Leaders should identify shared visions and acknowledge how teams formed working relationships to make those visions a reality. Oh, interesting. When people share the same purpose, collaboration happens almost naturally.
But effective collaboration does require some organization. And even the most collaborative environment will find room for cooperation too. One way to go about making this happen is to sit down with other teams regularly to find intersections where collaborating makes sense. At Jostle, teams are always getting together in conference rooms to give status reports, express pain points, and figure out how we can help each other achieve shared goals. We've all made it part of our collaborative process to always be exploring the ways we intersect with other teams.
On top of that, sharing information is crucial, for both the process and the articulation of shared purpose. Finding complementary skills between teams is one more way to build the connections necessary for collaboration.
Focus on people whose combined skills can handle shared projects and start to build relationships from that. Think of this as exploring a potential partnership that bridges the departmental divide hopefully taking down any silos with it. Collaboration and cooperation are not at odds with each other. And although this article focuses more on collaboration, I want to be clear that these two are often occurring in tandem, depending on the stakeholders involved.
A collaborative environment is also simultaneously a cooperative environment. Read more by Corey Moseley. Jostle Corporation is the creator of a new kind of employee intranet. Find out more at www. Destroyable vs. Aboriginal vs. Coelomate vs. Ocean vs. Judge vs. Flag vs. Forbear vs. Awesomely vs. Fat vs. Sonhood vs. Ricochet vs. Channel vs. Trending Comparisons. Mandate vs. Ivermectin vs. Skinwalker vs. Socialism vs. Man vs. Supersonic vs. Gazelle vs. Jem vs. Mouse vs. You vs. Lubuntu vs. Virtual vs.
Featured Comparisons Guidence vs. Togather vs. This Blog Salon is, in part, about partnerships and engagement. But are we all talking about the same thing? I once had it explained to me that there is a continuum of engagement that includes, in order: affiliations, collaborations, partnerships, and mergers. Moving from left to right each becomes more involved depending on the risk and resource contribution each party makes.
So an affiliation requires the least amounts of risk and resources and a merger requires the most. In a collaboration, each operates independently and has complete control over the individual resources they bring to the table.
In a partnership, however, there is more of a co-mingling of resources and a separate structure is developed to oversee or manage the engagement. Sometimes what starts out as a collaboration becomes a partnership. Expectations are a key factor in any relationship. Are both parties expecting a partnership or is one really thinking affiliation and the other collaboration?
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