort, you need to understand just how committed the entire organization is to its success.

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Handout 12.1 Collaboration Support Needed •

Understanding on the part of everyone about the benefits of collaboration

•

Acceptance of collaboration from other functions in the organization

•

Time and opportunity to collaborate

•

Resources necessary to work collaboratively

•

Communications tools and resources

•

Meeting space and presentation equipment

•

Patience

•

Organizational structure supportive of collaboration

•

Organizational culture supportive of collaboration

•

Others:

ACTIVITY 13:

In Search of Collaboration Purpose To identify ways in which collaboration can be identified in an organization

Description Participants are presented with ways to identify whether collaboration presently exists in their organization.

Time 30 minutes

Resources Handout 13.1

Presentation 1. Introduce the activity by explaining that collaboration can become like a “sixth sense.” In other words, you can just tell when there is a collaborative work environment: •

There are certain signs or indicators that collaboration exists in an organization.

•

You might already be working in a collaborative work environment and not be fully aware of how much collaboration really already exists.

2. Distribute Handout 13.1 and review the seven signs of collaboration. 3. Ask participants how many of these signs might exist in their organization or work environment already.

Debrief The point of the discussion is to identify parts or aspects of participants’ existing work environments in which collaboration already may exist and to contemplate how they operate differently and more effectively as a result of this collaboration that already exists. These examples can help promote the concept and utilization of collaborative principles in other parts of the organization.

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Handout 13.1 In Search of Collaboration Seven Signs That Collaboration Might Currently Exist in Your Organization 1.

Multiple approvals by different levels of the organization are needed for decisions other than financial or hiring.

2.

Subject matter experts (SMEs) are consulted before important decisions are made throughout the organization.

3.

There are multiple steps to the decision-making process.

4.

Important decisions are not always made at the top.

5.

There is open dialog between different functions that may be stakeholders in decisions that are made in the organization.

6.

People listen to each other’s viewpoints and are willing to alter their position on a decision based on this input.

7.

The organization doesn’t seek a single individual to play the “blame game” when a decision is made with less favorable results than anticipated or expected.

ACTIVITY 14:

Collaborative “Turn-offs” Purpose To review some of the reasons why people may have negative perceptions or feelings about collaboration

Description The facilitator leads a discussion concerning possible “turn-offs” to collaboration and why people might have these feelings.

Time 40 minutes

Resources Handout 14.1

Presentation 1. Introduce the activity by explaining that there may be certain things that might cause people to be “turned off” by the concept of collaboration: •

These turn-offs are often based on erroneous or false beliefs.

•

These feelings or beliefs may be based on past negative experiences with collaboration rather than current issues.

•

These turn-offs can be addressed positively if the basis of these beliefs are understood.

•

It is important to listen to why people may feel the way they do to understand how they might be convinced to give collaboration another try.

2. Discuss with the group why people might be turned off by collaboration. The purpose of this discussion is to help participants better understand what “negative baggage” people in their organization may have as collaboration is introduced or reintroduced into the workplace. 3. Review with participants the list of potential collaborative turn-offs found in Handout 14.1. 4. Ask participants to share any negative feelings or apprehensions they may have about themselves regarding collaboration and discuss why they may feel this way about collaboration. Explore whether these feelings or perceptions are really justified or not.

Debrief Allow participants to express their feelings and perceptions about collaboration without being too judgmental. Explore through discussion what the possible basis of these feelings and perceptions might be. Ask participants if the same situation or conditions that caused their feelings or perceptions to be formed may still be present in the future. If not, perhaps it is time to give collaboration another chance to be successful in the future.

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Handout 14.1 Possible Collaborative “Turn-offs” •

Past negative experiences with collaboration

•

The perception that regardless of what collaborative inputs are suggested to management that they will not be implemented

•

The belief that collaboration is just the “flavor of the month” and will be just another passing management fad

•

Lack of trust of others who would participate in the collaborative process

•

Perception that if a collaborative decision fails that the participants in the process will be blamed

•

Perception that collaboration will only slow down the process with little or no gains achieved

•

Belief that problems should be left to the subject matter experts on the issue at hand

•

Employees feeling that they are being asked to make decisions or solve problems that are beyond the scope and responsibilities of their normal jobs

•

Busy work schedules that do not give people asked to collaborate enough extra time to focus on the collaborative process

•

Decision makers feeling that their authority and influence are diminished because of the introduction of collaboration in the workplace

ACTIVITY 15:

The Reluctant Collaborative Purpose To illustrate reasons why people might be reluctant to accept collaboration and how to deal with these perceptions

Description A variety of reasons why people might be reluctant to embrace collaboration are presented for discussion in this activity.

Time 30 minutes

Resources Flipchart or white board

Presentation 1. Introduce the activity by explaining that not everyone will embrace collaboration: •

Some people may be reluctant to participate in collaborative activities.

•

There are a variety of reasons why people may be reluctant to collaborate.

•

It is important to understand why people might feel this way.

2. Ask participants why they believe that some people might be reluctant to embrace or even accept collaboration. List possible reasons on a flipchart or white board. 3. In case the group is having difficulty identifying reasons why people might be reluctant to collaborate, suggest the following as possible reasons or examples: • • • • • • • • • •

Past experiences Uncertainty about what is expected Unclear accountabilities Skepticism Lack of training in collaborative skills Unresolved internal conflicts Lack of trust Lack of recognition Job security issues Personality conflicts

4. Discuss with the group how these reasons could be addressed and possibly overcome.

Debrief It is important to understand how people who are being asked or expected to work collaboratively feel about these issues that might make them reluctant to accept collaboration. Without addressing these feelings and perceptions, the chances of collaboration being successful will be greatly diminished.

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ACTIVITY 16:

Collaborative Consortiums Purpose To introduce the concept of a collaborative consortium (a collaborative consortium can be defined as a strong association or affiliation)

Description This activity involves a discussion of the concept of a collaborative consortium and the potential benefits of this level of association.

Time 30 minutes

Resources None required

Presentation 1. Begin the activity by explaining that a consortium is a group or an association. 2. Point out that collaboration can create these types of consortiums: •

Collaborative consortiums: ϖ ϖ ϖ

Can become very strong. Take collaboration to a higher level. Create strong interpersonal relationships among the members.

•

In collaborative consortiums, members learn to work together effectively.

•

They learn how to complement one another’s strengths and minimize weaknesses.

3. Ask participants to describe what factors should exist to create such a collaborative consortium. 4. Ask participants if they have ever been part of such a collaborative consortium and to share some of these experiences with the group.

Debrief Summarize the activity by emphasizing that these types of collaborative consortiums function at a very high level of trust, cooperation, and teamwork. It is probably a rare and unique experience to have ever worked in such an environment. Listen carefully to the participants who tell about their experiences working in such an environment and ensure that others understand the uniqueness of the experiences being shared.

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ACTIVITY 17:

Collaboration Essentials Purpose To describe the essentials that are necessary for collaboration to be successfully introduced and supported in an organization

Description This activity introduces the five essentials of collaboration.

Time 30 minutes

Resources Handout 17.1

Presentation 1. Explain that there are certain essentials that must be present for collaboration to be successful: •

Without these essentials present, a number of possibly preventable problems may exist.

•

Lack of these essentials could lead to reckless collaboration, which can be dangerous. Reckless collaboration is defined as asking people to work in a collaborative manner without first giving them the essential tools they need in order to be successful. These five essentials of collaboration represent the most important basic tools needed to collaborate successfully.

•

A group may take too great a risk believing that it is isolated from accountability—a variation of the idea of safety in numbers.

•

Reckless collaboration may be a result of unclear parameters or goals being established by the organization.

•

Reckless collaboration may also be a result of assigning a collaborative initiative to employees not trained or equipped to handle this much responsibility.

•

Many problems can be prevented through goal setting, accountability, planning, communications, and training.

2. Distribute a copy of Handout 17.1 to each participant. 3. Discuss with the group the importance of each of the five essentials for effective collaboration and how problems such as reckless collaboration can exist if not properly addressed.

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Activity 17: Collaboration Essentials (continued) 4. Review the following concerning these five essentials: •

Goals. Without goals, a collaborative effort will have no direction. It would be like starting out on a journey without a map or destination in mind. People need to know what they are expected to accomplish before they begin any task.

•

Accountability. People working collaboratively must be accountable for the results they achieve. Being accountable means that you accept responsibility for your work. Without accountability, you have no stake in the outcome.

•

Planning. Working without a plan can cause you to waste a great deal of time and money. Planning ahead can save many problems later on. Too often, we have a tendency to jump in and start doing things without an overall plan for the steps and process that need to be followed. Taking time to plan can save you a great deal of frustration and problems along the way.

•

Communications. Collaboration is based on effective communications. You can’t really achieve collaboration without good communications. One creates the other: The more you collaborate, the better you will communicate and vice versa.

•

Training. It is important that everyone have the skills necessary to be a contributing member of any collaboration process. Training needs to be provided to help individuals develop the skills necessary to contribute in a collaborative process that they may be lacking. These skills may be soft skills such as interpersonal development or technical skills.

Debrief Ask participants how well prepared their organization may currently be concerning these five essentials. Review what may need to be done to ensure that these five essentials are present in their organization to maximize the success of collaboration.

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Handout 17.1 The Five Essentials of Collaboration

1. Goals 2. Accountability 3. Planning 4. Communications 5. Training

PART II: Collaboration Applications

ACTIVITY 18:

Finding Collaborative Common Ground Purpose To demonstrate how differing positions or viewpoints may have commonalities that can lead to collaboration

Description Participants are asked to identify a subject or issue that people have differing opinions about and then to identify as many common goals or objectives that might exist relating to this topic.

Time 40 minutes

Resources Handout 18.1

Presentation 1. Begin the activity by explaining that often even opposing viewpoints on a topic or issue have many similarities or areas of common ground. •

Disputes or disagreements can sometimes be mitigated by identifying and exploring these commonalities.

•

Even collaboration between individuals can be enhanced by gaining a better understanding of these shared objectives that already naturally exist.

2. In this activity, participants are to identify two different positions on a subject or problem that might exist in an organization (if a differing viewpoint or natural difference in position or situation in the organization is not already established or apparent). An example might involve something that has just changed in an organization. One viewpoint might be the reasons against the change, and the other viewpoint might be the reasons for the change. 3. Once these differing positions are identified, break the group into teams, each representing one of these differing viewpoints. 4. The objective of the exercise is to find as many common goals or objectives that exist between these two groups’ positions rather than differences. Keep everyone focused on similarities, not differences. 5. Using Handout 18.1, record these similarities and discuss them with participants.

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Activity 18: Finding Collaborative Common Ground (continued) Debrief Finding common ground as in this exercise helps mitigate problems or even conflicts by helping find commonalities between opposing views. This approach can be especially helpful with bigger, longer-term problems or when opposing sides have formed. Finding commonalities reduces the feeling of alienation between groups. Applications are often found when dealing with people or relationship problems between groups, such as labor and management. Common ground collaboration is based on finding common goals and objectives rather than focusing almost entirely on the differing perspectives that may exist between people or groups. By using common ground collaboration, you can break the conflict cycles based on differences that people feel strongly about and focus them instead on their similarities that they may feel equally strongly about.

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Handout 18.1 Finding Collaborative Common Ground Topic: Position A: Position B:

Common Ground (Similarities) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

ACTIVITY 19:

Collaborative Teaming Purpose To review how important collaboration is to teamwork

Description This activity involves a discussion concerning the relationship between collaboration and teamwork and how important each is to the other.

Time 30 minutes

Resources None required

Presentation 1. Introduce the activity by explaining that collaboration represents a different level of teamwork. 2. The focus needs to be on ensuring that the following collaborative teaming concepts are included in the process: • • • • •

Team effort Mutual interest Two-way communications Sharing information Trust

3. Ask participants if they believe it is possible to be on a team and not feel that these concepts are present. 4. Ask participants if they have ever been on a team where these concepts were not present. 5. Discuss what problems or obstacles to the team process the lack of collaborative factors caused and how ensuring that these collaborative factors are present in future teams can improve the process. 6. Emphasize that collaborative teams need to ensure that these critical factors are present.

Debrief Conclude the activity by summarizing how these critical concepts must be present in order to truly achieve collaboration. As the shared past experiences from participants when these concepts were not present will likely highlight, you cannot achieve teamwork, much less collaboration, without them.

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ACTIVITY 20:

Collaborative Collateral Purpose To introduce the concept of collaborative collateral

Description The concept of collaborative collateral is discussed, and participants are asked to think of various applications of this concept in their own work environments.

Time 20 minutes

Resources Flipchart or white board to record participants’ responses

Presentation 1. Ask participants to define the term collateral and record their responses on a flipchart, white board, or piece of paper. 2. Discuss how these definitions relate to the concept of collaboration. •

For example, if not suggested by participants, one possible meaning of collaboration is security. Discuss how collaboration can create a sense of security for everyone involved.

•

Another meaning might be indebtedness. Discuss how collaboration might make someone indebted to another.

•

Another meaning could be something that can be used or spent at another time. How can collaboration be something that is cashed in at a later time?

3. Ask participants what other possible meanings collateral might have and how these could relate to the concept of collaboration.

Debrief Finish the activity by introducing the fact that the term collateral is typically associated with investments. Many investments require something of value, or in other words collateral, to secure the transaction. Suggest to the group that collaboration is like making an investment in working relationships. It can create greater indebtedness and security, and can be cashed in at a later time in the working relationships that participants have with one another at work.

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ACTIVITY 21:

Seven Steps to Establishing Collaborative Management Purpose To introduce steps that can be taken when introducing the management concept of collaboration in an organization

Description The activity consists of two parts. The first component is a narrative that discusses the cultural change typically necessary for collaboration to be successfully introduced into an organization. The second component is a seven-step process to follow when introducing collaboration into your organization. Both parts of the activity are presented to participants and discussed.

Time 45 minutes

Resources Handouts 21.1 and 21.2

Presentation 1. Introduce the activity by emphasizing the importance of understanding how important it is to recognize the cultural issues associated with introducing collaboration in an organization. 2. Distribute Handout 21.1 to participants and ask them to read it. Allow enough time for everyone to finish and ask if anyone has any comments, reflections, etc., and discuss these as a group. 3. Distribute Handout 21.2 to participants and review the seven steps with them. Discuss how these steps could be implemented in participants’ organizations or part of the organization.

Debrief Ask participants which of the seven steps will be most important or critical when introducing collaboration. In what steps do they expect to have the greatest resistance? The greatest acceptance? How can participants help prepare for these responses to more successfully introduce the collaboration in their organization?

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Handout 21.1 Collaborative Cultural Change A collaborative management process might require some level of cultural change in your organization. Collaboration needs to become part of standard procedures. It should become the primary method of making decisions. It doesn’t have to be implemented with great fanfare or pageantry; it can begin subtly and discreetly. The only people who really need to know that it has been implemented are those directly involved. However, it won’t take long before others realize a change has taken place. At first, there may be some resistance since a collaborative decision-making process takes more time. Expect to hear criticisms such as “the organization is becoming more bureaucratic and less efficient.” This may be true, at least at first. But others will begin to see the benefits of collaborative management. Once decisions are made, there is less bureaucracy and red tape involved. As a collaborative process becomes more comfortable to everyone involved, the decisionmaking process can move ahead as one streamlined process with all stakeholders involved from the onset to completion. As you learn more about how others feel on certain issues, their positions can become represented even in their absence. The decision-making process will begin to consist of more interchangeable parts, versus conflicting views, to move processes forward. The true power of collaboration can be realized and problems mitigated at earlier phases of the process. Others even outside of the decision-making loop will become knowledgeable about how decisions are made and what to expect. They may even learn to anticipate different decisions based on a uniformity and consistency that collaborative management decisions can create.

Handout 21.2 Seven Steps to Establishing Collaborative Management 1.

Review your decision-making process. You need to first understand how key decisions are currently being made in your organization and how comfortable you are with the current process. You may already have a collaborative decision-making process in place and not be fully aware that it exists.

2.

Determine if a collaborative management process is right for your organization. Collaborative management may not be right for your organization if the culture, norms, expectations, style, etc., are not supportive of or conducive to this approach. Trying to fight these forces may ultimately be less productive than trying to improve on the type of management and decision-making style that currently exists in the organization.

3.

Decide who the stakeholders are. Once you have determined that collaborative management could be beneficial to your organization, you need to identify who needs to be included in the collaborative process. Getting the right stakeholders involved is critical to the success of collaborative management.

4.

Establish collaborative management parameters. Even collaboration needs to have boundaries and rules. You need to make clear what the scope of authority those involved in collaborative management and decisions have and what limitations exist. Explaining these parameters up front will prevent misunderstanding later on in the collaborative process.

5.

Help decision makers understand their roles. An extension of these parameters is everyone understanding the role he or she plays in the collaborative process. If there are certain decisions (usually connected with one’s position in the organization) that individuals are expected to make, these need to be clearly defined. It is important to understand that collaborative management doesn’t mean that you no longer rely on the expertise of individuals to influence decisions when appropriate. However, these decisions should be discussed and reviewed by others with diverse perspectives on the issue or problem at hand.

6.

Monitor the process to ensure collaboration. You need to monitor the process on a regular basis (particularly in the beginning stages of implementation) to ensure that collaboration is truly occurring. Be mindful of some of the pitfalls described earlier that may occur when implementing a collaborative management process.

7.

Recognize and reward collaborative management. It is very important that you recognize and reward collaboration if you want it to continue and thrive in your organization. Review your reinforcement systems to ensure that your rewards are not counter to supporting a collaborative management system.

ACTIVITY 22:

Collaborative Management Applications Purpose To help participants better understand when and where collaboration would most likely be successful

Description This activity provides guidance concerning the situations and work environments in which collaboration would have the greatest chance of acceptance and success. Practical tips and advice are presented in the activity to help participants better understand when and where these situations exist.

Time 30 minutes

Resources Handout 22.1 Flipchart or white board

Presentation 1. Explain that collaborative management works best when different functions are involved in the process: •

Each area brings a new perspective, often one not fully appreciated by the other. As a result, the interests of each area are better-represented and served as decisions move forward in an organization.

•

There is also more ownership as a result in the final decision and less criticism from others not included in the process.

•

Often, contrary opinions are based more on the fact that someone was involved in the decision-making process rather than the actual decision itself.

•

Many times, the success of collaboration is dependent on how and where it is applied.

•

There are certain situations, environments, projects, problems, etc., that may lend themselves more readily to collaboration than others.

•

Consideration should be given to those factors that might increase the likelihood of the success of collaboration.

•

Finding the right time and place for collaboration can be the most important factor in the success of the collaborative process. This is particularly true when first introducing the concepts of collaboration in an organization or work setting.

2. Distribute Handout 22.1 to participants and discuss.

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Activity 22: Collaborative Management Applications (continued) 3. Next, ask participants to think about possible collaborative management applications in their organization(s). 4. List these potential applications on a flipchart, and then ask participants to rank them through a multi-voting process (giving each participant a certain number of votes and recording how many votes each suggestion receives, then repeating the process until a single idea has received the most votes). 5. Once the final vote is completed, discuss with participants how collaboration could be introduced for this application.

Debrief The most important point to emphasize as a result of this activity is that collaboration may not always be the best tool or resource to utilize in every situation. You need to analyze and objectively evaluate the potential for success of collaboration in a particular situation or work environment. This can be the most important determining factor concerning the success, or lack thereof, of any collaborative initiative.

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Handout 22.1 Collaborative Management Applications 1.

Look for opportunities where having the involvement of a number of stakeholders in a process would be beneficial.

2.

Avoid trying to supersede existing approval processes through a collaborative process that the current decision makers may not be willing to change at this time.

3.

Get top management’s support for introducing the collaborative process and approval for decisions to be made in this manner.

4.

Don’t over-challenge the collaborative process (at least not at first). Look for situations and problems to address through collaboration that are solvable. In other words, don’t ask for the impossible to be done through collaboration.

5.

Break down the project or problem that you wish to address through collaboration into more manageable tasks. Don’t over-burden any one group with more than they could possibly handle.

ACTIVITY 23:

Collaborative Risk Analysis Purpose To provide an analytical tool to measure the potential risks and benefits associated with collaborative decisions

Description Participants are presented a Risk/Benefit Matrix to better analyze and evaluate the potential risks and benefits of decisions. The matrix includes four quadrants, each measuring the relative risk and benefit of a collaborative decision. Each quadrant describes both the risk and benefit on a continuum of high to low. For example, the optimum quadrant relative to risks would evaluate the potential benefits as high and the risks as low. It might be reasonable to take high risks, but only if the potential benefits are high. Obviously, a situation to avoid would be one in which the potential risks are high and the benefits are low.

Time 60 minutes

Resources Handout 23.1

Presentation 1. Review and explain the Risk/Benefit Matrix shown in Handout 23.1: •

There are four quadrants that make up the matrix. Each quadrant represents a different level or degree of both risk and benefit.

•

Explain that this risk/benefit analysis should be completed when making important collaborative decisions at work.

•

Collaborative groups should do a risk analysis of each decision and the potential gains or losses associated with each risk level solution using this matrix. Each decision should be assigned to one of the four quadrants in the matrix.

•

The point of the exercise is that risks should contain enough potential upside to justify what is being put at stake in the process. High risk/low probability of success scenarios should be avoided.

•

Looking at the matrix, the vertical axis shows the degree of risk from low to high. The horizontal axis shows the potential benefits from high to low. In Quadrant A, the risks are low and the benefits are high. This is the most desirable quadrant.

•

Quadrant B is the second most desirable quadrant. In Quadrant B, the risks are high, but so are the potential benefits. It is important to understand that if you are going to take risks, there should be at least the possibility of a desirable outcome.

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Activity 23: Collaborative Risk Analysis (continued) •

Quadrant B is in contrast to Quadrant C in which the risks are low, but so too are the potential benefits. This may be a “nothing ventured, nothing lost” situation, but one still may ask “Why even bother?” if there is such a low probability of a benefit resulting.

•

Quadrant D is definitely a situation that should be avoided. In Quadrant D, there is high risk and low potential benefit. It doesn’t make sense to take high risks for low potential gain.

•

By analyzing decisions or actions that your collaborative group might be considering, many answers may become immediately apparent by using this Risk/Benefit Matrix to help you make better decisions in the future.

•

As a further refinement of the matrix, risks and benefits can be assigned a point along both the vertical and horizontal continuums from 1 (low) to 10 (high). Using these point assignments, you can further refine the use of the matrix by plotting each decision or action under consideration on the matrix to show its relative position in the quadrant in which it falls. For example, a decision with a high potential benefit and a low risk would be plotted in the upper left corner of Quadrant A. However, if the risk was evaluated as a 4 and the potential benefit at a 6, this decision or action would be plotted at or near the lower right side of Quadrant A. Thus, even though both decisions and actions fall into Quadrant A, the relative positions within the quadrant would be very different, further adding to your understanding of the issue at hand.

Debrief Explain that there are a number of syndromes that an organization may fall into that are counterproductive to objectives of collaborative management. Perhaps the most common of these pitfalls is what could be termed collaborative conservatism. Groups have a tendency to err on the conservative side (Quadrant A decisions). As the collaborative process proceeds, there is inevitably a conservative viewpoint that will be presented and considered. Groups tend to gravitate toward the safer decision. Caution must be employed to ensure that a collaborative management system doesn’t always play its cards so safe that it constantly avoids any type of risk. Risks do need to be taken at times, and collaboration can be an excellent testing ground for evaluating these risks and making the right decisions at the right times. The Collaborative Risk/Benefit Matrix provides a tool for collaborative groups to easily and quickly evaluate the relative risks and benefits of decisions before moving forward. This can give collaborative groups confidence in their decisions and will result in better decision making.

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Handout 23.1 Collaborative Risk/Benefit Matrix LOW 1

A

R I S K S

C

2

3

4

HIGH

10

9

8

7

6

5 6

7

B

8

9 10 HIGH

4

3

2

BENEFITS

D

1

LOW

ACTIVITY 24:

The Elephant in the Corner Purpose To explain what can be done when obvious problems are not being address in an organization

Description The “elephant in the corner” syndrome occurs when obvious problems in an organization are not being addressed. In this activity, strategies for dealing with this syndrome and ways that collaboration can help prevent this problem from occurring are discussed.

Time 30 minutes

Resources None required

Presentation 1. Begin the activity by explaining that people sometimes avoid obvious problems because no one wants to bring up a delicate or sensitive subject: •

This can cause problems because obvious issues that need to be addressed are ignored.

•

This is similar to the “Emperor’s New Clothes,” a children’s story in which the adults in the kingdom were all afraid to tell the emperor that he didn’t have any clothes on because supposedly only the wise could see this special cloth. It was not until an innocent child shouted out that the emperor had no clothes on that everyone realized what was really occurring—no one wanted to admit that they were not wise enough to see the imaginary cloth.

•

Everyone knows that these problems exist; it is like the saying, “There is an elephant in the corner that no one is talking about.”

2. Ask participants to discuss examples of the “elephant in the corner” syndrome that they may have experienced during their careers. If participants are having difficulty thinking of examples, offer suggestions that might include a time when a major change was about to happen in their organization, or something just happened in their organization that people are uncomfortable discussing, but that needs to be discussed. 3. Tell participants that they don’t necessarily have to share what the specific example was, but that the discussion should be about the effect that this situation had on the organization. 4. Ask participants to share the following about this situation: •

What was the effect of not discussing or acknowledging the issue or problem?

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Activity 24: The Elephant in the Corner (concluded) •

What were some of the reasons why this issue or problem was not addressed or acknowledged?

•

How could the problem or issue have been better addressed if acknowledged earlier?

•

How did people feel about this problem or issue not being addressed?

Debrief Ask participants how differently they believe that the situations discussed in the exercise might have turned out if the problem had been addressed in a timely manner rather than being ignored. Discuss how collaboration can be used to help avoid the “elephant in the corner” syndrome in their organization.

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ACTIVITY 25:

Collaborative Decisioning Purpose To introduce the concept of collaborative decisioning—a new term for how groups can reach decisions in a more cooperative and interactive manner

Description This activity describes a series of steps to take to create a collaborative decisioning work environment.

Time 20 minutes

Resources Handout 25.1

Presentation 1. Introduce the concept of collaborative decisioning. Collaborative decisioning: •

Is a new term for how groups can reach decisions in a more cooperative and interactive manner.

•

Might not always come naturally to groups.

•

Is a learned process that can be improved and refined over time.

•

Can require practice and training to improve people’s skills in this area.

2. Distribute a copy of Handout 25.1 to each participant. 3. Lead a discussion on the ten principles outlined in Handout 25.1.

Debrief Encourage participants to discuss how these ten steps could be implemented in their work groups or in their organization.

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Handout 25.1 Ten Collaborative Decisioning Principles 1. As the name implies, decisions must be made in a collaborative manner. 2. It is important that everyone be involved in the decision-making process. 3. Making decisions in a collaborative manner requires more commitment to communications. 4. Everyone must be “in the loop.” 5. People appreciate being included in the process. 6. Communication is no longer on a need-to-know basis, but rather on a nice-to-know level. This is an important distinction. 7. Decisions must be made based on informed participants. 8. The combination of effective communications and group input creates better decisions. This is the basis of the concept of collaborative decisioning. 9. Decisions should be postponed whenever possible and practical until everyone who needs to be part of the collaborative process has been given the opportunity to provide input. 10. You must be consistent in the collaborative decisioning process. You can’t do once in a while or sporadically. It must be done consistently. Establish a quorum or minimal decisionmaking group that must be involved before decisions can be made.

ACTIVITY 26:

Crediting Collaboration Purpose To emphasize the importance of recognizing and giving credit to those who work well together collaboratively

Description This activity highlights the tendency of many work systems to recognize individual accomplishments and fail to reinforce collaborative efforts and even results.

Time 30 minutes

Resources Handout 26.1

Presentation 1. Begin this activity by pointing out that often, our work systems reward only individualism and performance: •

Employees may feel that their personal contributions are obscured by a group effort—that they haven’t received the credit they deserve for their collaborative efforts.

•

If an organization wishes to establish a system of collaborative management, it must recognize this tendency and create reinforcements for contributing to collaborative efforts.

2. Initiate a discussion concerning the difference between providing individual credit and group credit for accomplishments, and the relative importance of each, asking the group to list ways in which both types of crediting can be accomplished. •

There are many ways to ensure that people are given the individualized credit they deserve.

•

Groups need to also be credited for their collaborative accomplishments.

3. A number of suggestions for both individual and group collaborative crediting are presented in Handout 26.1. Distribute copies or present the handout to the group. Ask participants for other suggestions that they can think of for both individual and group consensus crediting.

Debrief End this activity by again emphasizing the importance of giving credit to those who work well collaboratively, particularly at the sacrifice of potential individual accomplishment and reward. Failure to give credit where credit is due can have a detrimental effect on a collaborative initiative if people don’t feel that they will be recognized or rewarded for their collaborative efforts.

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Handout 26.1 Collaborative Crediting Individual Crediting • • • • • • • •

Letters Lunches Gifts Mementoes Presentations Bonuses Career opportunities Public notices such as company newsletter articles

Group Crediting • • • •

Luncheons Letters addressed to the entire group Gifts Acknowledgments made in formal settings such as meetings or a company-sponsored event

ACTIVITY 27:

Collaborative Groupthink Avoidance Purpose To provide guidance on avoiding “groupthink” in the collaborative process

Description This activity involves a discussion concerning the concept of groupthink and how it can be avoided when working collaboratively.

Time 30 minutes

Resources None required

Presentation 1. Ask participants if they are familiar with the term or concept of groupthink: •

Groupthink is a phenomenon when a group thinks in a way that is counterproductive or even destructive, presumably because everyone in the group agrees or no one disagrees.

•

This is a risk in collaborative management systems if the group adapts the opinion of a single strong voice that dominates others’ thinking. In this case, you don’t really have the benefits of collaborative thinking, but the illusion of collaborative consensus.

•

There may also be factions within the group that take control of the collaborative process, leaving out other members’ views from the collective decisions.

•

This groupthink syndrome can distort the validity of the collaborative process and pose a danger to the entire organization if not realized or challenged.

2. Ask the group if they can think of any examples or experiences that they might have had relating to this groupthink syndrome. Examples might include such things as the Space Shuttle Challenger Disaster in the 1980s in which the O-rings problem was known by NASA officials, but was either neglected or not given the proper attention by groups of NASA officials, resulting in the explosion of the shuttle during the launch. 3. Discuss how this syndrome can be avoided in collaboration. The key is to create an environment in which everyone feels free to express his or her opinion even if it differs from the rest of the group. This creates an environment in which the likelihood of groupthink occurring is much less.

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Activity 27: Collaborative Groupthink Avoidance (concluded) Debrief Summarize the activity by explaining that groupthink is something that you may need to be aware of whenever asking people to work together on a common project or objective. However, the basic concept of collaboration (which includes everyone feeling that he or she can express their opinion) can help prevent groupthink from occurring.

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ACTIVITY 28:

Talent Tapping Purpose To explore ways in which the potential of employees can be maximized in an organization through collaboration

Description The concept of maximizing people’s talents and abilities by becoming involved in collaborative initiatives is discussed and explored.

Time 30 minutes

Resources None required

Presentation 1. Introduce this activity by explaining that collaboration allows individuals to use their talents that might otherwise go unnoticed or unappreciated. 2. Explain the following points: •

Collaboration allows more people the chance to contribute.

•

Collaboration helps identify talent in the organization.

•

Talented people working with other talented people creates a powerful combination.

3. Ask participants to think of a problem or process in which there have not been good solutions found in the past or that could be improved with the right input from those who know best how this problem or process functions. 4. Ask participants to think of an individual or individuals who have the experience or expertise to provide valuable input and who may be underutilized when it comes to asking for their input or involvement in the decision-making or problem-solving process related to this problem or process. 5. Discuss how these people could become engaged in a collaborative process to help solve these problems or improve these processes.

Debrief Summarize the activity by again emphasizing that collaboration can give individuals the opportunity to contribute in ways that they would never have otherwise. This is perhaps one of the greatest benefits of collaboration—tapping into the abilities of talented people in the organization who otherwise may not have been given the opportunity to contribute.

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ACTIVITY 29:

The Real Experts Purpose To emphasize the importance of involving those who are most knowledgeable about a subject or problem

Description This activity involves an exercise in which participants describe problems or issues at work and identify the real subject matter experts (SMEs).

Time 30 minutes

Resources Handout 29.1

Presentation 1. Introduce this activity by explaining: a) The real experts are those who are the actual subject matter experts concerning an issue or problem, regardless of their position or role in the organization. b) An organization needs to value these knowledgeable people’s expertise and opinions. c)

Knowledge doesn’t always follow the organization’s hierarchy. Be open to the fact that someone other than who you expect might indeed be the real subject matter expert, regardless of their position in the organization.

d) Appreciating and learning more about the expertise of others make you more knowledgeable in the end. e) Tapping into the collaborative expertise of others in the organization can be the most powerful resource that an organization may have. 2. Explain that every issue or problem that an organization will face has unique subject matter experts who are the most knowledgeable about the problem at hand: •

This wisdom doesn’t necessarily follow the organization’s hierarchy. In other words, “the brains” are not at the top.

•

Collaboration helps tap into this often underutilized resource and allows everyone to share their wisdom for the benefit of the organization.

3. Introduce Handout 29.1 and explain that the SME chart can be used to identify who might be the most knowledgeable concerning different issues or problems that the participants might face in their organization(s). Review how the five columns of the SME chart should be completed, as follows:

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Activity 29: The Real Experts (continued) •

Participants are to identify up to seven problems or issues that their organization is facing and complete the chart for each one. For each problem/issue identified, have participants identify: ϖ ϖ ϖ ϖ

Who the actual subject matter expert(s) would be The current involvement level of these SMEs The opportunities for collaboration involving these SMEs The potential gains of involving these SMEs

Debrief Summarize the activity by explaining that sometimes protocol and organizational hierarchy need to be by-passed in order to get the real subject matter experts involved in a decision or problem. The important thing is that the most knowledgeable and qualified individuals, regardless of their position or title, should be involved in the collaborative process to address the issue or problem.

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Handout 29.1 Identifying Subject Matter Experts (SMEs) Problem/ Issue

Actual SME

Current Involvement: High/Med/Low

Collaborative Opportunities

Potential Gains/Benefits

ACTIVITY 30:

Collaborative IQ Purpose To introduce the concept of Collaborative IQ

Description Participants are asked to complete a brief Collaborative IQ questionnaire and determine their organization’s Collaborative IQ.

Time 40 minutes

Resources Handouts 30.1 and 30.2

Presentation 1. Begin the activity by reading the following quote: “All of us are smarter than any one of us.” 2. Ask participants what they think this quote means as it relates to collaboration. 3. Introduce the concept of Collaborative IQ: •

Collaborative IQ is the potential sum of the talent of the members involved in the collaborative process.

4. Distribute Handout 30.1 and review the Five Keys to Understanding Collaborative IQ to help participants better understand the concept of Collaborative IQ. 5. Ask participants to rate their organization using Handout 30.2, Five Keys to Understanding Collaborative IQ Questionnaire, on a scale of 1 to 5 relating to the extent that these key factors exist in their organization.

Debrief A total score of 20 to 25 would indicate that the organization has a very high Collaborative IQ. A score of 10 to 20 would be an average Collaborative IQ. A score below 10 would indicate that the organization has a low Collaborative IQ. The good news is that Collaborative IQ can be increased by focusing on those areas with the lowest scores. Ask participants to look at those Collaborative IQ key factors in which they rated their organization or work group the lowest and discuss how these factors could be improved.

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Handout 30.1 Five Keys to Understanding Collaborative IQ 1.

Pay attention to the perspective of those involved in collaboration. It is important to understand how people view or perceive a situation or problem. Not understanding this perception can cause you to grossly misinterpret the input from those involved in collaborative efforts.

2.

Accept that credibility increases as a result of collaboration. People often respect others who show respect for them. In other words, the more credibility you give others, the more credibility they give you. Also, because multiple people are involved in the process, there will naturally be more buy-in and agreement concerning agreed-upon solutions.

3.

Recognize the critical moments that occur in collaborative experiences. These are often at important decision points in the collaborative process. Sometimes it is important for the sponsors of collaboration to allow those collaborating to be able to make certain decisions that may not have normally been endorsed by the organization to give collaboration credibility and legitimacy. This doesn’t mean that important rules or principles need to be violated, but rather that decisions that really only have significance to those involved should be allowed if reasonable and practical to do so.

4.

Be willing to break norms. Sometimes allowing these decisions just mentioned to be made will break the norms or protocols of an organization. Again, this doesn’t mean that important or critical decisions should be allowed to be made carelessly or with unfounded risks. Rather, the types of decisions that should be allowed to be made through collaboration are often issues that are really of little or no great importance to the organization, but of great importance to those involved in collaboration. In other words, don’t block decisions that aren’t really important to you, but are tremendously important to others.

5.

Acknowledge collaboration. Everyone needs to be recognized for their efforts and successes. The best way to increase the likelihood that collaboration will continue in the future is to reinforce collaborative efforts today.

Handout 30.2 Five Keys to Understanding Collaborative IQ Questionnaire Directions: Rate your organization on a scale of 1 to 5 on the factors listed below, to the extent they exist in your organization. Key IQ Factor 1.

Perspective of Team

2.

Credibility

3.

Recognition of Critical Moments

4.

Breaking of Norms

5.

Acknowledgment of Collaboration

1

2

3

4

5

None

Some

Moderate

More

Great

Total Collaborative IQ =

Total for Key Factor

ACTIVITY 31:

Collaboration Breakthrough Solutions Purpose To illustrate how collaboration can help solve even the most difficult problems

Description Factors that allow collaboration to be so effective in solving difficult problems are presented and discussed with participants.

Time 30 minutes

Resources Handout 31.1

Presentation 1. Explain that collaboration can result in significant breakthrough solutions to some of the most puzzling problems facing an organization: •

A breakthrough is when you find a solution to a difficult problem that may have been eluding you for some time.

•

Collaboration can bring about a breakthrough because of the greater involvement of people in the problem-solving process.

•

The most difficult problems, previously thought unsolvable, may be solved through collaboration.

•

This is particularly true with problems in which acceptance or making processes work is involved.

•

Also, perplexing technological problems can often be solved by collaborative efforts because collaboration can yield diverse and fresh perspectives of the problem.

2. Distribute Handout 31.1 and review the ten collaboration breakthrough solution factors with participants. Then ask the group to think of real-life examples from their work experiences that these factors could help in discovering breakthrough solutions to difficult problems.

Debrief Discuss how questions that may have been overlooked or dismissed without adequate review can emerge from collaboration. Sometimes the obvious is overlooked because it is assumed that it has already been investigated.

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Handout 31.1 Collaboration Breakthrough Solution Factors Collaboration can be used to find solutions to some of the biggest problems that an organization may face. There are a number of reasons or factors that cause this to be the case. The following are some of these factors: 1.

When people are involved in developing solutions to problems, they feel more ownership and commitment to ensuring that these solutions are successful.

2.

More practical and workable solutions are developed through collaboration.

3.

Collaboration creates synergy.

4.

Synergy means the sum of the parts of a collaborative effort are greater than the whole; that is, 2 + 2 > 4.

5.

Creativity is greater in a collaborative process.

6.

Collectively people may be willing to take greater risks than individually.

7.

More perspectives are brought into the process, allowing the problem or challenge to be seen from different viewpoints.

8.

Collaboration helps people think outside the box.

9.

Collaboration helps avoid the “that’s the way we have always done it around here” syndrome.

10.

Collaboration can be more fun than working on a problem or challenge independently or alone.

ACTIVITY 32:

To Collaborate or Not to Collaborate? Purpose To help participants understand when collaboration may or may not be appropriate in a given situation

Description This activity provides guidance concerning situations in which collaboration might be effective as well as those situations in which it might not be effective.

Time 30 minutes

Resources Handout 32.1

Presentation 1. Explain to participants that it is important to understand when collaboration should be used and when it shouldn’t. 2. Point out that trying to use collaboration in inappropriate situations might potentially make the situation or problem worse: •

The need and appropriateness of collaboration should be assessed or evaluated in each circumstance and situation considered.

•

Trying to force collaboration in situations in which it is not appropriate can be like trying to pound a square peg into a round hole. Even worse, it could be counterproductive and make the situation worse as a result.

3. Distribute Handout 32.1, review the information contained on the handout, and discuss the points contained on both lists.

Debrief The facilitator should explain that it would be better not to initiate collaboration in situations that would fit into the Not to Collaborate list. This challenge could be made more difficult if the situation or problem would appear to be ideal for a collaborative approach, but that the circumstances would not be supportive of collaboration. Ultimately, collaboration, despite its many inherent benefits, will only be successful if applied in a work environment that is supportive of such an initiative. To try to force collaboration into a work environment that is not receptive or supportive of these concepts will likely ultimately be unsuccessful. In this type of situation, the best decision may be not to try to introduce collaboration if it is destined to fail.

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Handout 32.1 To Collaborate or Not to Collaborate? To Collaborate •

The problem or situation can be helped by input from additional people.

•

Getting more people involved in the process will elicit greater commitment to solve problems or create better solutions.

•

Existing communications are not the most effective concerning the problem or situation being addressed.

•

There are perceived or real barriers between different departments or parts of the organization that limit the amount of communication or cooperation that exists.

•

A problem or situation would benefit from a more creative approach than one normally or traditionally used.

•

Diverse perspectives could result in better solutions to problems.

•

Management is open and receptive to new ideas.

•

People’s opinions are encouraged to be expressed in all levels of the organization.

•

“Reality checks” (meaning having people involved who bring practical, real working life experience to the problem or situation) can be helpful and useful to the situation or problem at hand.

•

Enough trust exists between different levels or parts of the organization to allow collaborative ideas to be expressed and accepted.

Not to Collaborate •

A final decision has already been made.

•

Hidden agendas exist that would bias the collaborative process.

•

There is too much resentment or even hostility between potential collaborative participants in order for the process to proceed.

•

The problem truly has only one solution that has already been identified.

•

The possibility is low or unlikely that recommendations resulting from collaboration will be accepted.

•

The “right” people can’t or won’t participate in the collaborative process.

•

There isn’t enough time to allow the collaborative process to work effectively.

•

Participants in the process can’t be provided all the information necessary to be able to address the problem or issue.

•

There are pertinent confidential or sensitive matters involved that can’t be shared with participants in the collaborative process.

ACTIVITY 33:

Reinventing Collaboration Purpose To help participants better understand how to reintroduce or rejuvenate collaboration in their organization

Description This activity involves a discussion concerning how collaboration can be reintroduced into participants’ organizations.

Time 30 minutes

Resources None required

Presentation 1. Introduce this activity by explaining that the concept of collaboration is nothing new. 2. Point out that collaboration in one form or another has been the basis of success for organizations since people started working together. However, sometimes we need to be reminded of the concept and benefits of collaboration. 3. Explain that the need for collaboration can become forgotten as goals and deadlines appear to be more important than working together collaboratively. 4. Discuss with participants how collaboration may have been present in the past in their organization and how these past examples could help “reinvent collaboration.” 5. Explore how organizations tend to move away from collaboration and how these tendencies can be prevented or reversed. 6. Reinventing or reintroducing something is often easier than starting from “scratch” because you already have past successes to validate and justify the benefits. 7. Ask participants to think of an example in their organization when collaboration was used in the past, but now seems to be forgotten. 8. Discuss what problems this lack of collaboration caused and how working in a more collaborative manner could have prevented these problems or could have created a better solution to the problem at hand.

Debrief Discuss how the problems that may have been caused by this absence of collaboration help strengthen the organization’s renewed commitment to collaboration as its many benefits may be more appreciated.

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PART III: Collaboration Exercises

ACTIVITY 34:

Assessing Collaboration Values Purpose To help participants to be better able to access collaborative values

Description Participants are to be formed into teams (ideally three to five people) with each group provided a set of ten collaborative value cards. Each card is given a collaborative value depending on what is described on the card. The objective of the activity is to gain as much collaborative value for the team as possible.

Time 60 minutes

Resources Handouts 34.1 and 34.2 Copy machine with card stock paper Scissors

Presentation 1. Make copies of Handout 34.1 and cut out the collaboration value cards. Make and distribute one set of cards for each group of participants in the activity. The ideal team size would be three to five participants. If there are not enough participants for more than one team, simply conduct the activity with one team. 2. The purpose of the activity is to have participants assess the relative value of different scenarios involving collaboration. 3. Players must decide which cards they will use to complete the exercise. They must choose which five of the ten cards they will keep. 4. After making their selection, the team will receive the Collaboration Value Cards Scoring Sheet (Handout 34.2), showing the collaboration value of each card they selected. The team with the most collaboration value wins.

Debrief Emphasize that collaboration values are often as much a matter of perception as reality and there really are no right or wrong answers concerning the actual value of these collaboration cards. Each organization may value collaboration differently. It is important for participants to have an understanding of how their organization feels about collaboration and the relative value it may place on collaboration.

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Handout 34.1 Collaboration Value Cards

CARD 1 Your team has decided to check with several other departments before moving ahead with the plans. This could cause some delays resulting in additional costs. However, some members of the team feel that this will only cause additional delays and is not necessary.

CARD 2 A call is received requesting an immediate decision concerning a problem. If a decision isn’t made at that moment, the entire production process will be shut down. You have experienced this problem many times before and know exactly what needs to be done. You make the decision, thus keeping the process running and preventing costly downtime.

CARD 3 Four people have reviewed a decision and three are in agreement. The fourth person feels very strongly that the decision should not be made. The group decides to move forward without further discussion despite the lone objector’s opinion.

Handout 34.1: Collaboration Value Cards (continued) CARD 4 You are asked to review a plan summary and to offer your opinion as an expert in this area. The summary has already been reviewed by a number of people and you are the last person to sign off on the plan. You review the plan and give your opinion.

CARD 5 You and your colleagues regularly discuss the projects you are currently working on. You often share project details, even though the others usually have no reason to know these details other than to communicate with you and the other colleagues on what you are working on each day.

CARD 6 Costs continue to be a major concern in the organization. A cost-reduction plan is needed to address this problem. As manager of the group, you decide that you need to determine how to reduce costs because you alone are the only one who can look objectively at what needs to be cut.

Handout 34.1: Collaboration Value Cards (continued) CARD 7 Several candidates for employment have been invited in for second interviews with a panel of current employees who will eventually be working with the successful candidate. The department head is concerned that this many people involved in the selection process will be disruptive and would like to limit the number. The human resources manager insists on keeping the original interview structure to get input from everyone who will work with the successful candidate.

CARD 8 The rumor mill has been particularly active lately with an unconfirmed report of a major reorganization about to happen in the company. As a top manager in the organization, you are being bombarded with questions, asking you to confirm or deny these rumors. You have been told that this reorganization is coming, but also not to discuss it at this time. You call your boss and request that the reorganization be announced immediately due to these rumors.

CARD 9 The founder and owner of the company has run the organization with an “iron fist” for more than 30 years. All major decisions over these three decades have been his. Fortunately, he has been right most of the time and the company has flourished during his tenure as the sole decision maker. As he is about to retire and others take over control of the company, he begins to question the wisdom of his leadership style over these many years. In his remaining time working, he begins to reveal his decision-making process to others and shares more information than he did during the previous three decades.

Handout 34.1: Collaboration Value Cards (concluded) CARD 10 A major problem has been costing the company a great deal of money and is threatening its future. Several people from within the company have been brought in to look at the problem and give their opinions concerning how it can be solved. Some of these recommendations have been implemented, but the problem persists. Not knowing where else to turn, the company is considering hiring the leading expert in the country to look into the problem.

Handout 34.2 Collaboration Value Cards Scoring Sheet Card

Value

Rationale

1

10 points

There could be savings realized as a result of additional input from the other departments that would not be realized without checking with them.

2

7 points

There are times when immediate decisions need to be made and trying to get a collaborative decision process implemented would be counterproductive. Important to the collaboration process in this case would be to share why the decision was made with others so that they may be able to make the same correct decision in a future situation.

3

6 points

The team should have worked toward a consensus opinion that everyone could support. Maybe the lone dissenter was right.

4

5 points

Even though you are considered to be an expert in this area, it still may have been a good idea to get additional input from someone else to ensure that you hadn’t missed anything that should have been considered in the plan.

5

10 points

Sharing this type of information among co-workers can be invaluable. You never know when something that seems trivial at the time may become invaluable information at a later time.

6

0 points

Despite the manager’s concern that others will not be able to look at cost cutting objectively, those who work for this manager may be in an even better position to identify where costs could be most effectively reduced.

7

7 points

There could be arguments made either way concerning this interview and selection process. There already was a collaborative interview process in place that could have been disrupted by the change in structure, however, without the peers’ input, a collaborative process couldn’t truly be achieved.

8

6 points

The reason why the organization may be in this situation is that this information was kept secret too long, showing a lack of collaboration. The fact that this manager wanted to speed up the communication process shows an appreciation for the need for collaboration.

9

8 points

The lesson here is better late than never. This is a good example of why collaboration is important, even when decision making by a single person may be working effectively. Eventually, this individual will not be able to make these decisions any more and no one else will know what to do.

10

5 points

The organization has only asked “several” people from within the company for their input, and it is not clear why only “some” of their recommendations were implemented. It is also not clear if these were the “right” people to get involved in the problem and if they were given enough of a chance to solve the problem.

ACTIVITY 35:

Collaboration Puzzle Parts Purpose To demonstrate in an interactive way the various components necessary for collaboration to be present and successful in an organization

Description Participants are to put together puzzle parts with various descriptors of behaviors necessary for collaboration to exist in an organization. They are then given blank puzzle parts on which to write their own descriptors concerning necessary collaboration parts.

Time 30 minutes

Resources Handouts 35.1 and 35.2 Copy machine with card stock paper Scissors Markers

Presentation 1. Begin this activity by discussing the following points: •

Collaboration allows for more flexibility in the organization by providing more people with the opportunity to get involved in decisions and problem solving.

•

As a result, interchangeable collaboration parts can be created.

•

Collaboration is actually an educational process.

•

Collaboration creates on-the-job training in a different sense.

•

Natural backup systems evolve as a result, providing for greater flexibility with the organization.

•

Communications are improved between different parts of the organization.

2. Explain that the collaborative process can be like a puzzle with pieces that are interchangeable. 3. Make a copy of Handout 35.1 and cut out the puzzle pieces. (If possible, use a heavier weight paper to simulate actual cardboard puzzle pieces.) Have groups of two to three participants put these pieces together. Emphasize that there may be a number of ways that these interchangeable parts may be put together. 4. Make a copy of Handout 35.2 similar to the procedure used in the previous step. This time, explain that these puzzle pieces are blank and it is up to participants to identify the skills, competencies, abilities, etc., necessary for collaboration to be successful in their organization.

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Activity 35: Collaboration Puzzle Parts (continued) Debrief Explain that in many ways, solving a work-related problem is like putting together a puzzle, but without a picture on the box as a guide. You have to rely on the experience and skills of those working on the problem to put this puzzle together. Collaboration can help you put these parts of the puzzle together and provide everyone involved with the feeling of accomplishment and contribution as a result.

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Handout 35.1 Completed Collaboration Puzzle Parts

Handout 35.1: Completed Collaboration Puzzle Parts (concluded)

Handout 35.2 Blank Collaboration Puzzle Parts

Handout 35.2: Blank Collaboration Puzzle Parts (concluded)

ACTIVITY 36:

Playing Collaborative Roles Purpose To demonstrate that there are many different roles that participants might play in a collaborative process and to highlight the importance of respecting the various perspectives of these roles

Description Participants are asked to play an assigned role, simulating a collaborative process at work. Each participant is given a different role card for his or her part.

Time 45 minutes

Resources Handout 36.1 Flipchart or white board

Presentation 1. Explain that the activity is designed to show the advantages of collaboration and to allow participants to better understand how diverse viewpoints support the collaborative process. Tell participants that: •

Each participant in each group will be assigned a different position.

•

Each participant will play the part of that position, sharing the information provided.

•

Each role looks at the problem from a different viewpoint, allowing potential problems to be identified and risks reduced.

2. This activity should ideally be conducted in groups of five. If there is not an even five participants for each group, then extra role cards should be given to participants. A group should not be with fewer than three participants. If there are only one or two additional participants after establishing groups of five, assign these extra people to be observers who are asked to comment on the activity after completion. 3. Explain to participants that there are five participants, each playing a different role in the organization: •

They have been assigned the task of working collaboratively together to begin solving a quality problem that has recently become a major issue for the organization.

•

This meeting is at the beginning of the problem-solving process. The objective of this meeting is not so much to solve the problem, but to gain a better understanding of the possible causes of the problem as experienced through a collaborative process.

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Activity 36: Playing Collaborative Roles (continued) 4. Each participant should be given the collaboration cards for his or her role. Each card contains specific information that is needed to address the possible causes of the current quality problem. 5. Each person must share the information on his or her role card. The problem can’t be solved without the collaboration of all five participants sharing the information that is contained on each of their cards. 6. Each group should collaborate to gain an understanding of all the factors that are involved in this problem. Participants should be instructed that they are not to actually show the information on their cards, but rather must share the information verbally. However, the collective information can be written or posted on a flipchart. 7. The objective of each team should be to share with each other as many of the potential issues as possible related to the problem.

Debrief The learning point of this exercise is to demonstrate just how important everyone’s knowledge and experiences are to the collaborative process and the importance of including the “right” people in the collaborative process. The facilitator should debrief the exercise afterward by asking participants what might have happened in a real life situation if all of this information that potentially could be related to the cause(s) of a problem were not given the opportunity to be shared. What important factors might have been overlooked as a result? Often, fully understanding a problem is the most important factor in finding the most appropriate long-term solution to a problem.

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Handout 36.1 Role Cards

Department Head • • • • •

Budget less than last year New materials supplier Introducing new product/service May discontinue old product/service Specifications have changed

Operations Manager • • • • • •

Manpower shortages Cost overruns Overtime restraints Contract employees Capacity problems Maintenance delays

Handout 36.1: Role Cards (continued)

Customer Service Manager • • • • •

Computer systems problems Vendor shipments out of spec Customer complaints Late incoming supplies New quality standards

Administrative Support Person • Job assignment system not working • Computer network problems • Problems getting authorization

signatures • Vacation coverage problems • Capacity problems • Schedules not arriving on time

Handout 36.1: Role Cards (concluded)

Hourly Employee • • • • •

System problems Not being notified about overtime Rumor mill upsetting employees Rising benefit costs Visibility of management

ACTIVITY 37:

Reaching Collaborative Consensus Purpose To highlight the importance of understanding the concept of consensus as it relates to collaboration

Description The difference between reaching group consensus as opposed to unanimous agreement is explained during this activity.

Time 30 minutes

Resources Flipchart or white board

Presentation 1. Begin this activity by explaining that the concept of consensus is an extremely important aspect of collaboration: •

Consensus involves everyone committing to at least supporting a particular decision or direction of the group, even though it may not have been his or her first choice.

•

Consensus is a more realistic approach than trying to get total agreement from everyone.

2. Point out the difference between reaching 100 percent agreement and consensus: •

Collaborative consensus is reached when those consulted all agree on a course of action or a decision.

•

Consensus in this case means that everyone in the decision-making loop agrees to move forward with a certain agreed-upon action, regardless if it was their first choice or not.

3. Discuss the important relationship that exists between consensus and collaboration. 4. Demonstrate the distinction between consensus and agreement by presenting to the group the following question on which they might not agree, but could reach consensus: If you are part of a work team or committee charged with the responsibility to make a certain decision, do you believe that everyone in the group must agree 100 percent on a decision or course of action before it is implemented? 5. Ask the group to come to consensus on the answer to this question. 6. Ask if all the members of the group can at least support the consensus of the group. If not, then true consensus has not been reached.

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Activity 37: Reaching Collaborative Consensus (concluded) 7. Discuss how individual members of the group feel about this issue. How did they decide to put aside their individual beliefs or feelings on the subject and agree to support the consensus position of the group? How do they feel the goal of the group will be better served by their agreement to support the group’s position, even if it is different than their own?

Debrief Explain that the result of collaborative consensus is a greater commitment on the part of everyone involved in the collaborative process. By achieving collaborative consensus, you will have a greater sense of ownership and subsequent support for plans and initiatives undertaken in a collaborative manner by individuals who feel invested in the process. This can help prevent polarization or splintering of groups based on differing positions or opinions that individuals may have on a particular issue or topic.

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ACTIVITY 38:

Collaborative Arm-Wrestling Purpose To demonstrate the power of collaboration

Description Participants are asked to break into pairs and assume the classic arm-wrestling position. Participants are instructed that the object of the exercise is to get each other’s arm pinned down as many times as possible.

Time 10 minutes

Resources Table and chairs for participants

Presentation 1. Explain the potential gains of collaboration versus lack of cooperation or shared goals. 2. Explain that sometimes we make problems more difficult than they need to be because of the way we approach the situation: •

You sometimes need to change the way you think about working together in order to understand what collaboration is really all about.

•

When you try too hard to “win,” sometimes everybody loses.

3. Explain the “power of collaboration.” 4. Ask participants to break up into pairs. Each pair should assume the classic armwrestling position (facing each other with each person’s elbow on the table and hands clasped). 5. Instruct participants that the object of the exercise is to see how many times each person can get the other person’s arm on the table. 6. Tell participants that each team will receive 1 point for each time they get one of their arms pinned to the table. To make the activity more interesting, assign some significant hypothetical value to each point: $1,000, extra vacation time, etc. 7. Place a brief time limit on the exercise of one minute, giving participants a beginning and stop time for this part of the activity. 8. Watch the exercise for the assigned time, then stop participants and ask each team how many times they were able to accomplish this task.

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Activity 38: Collaborative Arm-Wrestling (concluded) Debrief The point of the exercise is that if each team collaborated, they would have been able to easily accomplish the task by allowing each other to pin the other’s arm down without resistance. We are often “programmed” to compete with one another even in situations where competition is not the most productive strategy. Discuss with participants just how much more productive they could have been if they approached this activity in a collaborative manner rather than a competitive one. Ask how often this happens at work when collaboration rather than competition would be the most productive strategy.

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ACTIVITY 39:

Collaborative Diversity Purpose To highlight the importance and benefits of getting diverse viewpoints as part of the collaborative process

Description This activity involves an exercise in which participants are asked to identify what diverse viewpoints people in different positions might have concerning the same issue.

Time 45 minutes

Resources Handout 39.1

Presentation 1. Explain that gaining diverse opinions is one of the major benefits of collaboration. 2. Point out how seeing problems through different “lenses” creates better results, allowing new perspectives to be understood that otherwise may not have been: •

Without this diverse perspective, problems may not be adequately addressed without this diversity.

•

Collaborative diversity must be a conscious effort—it doesn’t always happen on its own.

•

You might need to ensure that you have the diversity necessary in a collaborative effort to gain a more complete perspective on the problems or issues being addressed.

3. Point out that diversity can mean many things. It could mean getting more women or minorities involved in the collaborative process, but it could also mean getting people from different jobs, levels, departments, experiences, parts of the organization, etc. 4. Begin the activity by explaining that the scenario they are going to look at involves an organization that must reduce costs in an operation to remain competitive in the marketplace. The following members of a collaborative team are assembled to address and make recommendations on how these cost reductions can be accomplished: •

Manager (of the department/function in which costs are to be reduced in the organization)

•

Assistant department manager

•

Administrative support person working in the department

•

Human resources manager

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Activity 39: Collaborative Diversity (continued) •

Financial manager

•

Department head from another area closely associated with the area in which costs are to be reduced

•

Corporate attorney

•

Labor relations manager

5. Using the Diverse Collaborative Perspectives chart in Handout 39.1, discuss as a group how each of these individuals may look at this problem differently and what perspective he or she might have concerning the problem and the value that each brings to the process. Ask participants who else they might include in this collaborative process. As an alternative, develop a matrix for participants’ own organization with appropriate positions listed and repeat this exercise.

Debrief Summarize the activity by again reinforcing the importance of gaining the perspective of diverse participants in a collaborative process. Review some of the diverse perspectives suggested by participants in this activity. Ask what might have happened in this organization if these perspectives were not understood. Explain that without this diversity, the problem may not be adequately addressed. You could be missing important aspects of the problem or issue without this input. One of the most powerful forces of collaboration is this diversity of perspectives that it brings to the organization.

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Handout 39.1 Diverse Collaborative Perspectives Problem:

Organization must reduce costs.

Exercise:

Think about the diverse perspectives each of the following individuals in these positions might have on addressing this problem by completing the second and third columns on the chart below.

Position Department manager

Assistant manager

Administrative support person

Human resources manager

Financial manager

Department head from another area Corporate attorney

Labor relations manager

Others?

Perspective on Problem

Value to the Collaborative Process

ACTIVITY 40:

Erroneous Collaborative Assumptions Purpose To explain how to avoid jumping to conclusions when working collaboratively together

Description A problem is presented and participants are asked to work together toward finding the solution. The process is reviewed to gain a better understanding of how to avoid making erroneous collaborative assumptions as part of the group process.

Time 30 minutes

Resources None required

Presentation 1. Explain that it’s important to be careful that groups don’t jump to erroneous or false conclusions that somehow get validated as part of the group collaborative process: •

This can happen by assuming that just because a number of people suggest or agree on something that it is factually correct. This may not always be the case.

•

This phenomenon is similar to what happens in rumors. People often believe rumors just because they have heard them from a number of different sources.

2. Explain that a dominating or strong leader (informal or formally appointed) can unduly influence the decisions of the rest of the group: •

This is particularly a problem when the leader is basing his or her opinions on erroneous or false information.

•

Groups need to verify information and not accept things as true on the surface. It should be made clear that in the collaborative process, groups are to be held accountable for ensuring the accuracy of the information they assess or utilize in their collaborative decision making.

3. To demonstrate how easily it might be to create this situation, have participants break into teams of three to five and ask each group to answer the following question: Say you had a drawer that contained the same number of single blue socks and single black socks. One morning the electrical power goes off temporarily and you have to get dressed in the dark. How many socks will you have to pull out of the drawer to ensure that you have a matching pair of socks to wear that day? 4. After the group has had a chance to discuss, share the correct answer (provided in the Debrief).

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Activity 40: Erroneous Collaborative Assumptions (concluded) 5. Discuss how the group’s opinion may have influenced each individual in the exercise. 6. Talk about how to avoid making or accepting erroneous assumptions when working in a collaborative environment. An important point to emphasize is that collaborative groups should check facts and not accept information without verification: •

Just because someone says something, even if the individual is highly respected or in an influential position in the organization, doesn’t necessarily mean that it is true.

Debrief The answer is three socks. Ask participants to share how each of their work groups came up with their final answer. Was there an erroneous assumption made that influenced the entire group’s collaborative process? Ask what participants learned in this activity that could help avoid this syndrome from occurring in their real-life collaborative assignments.

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ACTIVITY 41:

Finding Collaborative Opportunities Purpose To help participants find opportunities for collaboration

Description Problems that get attention and those that don’t are discussed and how collaboration can help those that are ignored.

Time 30 minutes

Resources Handout 41.1

Presentation 1. Introduce the activity by explaining that there may be many problems in an organization that get addressed, but also others that do not. Collaboration may provide the opportunity to solve many of these ignored problems. 2. Using Handout 41.1, ask participants to list some of the major problems that they are aware of that typically get attention. These problems should be listed in the first column. 3. In the second column, ask participants by whom and how these problems get addressed. Pay attention to if the principles or concepts of collaboration are used or not. 4. In the next column, list the types of problems that typically do not get attention in the organization. 5. Discuss and list how these forgotten or ignored problems in the organization could be solved by collaborative efforts.

Debrief It is important to recognize that not all problems can be solved by collaboration and some of these problems may be listed in the last column of the exercise. Help participants identify which problems would be conducive to collaboration and which might not be.

149

Handout 41.1 Finding Collaborative Opportunities Forgotten Problems that typically get addressed

How and by whom do these problems get addressed?

Problems that don’t get addressed

Collaborative opportunities

ACTIVITY 42:

How many people does it take to collaborate? Purpose To illustrate how many people it takes to collaborate in different situations

Description Different scenarios are presented to participants. Participants must identify how many people it would take in each circumstance to have collaboration.

Time 40 minutes

Resources Handout 42.1

Presentation 1. Begin the activity by explaining that collaboration doesn’t necessarily require large numbers of people to be involved in the process: •

Collaboration can exist with as few as two people.

•

Most important is that there is collaboration regardless of how many people are involved.

•

The optimum number of people involved in collaboration varies depending on the problem or process.

2. To illustrate how many people it takes to collaborate, distribute or present Handout 42.1 to participants, discuss each of these scenarios, and determine how many people should be involved in the collaborative process. 3. The answers to each of the scenarios are: Scenario 1: Everyone affected by the temperature should be involved in the decision of what setting the thermostat should be set. This may involve reaching a consensus between these four individuals concerning what temperature the office should be. Scenario 2: Ideally, all 50 CSRs should have input into these resolutions. However, this may not be practical and an alternative approach could be taken, such as asking a representative group of CSRs (five to seven) to be involved in this resolution process along with the customer service manager. Scenario 3: The seven production employees along with the engineering department should be involved in finding a solution to this problem.

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Activity 42: How many people does it take to collaborate? (continued) Scenario 4: The executive committee needs to get additional people involved in the collaborative process before making these changes to the benefits package. A representative sample of employees who will be directly impacted by these needed changes can give these decision makers valuable input concerning how these changes could be implemented with the least amount of problems for everyone. Scenario 5: These two managers need to collaborate together on decisions that impact each other’s area. This collaboration can prevent many problems from occurring in the future as a result of increased communications and consultation between these two managers.

Debrief The common theme in each of these scenarios is that everyone affected by or involved in a problem should have the opportunity to collaborate together to find ways to more effectively deal with the situation. It doesn’t matter if the problem is relatively minor or could represent a major change in an organization; collaboration can help find better, more practical solutions to problems that will be more readily accepted by everyone involved. It doesn’t matter how many or how few people are part of the collaboration process for it to be meaningful.

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Handout 42.1 How many people does it take to collaborate? Review each of the following potential collaboration opportunities and decide how many people should be involved in the collaborative process: Scenario 1: A decision needs to be made in an office concerning the temperature setting. There are four people who work in the office and there has been disagreement among them concerning how warm or cool the thermostat controlling the temperature should be set. Management is considering putting a lock on the thermostat control to stop the constant bickering over the office temperature setting. Scenario 2: Problems concerning customer service that do not get resolved by the customer service representatives (CSRs) who take telephone calls from customers get routed to another department for resolution. In this department is a customer service manager who supervises the staff of about 50 CSRs. All final decisions are made by the customer service manager after reviewing the case file. There have been a number of complaints about the final determinations made as a result of this customer problem resolution process. Scenario 3: A technical problem has occurred on a production line causing a great deal of downtime. The engineering department has had a difficult time finding the cause of this problem, only being able to get the line running for brief periods of time before it goes down again. There are seven employees who have worked on the line for the past several years. Scenario 4: A company is seriously looking into making major changes in its health care programs due to increasing benefits costs. They are trying to decide which benefits to change or possibly eliminate to help reduce these spiraling costs. Typically these types of decisions have been made by the CEO and his executive committee, consisting of three other senior officials of the company. Scenario 5: Two managers work in the same department, but have different responsibilities and accountabilities. However, decisions made in one area can have a major impact on the other manager’s area. Typically, because they have separate areas of responsibilities, there has been little or no discussion between them before important or significant decisions were made by each of these managers.

ACTIVITY 43:

Ghosts of Collaborations Past Purpose To illustrate how our past experiences influence our feelings and perceptions about collaboration

Description Participants are asked to complete a brief questionnaire concerning their past collaborative experiences.

Time 45 minutes

Resources Handout 43.1

Presentation 1. Introduce the activity by explaining that a person’s past collaborative experiences will influence his or her perceptions and receptivity concerning collaboration today: •

However, these perceptions can be changed either positively or negatively.

•

People may be resistant to collaboration for reasons that really are not valid in today’s work environment based on these past experiences.

•

Helping people understand and address these perceptions and feelings can be important to the success of collaborative initiatives today.

•

When introducing collaboration in an organization, a good first step is to gain a better understanding of how people feel about collaboration going in.

2. Distribute a copy of Handout 43.1 to each participant and explain that the questions are designed to help them gain a better understanding of how they may presently feel about collaboration based on their past experiences. 3. After everyone has had an opportunity to complete the questionnaire, ask participants to share some of their answers with the group.

Debrief The main objective of the activity is to get participants to think about how their present perceptions about collaboration may have been shaped by their past experiences. If participants have had negative experiences that they discuss, ask what factors may have been present at the time that may have contributed to the problem. Discuss how these problems could be avoided in the future to make collaboration more successful and so they don’t have to revisit their ghosts of collaborations past. The last question can be particularly helpful in getting participants focused on what can be done to improve their collaborative experiences in the future.

157

Handout 43.1 What are your ghosts of collaborations past? 1. What do you think when you hear the term collaboration?

2. Have you ever worked in a situation or environment in which collaboration was a part?

3. What are some of the experiences you have had working in such an environment?

4. How have these experiences influenced your perceptions or feelings about collaboration either positively or negatively?

5. How would you feel about working in a collaborative environment or project today?

6. What is your greatest concern about working collaboratively again?

7. What would you like to see done to improve the collaborative process you are about to participate in?

8. What do you hope to gain as a result of working collaboratively today?

9. What do you think are the greatest gains that your organization, department, group, etc., can gain by collaboration?

10. What lessons have you learned from your past experiences that can help you work more effectively in a collaborative process today?

ACTIVITY 44:

Collaboration Decision Levels Purpose To make participants more aware of the levels at which decisions related to the collaborative process need to be made in their organization

Description Participants are asked to identify the current levels in their organization and the desired decision levels as collaboration is introduced.

Time 45 minutes

Resources Handouts 44.1 and 44.2

Presentation 1. Introduce this activity by explaining that it is not always easy to understand how decisions are made in an organization. Even more challenging is understanding how decisions are supposed to be approved. 2. Explain that the problem is that typically there is no set procedure for many decisions (other than financial decisions): •

Part of creating a more collaborative decision-making process is first understanding what existing (if any) approval processes are currently in place for different types of decisions.

3. Explain that unclear decision processes result in “churn-after-the-fact” concerning decisions that have already been made, but have been disagreed with by others. 4. Distribute a copy of Handout 44.1 to participants and ask participants to list different decisions that are typically made in their organizations. Identify the level (A, B, C, D, or E) at which the decision must be approved for these decisions, based on instructions on Handout 44.1. 5. Emphasize that in any collaborative process, it must be clear what the group’s level of authority is for making decisions and that the group members need to understand when they are to make recommendations and when they have the authority to actually make decisions. Clarifying these expectations is important. 6. Discuss how collaboration might change the various levels at which decisions are presently required to be made in the participants’ organization. Discuss what might need to be communicated about the collaborative process to make everyone comfortable with these changes in approval levels. 7. Distribute Handout 44.2 and explain that participants are to list the decisions being made in their organization and the current decision level and the desired decision level with collaboration.

161

Activity 44: Collaboration Decision Levels (continued) Debrief Conclude this activity by emphasizing how important it is to understand the current decision approval levels as well as think about what the desired collaborative decision levels are. Without this understanding, there could become problems as a result of misunderstandings and disagreements caused by failure to follow existing or expected approval levels.

162

Handout 44.1 Current Decision Approval Levels Directions: Assume that Level A is the highest level in your organization at which a decision is made and approved. Describe specific decisions that are made at these different levels in your organization below. Level A: Level B: Level C: Level D: Level E:

Handout 44.2 Desired Collaboration Decision Approval Levels Directions: Revisit the decisions listed on Handout 44.1 that are made in your organization. List those below. Next, think about what the current decision level is for each decision and how this decision level might be changed as a result of collaboration.

Current Decision Level (A, B, C, D, or E)

Decision: Decision: Decision: Decision: Decision: Decision: Decision: Decision: Decision: Decision:

Desired Collaborative Decision Level (A, B, C, D, or E)

ACTIVITY 45:

Collaboration Kaleidoscope Purpose To highlight the diversity of perspectives that collaboration provides

Description This activity provides a model that depicts differing perspectives that people involved in the collaborative process might have concerning a problem or issue being addressed.

Time 45 minutes

Resources Handouts 45.1 and 45.2

Presentation 1. Introduce this activity by explaining that collaboration can provide differing views or perspectives that come into focus. 2. Explain that it is this sharing of views and perspectives that gives collaboration its greatest potential: •

Often, apparent differing views are not so different when better understood by others.

•

Collaboration can create a kaleidoscope of perspectives to be seen by others.

3. To illustrate this kaleidoscope of perspectives, distribute a copy of Handout 45.1 to each participant. Explain that each circle represents another person’s perception of a problem or issue being addressed by collaboration. 4. Point out that where there is overlap between these perceptions, there can be great potential benefits to the organization. These shared perceptions can result in common goals and objectives that can be channeled toward reaching collaborative objectives. 5. Distribute copies of Handout 45.2 and ask participants to think of a collaborative opportunity in their organization that might involve seven different individuals, each with a different perspective of a problem, decision, issue, situation, etc. 6. In the first column on the chart, have participants list these seven individuals. 7. In the next column, ask participants to list what they believe would be each of these individual’s perspective on the topic they chose. 8. In the third column, have participants list how each of these individual’s perspective might overlap with the others. 9. To begin to understand this overlap, ask participants to look for commonalities between perspectives listed in the second column and write these in the third column.

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Activity 45: Collaboration Kaleidoscope (continued) 10. Have participants go back to Handout 45.1 and have them look at the overlapping circles representing each of the individuals they listed in Handout 45.2. 11. In the circles provided, have participants write in the common perspectives/viewpoints where the circles overlap as identified in Column III of Handout 45.2.

Debrief Close this activity by emphasizing how important it is to understand and appreciate people’s differing perceptions concerning a problem or issue. Failure to understand this perspective can cause individuals to miss how important particular issues are to people.

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Handout 45.1 Kaleidoscope Collaborative Perspectives

A F

B

G C

E

D

Handout 45.2 Identifying Shared Collaborative Perceptions

A.

B.

C.

D.

E.

F.

G.

COLUMN I

COLUMN II

COLUMN III

Individual

Individual’s Perspective

Shared Perspective

PART IV: Collaboration Models

ACTIVITY 46:

Collaborative Development Process Purpose To describe a development process for creating a more collaborative work setting

Description A collaborative development process model is introduced, describing steps that should be taken to create a more collaborative work environment.

Time 30 minutes

Resources Handout 46.1

Presentation 1. Introduce the activity by explaining that collaboration doesn’t always come easily or overnight: •

Collaboration sometimes needs to be developed over time.

•

Collaboration may not naturally flow and might even have to be mandated in the beginning.

•

Collaboration will become more natural as the process develops.

2. Introduce the collaborative development process model shown in Handout 46.1 and explain the following: •

Provide information on the issue/problem. This involves providing those involved in the collaborative process the information they need to address the issue or problem. This amount of sharing of information may be more than typically shared in the past. If you are going to work collaboratively, you need to trust people with information.

•

Review choices/options. This second step involves reviewing the possible choices or options available. If there are certain options not to be considered, these should be shared with collaborative participants as well.

•

Encourage multiple viewpoints. The whole idea of collaboration is to gain the perspectives of different people involved in the process. If you don’t encourage and even nurture the sharing of these diverse perspectives, you might as well not initiate a collaborative effort.

•

Allow discussion. People need to be given the opportunity to share and discuss their viewpoints and perspectives. This is perhaps the most beneficial part of the collaborative process. In these discussions lie the most valuable insights that the process can offer.

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Activity 46: Collaborative Development Process (continued) •

Get group input. It is important that everyone have a chance to provide input into the collaborative process. If you don’t ensure that this happens, you might not benefit from the true power of the collaborative process.

•

Work toward consensus on directional issues. Gaining consensus should be the goal of the collaborative effort. This should be a synthesis of the entire group’s collective effort and thinking.

•

Gain agreement on closure. Just getting a collection of differing perspectives will not be as beneficial as having the group move toward a collective direction supported by each person involved in the process. This step may require facilitation to ensure that the group continues to move toward a collective direction or endpoint.

•

Implement recommendations. There needs to be an implementation plan developed. This plan may be handed off to another group to implement. Without implementation, even the best collaborative efforts will be for naught.

•

Follow up. There needs to be some kind of follow-up plan established to ensure that the recommendations of the group are implemented, or if not, communications to explain why the recommendations or action plan couldn’t be implemented.

•

Repeat process. The process needs to repeat itself in order to become part of the culture of the organization.

Debrief Summarize the activity by explaining that collaboration is a process that occurs over time. There are a number of steps to the process that need to be allowed to come to fruition in some manner. Circumventing or hurrying any of these process steps may cause the collaborative process to yield less-favorable results. Participants (including leaders) often need help in both understanding and allowing this collaborative development process to flow. Coaching people through this process can be extremely important to achieving the desired results from collaboration. Often, patience can be the most important element necessary to support the collaborative process in an organization.

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Handout 46.1 Collaborative Development Process Model

Provide information on issue/problem

Review choices/options

Encourage multiple viewpoints

Allow discussion

Get group input

Work toward consensus of directional issues

Gain agreement on closure

Implement recommendations

Follow up

Repeat process

ACTIVITY 47:

Collaborative Change Model Purpose To introduce the collaborative change model

Description The collaborative change model is presented and explained. The model helps participants understand and appreciate the complexity of collaboration.

Time 30 minutes

Resources Handout 47.1

Presentation 1. Introduce the activity by explaining that collaboration brings with it many changes and can be very complex in its nature. 2. Tell participants that the collaborative change model helps employees better understand these changes and complexities: •

Collaboration, like any other change, takes time to accept and integrate.

•

Collaboration is a process of transitions that ultimately amount to a major change in an organization.

3. Introduce the collaborative change model shown in Handout 47.1. 4. Explain that the model can be viewed both horizontally and vertically: •

For instance, the first row of the model begins with the upper left corner that starts with identifying the current level of collaboration to targeted collaboration that might exist in an organization and progresses to the introduction of collaboration to reaching the desired goals of the organization concerning collaboration.

•

Looking at the model from top to bottom, again beginning with the upper left corner, you start with identifying the current level of collaboration moving downward this time to assessing the current level of collaboration to understanding how decisions are made in the organization to asking questions concerning who makes decisions, at what level these decisions are made, and how many sign-offs are required.

5. Continue to review the different horizontal and vertical components of the model to help participants gain a better understanding of the many facets of change that are involved in the introduction of collaboration in an organization.

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Activity 47: Collaborative Change Model (continued) Debrief Summarize the activity by explaining that the main purpose of the model is to help participants understand the many questions that might need to be explored as part of the collaborative process. The model is designed to be multi-directional to simulate the way that collaboration exists in an organization.

180

Handout 47.1 Collaborative Change Model

Identifying current level of collaboration

Targeted collaborative involvement

Introduction of collaborative concepts

Collaborative process goals instituted

Assess current level of collaboration

Set goals for the level of desired collaboration

Communicate the reasons and objectives of collaboration to everyone affected by the change

Monitor the collaborative process to ensure objectives are being met

Understand how decisions are currently made in the organization

Determine what desired outcomes are expected through collaboration

Ensure that everyone understands his/her new role in the collaborative process

Measure gains achieved by the collaborative process

z z z

Who? What level? How many sign-offs?

z z z

What changes? Who's involved? What's the objective?

z

How will you communicate this information?

z

What questions will employees have about their new roles?

z

What gains are expected?

z

What are the costs?

z

What is the expected payback?

ACTIVITY 48:

Collaborative Decision Mapping Purpose To illustrate how collaborative decision making is different than conventional decision making

Description Using basic process mapping tools, participants are instructed to map how decisions are currently made in their organization and how a collaborative decision-making process could be created.

Time 30 minutes

Resources Handouts 48.1 and 48.2 Paper and pencils for each participant

Presentation 1. Explain that decision mapping is an excellent way to understand and analyze how decisions are made in an organization: •

As its name implies, decision mapping is a graphic description of how decisions are made in an organization.

•

Decision maps provide a graphical record of current and future desired states.

2. Point out that decision maps often unveil inefficiencies or even problems in the decisionmaking process that might not have been known otherwise. •

Collaborative decision mapping provides a better understanding of how collaboration can be implemented and used in an organization.

3. Distribute copies of Handout 48.1, which depicts a conventional top-down decisionmaking process in a typical organization. 4. Ask participants how this model compares to how decisions are currently being made in their organization. 5. Next, distribute copies of Handout 48.2, which shows a model of a collaborative decision process. Note how different this model is from the conventional decisionmaking model. 6. Ask participants to diagram how decisions are currently made in their organization and how a collaborative decision-making model might look in their own organization. 7. Ask participants how they believe a collaborative decision-making model could be beneficial to their organization.

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Activity 48: Collaborative Decision Mapping (continued) Debrief Emphasize that there is nothing inherently wrong with the conventional decision-making model; it is the way that decisions have been made in organizations for a long time and can work very successfully. The point is that there are alternatives to this classic model that in many situations can yield better decisions and results. Seeing these two models displayed graphically highlights the differences between these two approaches as well as each method’s potential advantages and disadvantages.

184

Handout 48.1 Conventional Decision-Making Process

Manager/ Director

Section Head

Department Head

Group Leaders

Employees

DECIDES

ANNOUNCES

INTERPRETS

TELL

PERFORM

Handout 48.2 Collaborative Decision-Making Process

COLLABORATE Section Head

Employees

COLLABORATE

COLLABORATE

Department Head

Group Leaders

COLLABORATE

COLLABORATE Manager/ Director

ACTIVITY 49:

Collaborative Intervention Model Purpose To help identify in which situations collaboration may be most appropriate

Description A collaborative intervention model is introduced, which asks specific sequential questions relating to an organization’s readiness to introduce collaboration.

Time 30 minutes

Resources Handout 49.1

Presentation 1. Introduce the activity by explaining that collaboration may not be the answer in every situation or environment. 2. Explain that you need to know when to intervene with collaboration and when not to. 3. Once decided that collaboration is appropriate for a particular situation, you need to have a model in mind for this intervention. 4. Review the following points before introducing the collaborative intervention model: •

There are certain factors that need to be present in order for collaboration to be successful.

•

These factors need to be addressed if not already present.

•

The collaborative intervention model can help you better understand and evaluate an organization’s readiness for collaboration as well as identify what may need to be done in order to become more prepared for the introduction of collaboration.

5. The collaborative intervention model can help you understand: •

How to get started using collaboration in a situation.

•

How collaboration can be successfully implemented once introduced in a situation.

6. Introduce the model to participants by presenting Handout 49.1. 7. Go through each step in the model: •

Explain the reasons why an organization might not proceed to the next step in the model if the answer to the question is “no.”

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Activity 49: Collaborative Intervention Model (continued) •

Suggest ways that each “no” could be addressed so that the organization could proceed to the next step in the model.

•

Look for other activities in this book that could help address any of the deficiencies that may become identified as a result of using this model.

Debrief Summarize the activity by again commenting that utilizing this intervention model can help identify areas that must be addressed before proceeding with any collaborative effort or initiative. Failure to address these deficiencies beforehand could greatly reduce the chance of successful introduction and implementation of collaboration in an organization.

190

Handout 49.1 Collaborative Intervention Model

Is this a situation that having multiple sources of input would be beneficial?

NO

Collaboration is not appropriate.

YES

Identify who should be part of the collaborative process and invite them to participate.

Does the team have the training and knowledge needed to work collaboratively?

YES Ensure that everyone is satisfied that the output of the team reflects the collective contributions of the team and that a collaborative consensus has been reached.

Recognize and reward, as appropriate, the team for its collaborative efforts and results.

NO

Provide the team with help and guidance in working together collaboratively.

ACTIVITY 50:

Collaborative Continuum Purpose To provide a tool to assess how much collaboration presently exists in an organization relating to a number of factors

Description A continuum is presented showing progressively higher levels of collaboration relating to a number of measures.

Time 40 minutes

Resources Handout 50.1

Presentation 1. Explain that having an understanding of this collaborative continuum is important since it helps everyone have more realistic expectations of the collaborative process: •

Multiple factors must be considered to understand the concept of collaboration and how it may progress in an organization.

•

The collaborative continuum can help you understand these factors.

•

Understanding these factors is important to better utilization of collaboration.

2. Distribute Handout 50.1 and review the collaborative continuum with participants. 3. Point out that an organization may progress through this continuum at different levels for each factor rather than at the same level for each factor. 4. Explain that the purpose of this continuum is to help understand the continuum of different levels of collaboration that might exist in the organization. Go through as much detail as the group is interested in discussing to gain a better understanding of how to use the matrix.

Debrief Explain that all the factors that make up a collaborative effort in the organization may not progress across this continuum the same for all factors in the matrix. For example, an organization may share information at a Level 3, but cost awareness may only be at a Level 1. The point is that each area on the continuum must be addressed separately. It would be unrealistic to expect that all measures will improve at once just because the concepts and principles of collaboration might be introduced in an organization. There can still be pockets

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Activity 50: Collaborative Continuum (continued) or certain areas that remain very conventional. This may or may not be a problem to the successful introduction and application of collaborative principles in an organization. Ask participants to evaluate where they believe their organization or work group would be on each factor of this continuum. This continuum can also be used to set goals for each factor’s collaboration level.

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Handout 50.1 Collaborative Continuum

Measure

Level 1: Little or no collaboration

Level 2: Collaboration is utilized in a few instances

Level 3: Collaboration is viewed as important to organization

Level 4: Collaboration is a key value and part of the culture of the organization

Involvement

Most decisions made by top management

Occasionally employees asked for input

Employees consulted and asked opinions regularly

Every opportunity is taken to get as many people involved in decision process

Information Sharing

Only public information shared with employees

Certain times sensitive information shared

Information shared on a regular basis in most circumstances

Organization committed to sharing as much information as possible

Problem Magnitude

All problems dealt with by management

Occasional involvement by employees in problems that are considered less important or critical

Frequent efforts to get employees’ involvement in serious problems and challenges facing organization

Organization seeks opportunities to have as many collaborate in decisions, regardless of problem magnitude

Finding Solutions

Solutions sought by subject matter experts

Experts occasionally ask for input from others

Stakeholders in problem consulted for input

Problem stakeholders are asked to provide input before decisions are made

Cost Awareness

Only top management concerned with costs

Some costs are shared as they relate to specific problem

Costs are shared on a regular basis with employees

Employees on all levels participate in cost containment

Creativity

All creativity thought to be at top of organization

In certain circumstances, employees’ creative ideas are listened to

Employees’ creative ideas are sometimes implemented

Organization encourages employees on all levels to be creative

Problem Ownership

All problems handled by management

Some problems handled at lower levels

Problem solving is responsibility of most positions

All employees encouraged and responsible for finding solutions to problems

Accountability

Only management is held accountable

Accountability assigned to certain jobs and/or tasks

Some accountability assigned to mid and lower level jobs

Every position has assigned accountabilities and are held accountable for results

Handout 50.1: Collaborative Continuum (concluded)

Measure

Level 1: Little or no collaboration

Level 2: Collaboration is utilized in a few instances

Level 3: Collaboration is viewed as important to organization

Level 4: Collaboration is a key value and part of the culture of the organization

Diversity of Participants

Employees assigned to projects or teams have same background and level

Some initiatives include representatives from different parts of organization

Diversity is considered in most of organization’s decisions and assignments

Organization seeks diversity in participation each opportunity to get as many viewpoints as possible

Sponsorship

Little or no sponsorship or support for collaboration

Some isolated collaboration sponsored by organization

Certain projects or parts of organization are encouraged to collaborate

Collaboration is supported and encouraged on every level of organization

Access to Top Management

Little or no access to top management by lower levels of organization

Limited access usually in formal settings or events

Top management is accessible to certain levels of organization

Top management encourages dialog from all levels of organization and listens to ideas

Trust

Little or no trust on any level in organization

Levels of trust improving

Trust exists in certain parts of organization

Trust exists on all levels of organization

Input

Little or no input from employees on levels

Employees allowed to provide input on specific subjects

Input is accepted from different levels of organization

Input is sought by employees on all levels of organization

Respect

Only top management’s opinions respected

Subject matter experts are primary source of information

Some opinions other than top manager’s occasionally considered

The opinions and input of all employees respected

Implementation of Recommendations

Only top manager’s recommendations implemented

Some lower level decisions are permitted

On certain issues lower level recommendations are implemented

Recommendations are sought and implemented on all levels of organization

Recognition

Little or no recognition on any level in organization

Recognition provided in special circumstances

Formal recognition process in place for group collaborative efforts

An active formal and informal recognition process exists, recognizing collaboration

ACTIVITY 51:

Collaborative Hierarchy Purpose To present the collaborative hierarchy that shows different levels of interpersonal relationships that need to be present for collaboration to be achieved

Description The different levels of the collaborative hierarchy are explained and discussed to help participants gain a better understanding of collaboration.

Time 30 minutes

Resources Handout 51.1

Presentation 1. Introduce this activity by presenting the collaborative hierarchy, shown in Handout 51.1, depicting the hierarchy of interpersonal relationships that should exist to support collaborative management. 2. Review the hierarchy: •

Trust is the foundation of any collaborative relationship. Collaborative management requires that everyone involved in the process trust one another. If this trust does not exist, it will be virtually impossible to create a collaborative management process in the organization.

•

The next level of the hierarchy is cooperation. Collaboration requires cooperation between the employees or stakeholders involved in the process. Everyone must cooperate with one another to make the process work effectively. If a key stakeholder in the process doesn’t cooperate with the others in the collaborative process, the entire effort will fail for everyone.

•

The next level is sharing. Collaboration involves sharing information, confidences, thoughts, feelings, etc. Everyone must share with one another for the collaborative process to proceed forward. If stakeholders begin to hold back information, the entire collaborative process can be negatively affected and even stopped.

•

Communication is at the top level of the hierarchy. Trust, cooperation, and sharing lead to effective communication. Without effective communications, collaboration would not be able to exist. Collaboration leads to better communications throughout the organization.

•

As the model illustrates, collaboration is a progressive process in which each step must be achieved in order to move to the next level.

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Activity 51: Collaborative Hierarchy (continued) Debrief The point to emphasize is that each level of the hierarchy builds on the next higher level. For example, you must begin with trust in order to eventually achieve collaboration in any work environment. If a sense of trust doesn’t currently exist in an organization, the hierarchy will collapse and the likelihood of achieving true collaboration will not likely be achieved. The same is true with the next levels of the hierarchy: cooperation, sharing, and communication. The facilitator should lead a discussion with participants concerning what would happen if any one or more of the supporting levels of the collaborative hierarchy were not present concerning the ability of an organization to achieve a collaborative work environment. Conclude the activity with the point that it is important to understand that any deficiencies in these critically important steps in the hierarchy must first be addressed before an organization can realistically expect collaboration to be achieved.

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Handout 51.1 Collaborative Hierarchy

COLLABORATION

Communication

Sharing

Cooperation

Trust