copyright © 2008 allan r. cohen. all rights reserved. increasing collaboration allan r. cohen...

Copyright © 2008 Allan R. Cohen. All rights reserved.

Increasing Collaboration

Allan R. Cohen

Babson College

Edward A. Madden Distinguished Professor of Global Leadership


Collaboration In An Interdependent World

• Who needs collaboration?

• Potential benefits

– Solve problems one unit cannot solve alone– Innovation– Identify and pursue untapped opportunities– Leverage scarce resources– Best possible decisions when solution not obvious– Can consider ‘clients’ first, not own areas/orgs– Pride about working with smart, competent colleagues


Collaboration a Necessity

Single organization

• All large organizations are matrix-ed, whether formally or not;

legitimate competing and common interests

• Even “completely autonomous” units have a connection, through

reputation (and maybe finances)

• Potential and/or efficiency


Collaboration a Necessity (cont.)

Multi-institutional Society

• Complex issues; Many things can’t be done alone

• Dispersed expertise

• Larger dreams


An Example of Collaboration in “Impossible” Circumstances

• Three colleges: Babson, Wellesley, Olin

• Babson, Olin adjacent; Wellesley 1 mile away

• Many attempts to collaborate -- mostly failed


Early Conceptual attempt

• Statement of intent between Babson College and the Franklin W. Olin Foundation on behalf of the proposed Franklin W. Olin College of Engineering

It is our intent to collaborate in every way while maintaining two separate institutions with different degree programs but comparable philosophies. Both institutions are dedicated to pedagogy that is holistic, integrated, and innovative. Their academic programs will focus on the nexus of theory, practice and conceptualization, with curricula that are applied, field-based, global and ethical. Collaboration will encompass academic, co-curricular and administrative activities that enhance the educational excellence of both institutions.


Impossible (cont.)

• Recent Challenge: Can we get admissions benefits of University without downsides?

• 3 Presidents co-teach, like each other; Top down won’t work, but start doing a few things


Impossible (cont.)

Some results:

• Common calendar 2/3, (other 1 week off)• Interchange dining halls, bus service, students to West Point for

leadership learning• Grand Challenge day, Paul Romer Smart Cities Project with students

all 3 schools• Perceived big opportunity in Sustainability: Wellesley environmental

sciences, Olin technology, Babson entrepreneurship• Babson president agreed to find donor (from Babson pool!)


Impossible (cont.)

• 3 college coordinator, 3 yr rotating position. Ideas/proposals to coordinator for help

• Mutual Governance: Olin and Babson president on other’s board, Babson president presents at Wellesley trustees mtg., etc.

• Babson summer venture program, Olin run; Acting Olin provost, a Babson faculty member

• Dining flexibility fiasco, recovery. “Don’t kill the deal”

• Babson president: “No master plan, don’t know what it will look like, learning as we go”


Lessons• All parties have to win, perceive it for them• Top down forcing doesn’t work; leadership needed for support, some

initiative• Relatively equal power required

• Early (even small) wins important; persistence

• Symbolic self-sacrifice as reinforcer

• Interpersonal liking matters; increases with interaction

• Co-location where possible

• Respect for unique strengths/contributions

• Openness to admitting mistakes, learning

• Sense of humor


• What makes collaborations succeed

or fail?

– Structure

– Systems/Processes

– Relationships/Culture

– Leadership Behaviors

Collaboration In An Interdependent World (Cont’d)


Structural Barriers

• Separate -- if not conflicting -- goals, tasks, rewards, budgets

• Diverse, even opposed stakeholders

• No common leadership, or far away

• Differing locations restricting interactions


Systems/Processes

• Communication

– Opportunity-to-know, not need-to-know

– Access

– Meetings, including virtual teams

• “Groupware” for connection

• Training and education

• Escalation system; when, how


Relationships/Culture

The intangible qualities that define how things work

Automatic assumptions about how things are supposed to work

– History shaping attitudes (e.g., “the Feds”)

– Basically collaborative or competitive?

– Only own responsibilities matter, or overall good matters? (insurance co example)

– Open or insular?

– Aspirations great or modest?

– Deadlines critical or not?

– Who can say no, yes?


Leadership Behaviors Required

• Dual Citizenship

– Focused Organizational Attention on strategic goals

– Balance between unit and overall goals

– Balance operational excellence with innovation, and with organization capacity building

– Knowledge of how to execute partnerships and acquisitions, work across cultural boundaries and lead cross-boundary project teams

– Enough self-confidence to share spotlight, credit


Leadership Behaviors Required (Cont.)

• Balancing all the organizational elements to sustain alignment of organization with strategy

• Two-way influence

• Understanding and acceptance of accountability that never goes away, despite less control

• Fair fighting

• Integrity


Influence, the Critical SkillInfluence, the Critical Skill


The Secret Of The Universe In Six Words

Everyone Expects To Be Paid BackEveryone Expects To Be Paid Back


Cohen-Bradford Influence without Authority Model

• Make exchanges that create “win-win” results

• Exchange goods and services (currencies)

• Use reciprocity to make exchanges


The Cohen-Bradford IWA Model

Clarify your goals and priorities

Identify relevant currencies,

theirs, yours

Dealing with relationships

Diagnose the world of the other person

Influence through give

and take

Assume all are potential allies

© 2004 A. Cohen and D. Bradford


Types Of Currencies

• Inspiration-related

• Task-related

• Position-related

• Relationship-related

• Personal


Inspiration-Related Currencies

• Vision

• Excellence

• Moral/ethical correctness


Task-Related Currencies

• Resources

• Assistance

• Cooperation

• Information

• Challenge/learning


Position-Related Currencies

• Advancement

• Recognition

• Visibility

• Reputation

• Importance/insiderness

• Network/contacts


Relationship-Related Currencies

• Acceptance/inclusion

• Personal support

• Understanding


Personal Currencies

• Self-concept

• Ownership/involvement

• Gratitude


How to Read Others’ Currencies

• Start: Tune in, don’t argue back

• Listen closely to their language

-What they say is important to them

-Speeches, presentations, written messages

-Their metaphors and images

• Observe their offices, artifacts, dress

• Ask

• Diagnose the forces acting on them, their “world”


Contextual ForcesThat Shape Behavior Along With Personality

Peer Expectations

Organization’sCulture

Unit culture

Education

History of career: • In organization• Outside organization• Many or few different positions?• High potential, contented, dead-ended?

Nature of RequiredTasks: • Repetitive, variety, creative? • Initiates or is initiated on?• High external interaction? • High interaction within unit?

Boss’s expectations

How Person is Measured, Rewarded

Major Events/ ForcesOutside the

Organization


Collaborative/Problem-Solving Approach

• Depersonalize the conflict

– Channel energies to solving problem rather than defeating the

other

• Accept goals, opinions, feelings of all parties as legitimate concerns

• Recognize that conflict can make a constructive contribution to relationships as well as to problem solution


Leadership Above and Below

• Listening, listening… and connecting

• Inviting and supporting initiative, not just demanding, ordering

• Use the levers you have (paying in others’ currencies)

• Actual new behavior needed, not just verbal assent

• Instant fixes unlikely

• Celebrating initiatives, early wins

• Expecting and enjoying surprises

• Living with uncertainty and ambiguity

Major Leadership Change Required

copyright © 2008 allan r. cohen. all rights reserved. increasing collaboration allan r. cohen...

Documents

collaboration allan

olin babson

cohen babson college

failed slide

babson pool

deal babson president

sense of humor slide

example of collaboration