By Ben Emmens
When collaboration works, the consequences should be breath-taking! however it doesn’t regularly bring on its capability. Collaboration has been outlined as "an unnatural act practiced through non-consenting adults". and infrequently that’s precisely what it's! a few collaboration might be painfully tough with the outcome that difficulties are both missed or smoothed over until eventually the collaboration falters or disintegrates, or self-interest and private agendas take over and clash speedy arises.
Collaboration and partnerships paintings good within the relief quarter simply because they must – not anyone physique has the assets to unravel great difficulties all alone. enterprise frequently sees some great benefits of collaboratively sharing bills with no absolutely spotting the shift in frame of mind that's required to take managers with a “winner takes all” worldview and get them appearing successfully in a win-win world.
Part of the answer lies in bringing recognition to the place of work and constructing it as a center competence. A wide awake method of company relationships, making plans, and supply can allow contributors and enterprises to really take into consideration what they're doing, make alterations the place wanted, and develop into more advantageous. it's a relatively powerful manner of handling the a number of and infrequently conflicting stakeholder targets inherent in any collaborative undertaking.
The writer attracts on his event within the relief area and with non-profit businesses to explain the construction blocks that underpin winning collaboration, and conjures up us to re-think the way in which we interact, for good.
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Extra info for Conscious Collaboration: Re-Thinking The Way We Work Together, For Good
30 Conscious Collaboration for example issues relating to participation, control, infighting, ensuring the right people are engaged, technology and drifting away from the original vision. What Are the Ingredients? This whole book is about what it takes to collaborate, or more accurately how we collaborate. To that end, each chapter identifies something of what it takes, whether it be attitude, mindset, behavior, resources, a vision or goal, a clear set of outcomes or a robust needs assessment based on sound stakeholder mapping.
15 and 16. For Reflection As you ponder whether you are at a ‘junction moment’—whether or not to collaborate—why not take a few moments to reflect: • What are the outcomes you seek? • What options are open to you? • Who are your—or your organization’s—key stakeholders, and what role will they play in achieving the outcomes you seek? org (accessed October 1, 2015). ’ © The Editor(s) (if applicable) and The Author(s) 2016 B. 1057/978-1-137-53805-5_3 23 24 Conscious Collaboration Introduction Like many who studied collaboration and partnerships, I’ve often wondered whether humans are hardwired to collaborate.
That’s the 64-million-dollar question! What are the indications that we should be exploring collaboration as an option? Perhaps we are stuck, lacking fresh ideas or creativity. Much will depend on the nature of our challenge and the outcome we seek—if we find ourselves in uncharted territory or facing an insurmountable problem, the chances are we need to think laterally and identify individuals or organizations that can help us achieve a breakthrough. That’s the origin of some of the design thinking processes pioneered by organizations such as IDEO.