Facilitating collaboration

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Transcript of Facilitating collaboration

Collaborative leadership and collaborative thuggery

Facilitating collaboration dilemmas and paradoxCarol Sherriff CPF

What type of collaboration do you/might you facilitate?Join with two or three other people and share your experience

All collaboration is relational

Relationships between companies begin, grow, and developor failmuch like relationships between people.

Rosabeth Moss KanterErnest L. Arbuckle professor of business at Harvard Business School. She is also director and chair of the Harvard University Advanced Leadership Initiative.

Meeting and getting attached

Love at first sight? Attraction? Two organisations meet, are attracted, and explore their compatibility. Relationship becomes serious. They meet the family, draw up plans and close the deal.

Engagement and partnership

In phase three, the newly partnered companies, like couples setting up housekeeping, discover they have different ideas about how the business should operate. In phase four, the partners devise mechanisms for bridging those differences and develop techniques for getting along or.

Long term relationship

Each organisation discovers that it has changed internally as a result of its accommodation to the ongoing collaboration..they part company.

Facilitator as relationship counsellor

Facilitators often call in at the start of a relationship like a friend when the parties do not know each otherOr at times of problems, challenges and troubleThese are often the points at which the relationship is changingHelpful for facilitators to diagnose the stage of the relationship

Paradoxes and dilemmasCollaboration and competition similarity makes collaboration easier but the organisations are more likely to be competitors, difference makes collaboration more challenging but there is less competitionProtection and Integration - Give things up and hold onto themCollaborative leadership and collaborative thug we are the good guys and the bad guys

The Theory and Practice of Collaborative Advantage by C. Huxham and S. Vangen, Routledge 2005.

Collaborative leader/Collaborative Thug? Research by Huxham and Vangen finds that leading successful collaboration requiresthe spirit of collaboration. Activities of this sort are highly facilitative and are concerned with embracing, empowering, involving and mobilizing members. However, the same people are also engaged in activities that, on the face of it, are much less collaborative. Many of them are adept at manipulating agendas and playing the politics. We have characterized these kinds of activities as being towards collaborative thuggerythose who lead (collaborative ventures) more successfully seem to operate from both perspectives the spirit of collaboration and towards collaborative thuggery and to switch between them, often carrying out both types of leadership in the same act. What is your experience?

What should facilitators do when called in to a collaborative partnershipDiagnose the stage of the relationship, what are likely to be the benefits and the challenges?Introduce the collaborative partners to the paradoxes and dilemmas they are likely to faceChoose appropriate facilitation techniquesSolution focusIn your shoesConsensus buildingConflict resolution

The collaborative journey

SourcesKanter, R. M. (1994) "Collaborative Advantage: The Art of Alliances." Harvard Business Review, June 1994Huxham, C. and Vangen, S., (2005) The Theory and Practice of Collaborative Advantage by C. Huxham and S. Vangen, Routledge.