Collaborative Cultures-Grow Your Own

A quick note that this fourth in the series will be the final in the series. As mentioned earlier, the way I perceived this in the beginning shifted as so many things do over time. Possibly because I am constantly seeking new information and talking to other people on these topics such a shift is inevitable.

In the last post we looked at the key skills for collaborative success:

• Accountability
• 360 Communications
• Emotional Intelligence
• Change Resilient
• (Servant) Leadership
• Self-motivated
• Problem solving/critical thinking
• Continuous learning and knowledge sharing

And took into consideration that companies that were created within the last fifteen years tend to be less hierarchical, have greater flexibility and understand the power of collaboration more so than organizations that have been operating for a longer period.


Learning Organizations-Matters More Than Ever

The concept of the Learning Organization is not new and many businesses have implemented some form of internal learning practices. Becoming a learning organization in a more substantial way is a basic need to 'growing' a collaborative culture in an existing organization. If you are not familiar with Peter Senge's work, reading his books and articles is an excellent place to start to understand what components make up a learning organization.

Establishing mentoring and peer coaching programs are excellent resources to get started with. Bringing people together in these forums offers excellent opportunities to build solid working relationships. Encouraging cross-functional mentoring pairings and peer coaching groups will create the basis for a collaborative culture. While some formal structure is needed to ensure these programs get traction, maintaining as much flexibility as possible and allowing for groups to develop their own operating codes offers a micro learning environment as they identify and resolve problems in the process.

Mentoring and Peer Coaching programs help to reduce the unwanted effects of silos, build bridges across functional teams, clears the way to mitigate the 'reporting up' issues often found in hierarchies. Ultimately this allows employees to focus outward on the customer rather than inward on meeting the needs of management. Dave Gray writes an eloquent book, "The Connected Company" that offers illumination to this concept.

Imagine that your employees focus is on meeting the needs of customers!

Cross-Functional Teams and Collaborative Cultures

Cross-functional teams are an excellent way to maximize the skills to be found across the organization for project work. Cross-functional teams can also be defined to oversee and manage organizational needs that require diverse skills thus improving administrative and customer service efficiencies. The surge in product launches for internal social network tools has captured the interest of some of the larger technical vendors as we see frequent purchases of applications to help round out the current offerings of these vendors.

Team effectiveness has been the topic and focus of many management interventions prior to and during the Knowledge Era, much of it based on research with some innovation applied when introduced to an organization. Bruce Tuckman (1965) became known for his “Forming-Storming-Norming-Performing” theory of how teams form and manage, which is still a reasonable framework to start with. There are several other similar team related formulas and we need to move beyond theory and into application. For the Digital Era, collaboration becomes a more critical skill, as the concept of ‘social’ business encompasses not only the integration of social tools but better supports multi-generational workforces.

In order to understand why some skills, such as those related to collaboration, require a fresh look in the Digital Era we need to first consider the difference between a team that collaborates and a collaborative culture.

First, consider ‘branding’ as it used to relate to the organization but not the people that work for the organization. Now, in the Digital Era with the proliferation of social networks being used for job and candidate searches, a gradual shift from employee to free agent and the change from considering one or two workplaces for an entire career to multiple workplace changes frequently throughout a career, branding is now something that we are asked to do on a very personal level. Our brand is something we take with us from employer to employer or throughout multiple contracts. This change in workplace norms has in conjunction with the growing use of social network tools also started a shift in organizational cultures. A business, such as Zappos that has been in business for less than fifteen (15) years will likely already have a culture that is suited to the concept of social business and have a collaborative culture. Organizations that have been in business for longer than that may find that more attention needs to be paid to how ready they are for this. Now we have an organization populated by a myriad of people with personal brands that all must work together to achieve the overall goals of the organization.

Team members can learn to work collaboratively on any given project in which the outcome is shared and each member is responsible for the success of the project. When the project is completed they may join another project team or return to a specific position in the organization. These days we want the skills used in those project teams to be continuously employed when the project is over.
The skills used in this context are key to establishing a collaborative culture within an organization though they do require that members of the organization develop a higher level of these skills than may be required for relatively independent teams. We are used to seeing in management literature that the organization’s leader must create the vision and communication shared goals to the rest of the people in the organization. A collaborative culture will have shared goals as well but accountability for reaching those goals will be more widely distributed that in a siloed organization.

It is also important to define when collaboration is the best approach to problem solving or project management and when collaboration needs to be set aside. A failure to be clear on this in an organization can lead to a sluggish response when a quick action is required.

The key skills for collaborative success:

• Accountability
• 360 Communications
• Emotional Intelligence
• Change Resilient
• (Servant) Leadership
• Self-motivated
• Problem solving/critical thinking
• Continuous learning and knowledge sharing

With these skills in place and continuously upgraded an organization can benefit from the experience and knowledge of multiple generations, efficiently co-ordinate the skills of cross-functional teams and maximize the value of social tools. This will create a customer experience that sets the organization apart from others in the market.

When should collaboration be set aside? How clear is that in your organization and how quick is the response when needed? Can you think of other skills that are important to collaboration?