Collaboration is a term that has entered the lexicon of many organizations seeking to encourage their people to unlock the value of the intellectual capital within their enterprises. Without an earnest effort to do so, silos; structures; systems; cultures and people can get in the way of well-intentioned efforts and create waste in the system rather than value.

The positive and negative story about collaboration

or most people working in organizations today the term ‘collaboration’ and specifically ‘collaborator’ has a negative connotation dating back to their earliest memories of stories they heard from World War II, when people within Nazi occupied countries and territories co-operated with their occupiers to suppress any organized resistance in these lands.

In today’s global, matrix, cross-functional, cross-border world; many organizations have put considerable intention and commitment to enable collaboration. They have invested in structures, technologies and their people and are seeking to see a dividend in the form of effective decision-making and efficient execution but often this has not materialised.

Why is this so? Is it that collaboration is not a worthwhile pursuit, or is it that collaboration has not been done well? Our observations are that collaboration has not been done well and there are several reasons for this:

  1. Consensus is often mistaken for collaboration
  2. More people are consulted and involved than necessary
  3. There is an underlying lack of trust amongst participants

The good news that we have observed consistently is that organizations can reverse these symptoms by deploying Instinctive Drives® to enable effective collaboration. Working in reverse, this works by:

  1. Establishing a solid platform of trust enabling each person to understand the needs, talents, and vulnerabilities of each other.
  2. Creating opportunities to leverage the talents and mitigate the vulnerabilities of people in an organization, which can lead to having fewer people involved in more productive and empowering pursuit.
  3. People taking the opportunity to step-up and take responsibility for the task and functions that they are most effective at and energised by.

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