A"ributes  of  Successful  Collabora2on  

Observa2ons  on  observable  a+ributes  of  successful  

collabora1ons  

Problem  Defini1on  

•  “What  problem  are  you  solving?”  •  Collabora2ons  are  an  opportunity  to  solve  a  problem,  or  a  challenge,  or  a  puzzle.  

•  These  are  opportuni2es  to  accomplish  together  what  we  can’t  do  alone.  

•  Take  the  2me  to  define  the  common  problem  to  solve  

•  Avoid  leaping  to  solu2ons  before  adequately  iden2fying  the  problem  

Problem  Defini1on  

•  In  sustained  collabora2ons  all  of  the  roles  represented  clearly  see  the  value.  

•  It  is  clearly  ar2culated  and  easily  communicated  to  others.  

Problem  Scope  

•  “What  can  we  realis2cally  accomplish?”    •  The  opportunity  must  be  is  scoped  appropriately:  

•  It  is  big  enough  to  require  collabora2on  .  .  .    •  .  .  .  yet  small  enough  to  actually  accomplish  the  objec2ve.  

•  Defining  the  problem  and  scoping  it  well  helps  define  the  limits  of  what  can  be  accomplished.  

Sponsorship  

•  Sustained  collabora2ons  benefit  from  execu2ve  sponsorship  

•  The  defined  problem  is  clear  and  sponsors  can  easily  get  behind  it  in  a  produc2ve  and  persistent  manner.  

•  While  not  a  guarantee,  sponsorship  will  be  helpful  in  weathering  organiza2onal  and  funding  storms  down  the  road.  

Champion(s)  

•  Successful  collabora2ons  have  one  or  more  public  champions  who  are  willing,  able,  and  eager  to  go  to  bat  for  your  collabora2on.  

•  Champions  can  be  found  in  campus  presidents,  provosts,  deans,  CIOs,  Librarians,  

•  technologists,  faculty,  corporate  and  industry  leaders.    

Structured  external  evalua1on  

•  sustained,  collabora2ons  benefit  from  external  reten2on  of  individual  or  agency  to  document  progress.  

•  Having  an  unbiased  eye  review  the  program  plan,  objec2ves,  and  scheduled  outcomes  can  provide  u2lity  during  and  aPer  the  program.  

•   Grant  funded  programs  benefit  from  scheduled  reports  and  can  inform  repor2ng.  

Path  towards  meaningful  inclusion  and  expansion  

•  Successful  collabora2ons  go  beyond  the  individual  and  the  immediate.  

•  When  thinking  through  problem  defini2on  and  scope,  include  the  means  to  create  a  conduit  to  present  the  work  through  case  studies,  ar2cles,  essays,  and  workshops.  

•  Build  this  poten2al  into  the  program  plan  and  schedule  the  resources  to  execute  a  communica2on  plan.  

Opera1onal  adaptability  

•  Sustained  collabora2ons  become  more  than  a  project  temporarily  layered  over  pre-­‐exis2ng  responsibili2es  of  an  individual.    

•  Sustained  collabora2ons  are  programma1c.  •  Sustained  collabora2ons  become  a  program  that  is  a  part  of  the  organiza2onal  DNA.    

Opera1onal  adaptability  

•  Projects  that  remain  isolated  to  a  personality,  or  are  persistently  separate  will  not  be  sustained.  

•  The  work  is  in  danger  of  being  deemed  a  distrac2on  rather  than  fundamental  and  programma2c.  

•  This  is  where  sponsorship  and  clearly  defined  problems  statements  come  into  play.  

Organiza1onal  capacity  

•  “Are  you  actually  organized  to  accomplish  this?”    

•  Inter-­‐ins2tu2onal  collabora2ons  are  frequently  ini2ated  in  a  flurry  of  enthusiasm.  

•  Before  commiWng  to  a  collabora2on,  review  the  problem  defini2on,  scope,  and  project  plan  to  iden2fy  required  organiza2onal  resources  and  departmental  rela2onships.  

Trust  and  vulnerability  

•  Collabora2ons  require  trust.  •  Collabora2on  requires  that  we  are  vulnerable  -­‐    and  that  requires  a  safe  environment  

•  Be  ready  to    – work  together  in  a  public  manner  – allow  others  to  work  collabora2vely  on  it  before  it  is  "polished"  to  your  sa2sfac2on  

– show  your  work  before  it  is  "finished”    

Transparent  technology  

•  Keep  technology  placed  appropriately:  Not  in  the  background  but  not  center  stage  either.  

•  Technology  tools  change  quickly.  Don’t  make  it  about  the  tools.  

•  Be  cau2ous  about  leaping  to  a  technology  solu2on  before  you  have  fully  defined  the  problem.  

•  Don’t  get  stuck  because  you  commi"ed  to  a  technical  solu2on  to  a  pedagogical  problem.