The Role of Collaboration in Organizations

The 21 Irrefutable Laws Of Leadership Pdf - The Role of Collaboration in Organizations

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Collaboration

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The 21 Irrefutable Laws Of Leadership Pdf

'More than 97 percent of senior leaders believed collaboration is valuable to success. However, only 30 percent of respondents and 47 percent of senior leaders believed leaders in their society are legitimately skilled in collaboration. Results indicate leaders must learn to work across boundaries to collaborate effectively in the coming years.' (Centre for Creative Leadership, 2007)

Collaboration is a process of participation straight through which people, groups and organizations work together to accomplish desired results. Base factors and characteristics have been identified by study as influencing the collaborative process, together with the skills of leadership, communication, sustainability, unity, participation, and a history of flourishing accomplishments (Hogue, et al, 1995; Keith et.al, 1993). Borden (1997) has identified four factors: internal communication, external communication, membership, and goal setting.

Borden & Perkins (1999) identified and defined the following factors in the development of a easy self appraisal tool. This tool can be used by groups to stimulate seminar after self rating the collaborative endeavor for each key area. It can also contribute an summary of the key factors valuable for success in a collaborative project.

• communication - clear and open with an established process.

• Sustainability - there is a plan for sustaining participation and resources throughout the task together with guidelines in regards to the replacement of members.

• study and appraisal - a needs appraisal has been conducted, goals are clear and there are measurement processes in place to obtain data and tell those goals.

• Political climate - there exists unavoidable history and environment surrounding power and decision making. Political climate may be within the group as a whole, systems within the group or networks of people;

• Resources - there is access to the required resources. Resources refer to four types of capital: environmental, in-kind, financial, and human;

• Catalysts - the collaboration was commenced due to the existence of problem(s) or the reason(s) for collaboration to exist required a overall approach;

• Policies/Laws/Regulations - the collaboration can function effectively under the existing policies, laws, and/or regulations or these can be altered or created

• History - the group has a history of working cooperatively and solving problems;

• Connectedness - members are connected and have established informal and formal communication networks at all levels;

• Leadership - there are leaders who promote, facilitates and sustain team building, and who can capitalise on diversity and individual, group and organizational strengths;

• Group development - this collaboration was mobilized to address leading issues. There is a communication system and formal facts channels that permit the exploration of issues, goals and objectives; and,

• comprehension Stakeholders - the collaboration understands the stakeholders, together with the people, cultures, values and habits.

Using the factors outlined above as a focus of seminar may sacrifice fragmentation within the group and move group conversation from generic seminar to focused dialogue leading to sound decision making, and action. Open and honest communication within the group can growth group effectiveness and commitment. It also assists with viewing issues and problems in a holistic manner. Open and honest communication within the collaboration and with stakeholders is valuable to success.

Another key area to be addressed is the setting of direction and focus for the collaboration. Ensuring a clear and understood direction and focus between all parties for a collaboration defines the purpose of the collaboration as what its members seek to create. Setting the direction and focus begins with establishing the vision, mission, values, and principles. Defining the outcome(s) further establishes identity and basic purpose. Activities also need to be aggregated to contribute value to the collaborative group and to stakeholders. Multiple activities with similar focuses can confuse. Task/role clarity can originate greater involvement, dialogue and understanding. Applying the range of factors above to the processes and contexts of the collaboration results in a greater shared comprehension of what the collaboration stands for, where it's going, the internal and external environment, and how it intends to make its outcomes a reality.

Collaboration as a Continuum Collaboration often means different things to different people, it is useful to think about collaboration as a continuum. Parties may consider themselves in relationships that vary from lower-intensity exchanges, in which the groups are more independent, to higher-intensity relationships, in which they are more interdependent. In one model (Kaplan, 1991), these differences in intensity are reflected in four Base terms: networking, cooperation, coordination, and collaboration.

Networking Cooperation Coordination Collaboration Lower-intensity' Higher-intensity Independence' Interdependence

1. Networking Organizations have a networking connection when they replacement facts in order to help each society do a best job.
2. Coordination Organizations have a coordinating connection when they modify their activities so that together, they contribute best services to their constituents.
3. Cooperation When organizations cooperate, they not only share facts and make adjustments in their services - they share resources to help each other do a best job.
4. Collaboration In a collaborative relationship, organizations help each other develop or improve their capacities to do their jobs. (Axner, 2007)

Trust and Collaboration The development of trust in nurturing collaborative relationships is a vital skill for leaders (Tschannen-Moran, 2001). Trust is built on perception and history. How our motives and activities are perceived determines if others will trust us. If we trust, we share. If not, we don't. How other's comprehend us is their reality -outside of our own motives. If we are perceived as promoting our own agenda or trying to originate our own "empire", others are reluctant to become involved and to share. This applies to organizations and individuals.

Affect- based trust are feelings of emotional involvement and sincere caring for each others welfare. Cognition-based trust is the belief that others are competent and responsible. Both of these forms of trust are the foundations for collaboration in organisations (McAllister, 1995). Interpersonal trust is also viewed as a key to facilitating and enabling coordinated public interactions (Coleman, 1988).

Learning to Lead Collaboration population can tend not to collaborate, this may be caused by issues of understanding, time, our work environments or politics. Collaboration is a relatively new plan and is unfamiliar to many people. We were taught in school to compete and that the world is survival of the fittest. Collaboration can seem to run contrary to what we were taught to do and be. If population are used to looking knowledge as a scarce reserved supply (and straight through rights of knowledge it can originate increased power for the personel or group) population may be less inclined to engage in open idea replacement and collaboration.

Innovation needs to occur in an environment of experimentation. However, if innovative ideas are to be effective, they need some buildings to allow for consistency. The environment should bring up both innovation and standardization.

Politics and bureaucracy also need to be addressed and understood within the organisational context and the context of the collaborative effort. Good ideas aren't all the time the ones that are implemented. Ideas that are connected to the right population in the right positions can often gain acceptance speedily and easily. Who has power? work on on key decisions sometimes rests surface of formal processes. Sometimes, population on the "outside" have a profound impact on key decision makers. Ignoring other stakeholders can sink new ideas and innovations.

Tools for Collaboration The It manufactures has recognised that collaboration and public networking is the way of the future and there is a strong move to originate products which seek to improve productivity by virtualizing communications and firm processes. population and organisations are looking at ways to connect with each other virtually and Web 2.0 products are being designed to fill those needs. Any way we already have easy access to tools such as video and tele conferencing, chat, bulletin boards and email - easy tools which enable groups to communicate. Many tools are facilely available as open source software or at low cost making them accessible to all sectors. There are also more industrialized products such as obtain instant messaging, screen sharing and other groupware tools. These types of tools enable geographically dispersed teams to come together for virtual meetings allowing for time and cost savings, less travel, and improved communications flow.

Conclusion Trust, collaboration, sharing, relaxation of ideas, are expressions of belief systems and culture. When we deliberate upon the role of collaboration in an organization, we are debating our views of how the organisation as a whole should be organized, power distributed, diversity allowed, and decisions made. Collaboration reflects a point of view: that by working together partners, formal or informal, can bring different perspectives to bear to solve a qoute and bring about change. In order for collaboration to occur successfully within an organisation there needs to be a supportive culture and work environment, encouragement from senior managers and a rewards system which reflects the importance of collaborative practices. For collaboration to be flourishing between organisations there must be clarity, direction and dialogue.

Resources For more facts about collaborative software go to http://en.wikipedia.org/wiki/Collaborative_software

References

Axner, M. 2007, Promoting Coordination, Cooperative Agreements, and Collaborative Agreements Among Agencies. The society Toolbox accessed 17/12/07 at [http://ctb.ku.edu/tools/en/sub_section_main_1229.htm]

Borden, L. M. 1997, society collaboration: When the whole is greater than the sum of parts. Unpublished doctoral dissertation, University of Illinois, Urbana-Champaign, Illinois. (Quoted in Borden & Perkins, 1999)

Borden, L.M & Perkins, D.F. 1999, Assessing Your Collaboration: A Self appraisal Tool. Journal of Extension, accessed 17/12/07 at http://www.joe.org/joe/1999april/tt1.html

Centre for Creative Leadership, 2007, What's Next? The 2007 Changing Nature of Leadership Survey, accessed 17/12/07 at http://www.ccl.org/leadership/pdf/research/WhatsNext.pdf

Coleman, J.S. 1988, public capital in the creation of human capital. American Journal of Sociology 94 (Supplement). 95-120.

Hogue, T. Perkins, D. Clark, R. Bergstrum, A. Slinski, M. & Associates, 1995, Collaboration framework: Addressing society capacity. Columbus, Oh: National Network for Collaboration.

Kagan, S. L. 1991, United we stand: Collaboration for childcare and early schooling services. New York: Teachers College Press, Columbia University, 1-3.

Keith, J. G., Perkins, D. F., Zhou, Z., Clifford, M. C., Gilmore, B., & Townsend, M. Z. 1993, construction and maintaining society coalitions on behalf of children, youth and families. Michigan Agricultural Experiment station study description (529). East Lansing, Mi: develop for Children, Youth, and Families.

McAllister, D.J. 1995, work on and cognition - based trust as foundations for interpersonal cooperation in organisations. Journal of Occupational and Organisational science of mind Journal, 38: 24-59

Tschannen-Moran, M. 2001, Collaboration and the need for trust, Journal of Educational Administration, Vol. 39 Iss. 4.

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