Fostering a collaboration culture

One of the most insightful and helpful blogs about organisational change is provided by the Australian consulting firm Anecdote. In a recent post Shawn Callahan highlights the need for a collaboration culture and the role of leaders.

There are a relatively small set of things leaders do that affect culture:
  • What leaders pay attention to, measure, and control on a regular basis
  • How leaders react to critical incidents and organisational crises
  • How leaders allocate resources
  • Deliberate role modelling, teaching, and coaching
  • How leaders allocate rewards and status
  • How leaders recruit, select, promote, and excommunicate

The short-hand for this list is, “How do you get ahead around here?” And if you get ahead by working as a loner, shafting your team mates, taking the recognition when others were clearly a part of the success and having reward mechanisms that reward individual pursuits above all else, then your culture will be the antithesis of what's required for collaboration to flourish. So how do you turn it around?

Earlier Shawn wrote about the role of collaboration co-ordinators

The role of these co-ordinators - or whatever you may choose to call them - is:

  • ferreting out good collaboration practices and tools and keeping up-to-date with the field
  • finding situations in the organisation where better collaboration would make a difference to the quality of products and services, the speed of delivering these products and services to clients, and the ability to use a diversity of ideas and approaches to innovate
  • helping people learn and adopt collaboration practices and tools
  • collecting stories of how collaboration really works for the times you need to justify the role
  • connecting people and ideas so new collaborations might flourish
As Steve Dale says, It's the people who matter and one of things we should be examining in The Membership Project is the new style and new roles needed in future.
Blogged with the Flock Browser