Collaborate: Why bother?

To collaborate it takes more time. It could be more stressful. It might create disagreements or conflicts. I might not get everything I want. Somebody might not pull his own weight. And in the end it’s easier to do it on my own. “If you want to get something done right do it yourself.” If you’re working alone you don’t have to think much about how you interact, build trust or communicate with anyone else. You set your own goals and pace. But today more and more of us are working in groups or teams and collaborating with peers and leaders.

Organizations have become flatter. They no longer operate with autocratic managers delegating or dictating what has to be done. They have shifted from hierarchies into teams that drive the work process. The transition began in the 80s and 90s when manufacturing groups realized that—if they were going to compete, strengthen morale and productivity, increase the quality of their products, enhance customer service and efficiency and do more with less—traditional management employee practices wouldn’t get the job done. They spent a lot of time and money rebuilding organizations with a new focus on leadership, quality and teamwork. It was a time of enormous change.

As teams reshaped organizational life, employees and managers discovered they needed to collaborate to achieve their goals. They found that collaboration strengthens individual and collective performance and morale. Virtually everyone wants to be heard, to be acknowledged. People want to be treated with dignity and respect. They want to contribute. Leaders began to treat employees as valuable resources. And they discovered that collaboration can also be difficult. Instead of following orders, I now have to work closely with co-workers and make team decisions with people who might disagree with me or who I don’t like.

Most of us have mixed experiences collaborating with colleagues or a group. Sometimes, everything seemed to go wrong; other times, the experience was rewarding and empowering, with great results. Sometimes we weren’t sure what made the difference.

When we collaborate as a group or team we need to focus on two things at once: on the task, and on our emotional life.

If the task is too vague the group will struggle to find its way. We need a clear goal. But if members of the group do not attend to how they interact with one another they will find themselves in trouble, even if the goal is clear and they have the right resources to complete their mission.

In groups where we don’t feel valued, listened to, respected and treated with dignity, the work becomes painful and we suffer through our tasks. We want to feel safe, acknowledged, respected and heard. If groups ignore their interpersonal relationships they are on a fast track to failure. They become mired in morale issues, resentments, misunderstandings, hurt feelings and a loss of trust.

Collaborators have to work together as partners who respect one another and trust one another. They have to look out for one another, to rely on one another.

When should we collaborate? Best to collaborate when we have complex tasks that affect many stakeholders and require diverse input into how the tasks will be delegated and executed. When else? When we realize we don’t have all the answers. When we need more creative contributors to find novel solutions. When we want to partner with others to increase their power and commitment.

Most collaborative efforts fail because of interpersonal tensions. So how do we collaborate successfully?

Set clear goals and responsibilities.
Manage our egos and personalities.
Be self-aware: Do I work well with others? Do I dominate conversations?
Set ground rules to keep on track, establish norms and maintain positive intent.
Deal with disagreements openly and constructively.
Strive for effective communication.
Value and appreciate all partners.
Share power.
Demonstrate kindness, genuine interest and empathy.