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Collaborating Across Organizational Collaborating Across Organizational Boundaries:Boundaries: It’s No Longer OptionalIt’s No Longer Optional

Russ LindenRuss LindenRuss Linden & AssociatesRuss Linden & Associates

www.russlinden.com; russlinden@earthlink.net

““You have to learn to manage in situations where you don’t have command authority, You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change.” where you are neither controlled nor controlling. That is the fundamental change.”

-- Peter Drucker, management theorist, on the key leadership challenge of the future. -- Peter Drucker, management theorist, on the key leadership challenge of the future.

““You have to learn to manage in situations where you don’t have command authority, You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change.” where you are neither controlled nor controlling. That is the fundamental change.”

-- Peter Drucker, management theorist, on the key leadership challenge of the future. -- Peter Drucker, management theorist, on the key leadership challenge of the future.

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Russ Linden is a management educator and author who specializes in organizational change methods. Since 1980, he Russ Linden is a management educator and author who specializes in organizational change methods. Since 1980, he has helped government, non-profit and private-sector organizations develop leadership, foster innovation, and has helped government, non-profit and private-sector organizations develop leadership, foster innovation, and improve organizational performance. He is an adjunct faculty member at the University of Virginia and the improve organizational performance. He is an adjunct faculty member at the University of Virginia and the Federal Executive Institute. He writes a column on management innovations for Federal Executive Institute. He writes a column on management innovations for Management InsightsManagement Insights, an online , an online column sponsored by Harvard’s Kennedy School of Government and column sponsored by Harvard’s Kennedy School of Government and Governing MagazineGoverning Magazine. In 2003 he was the . In 2003 he was the Williams Distinguished Visiting Scholar at the State University of New York (Fredonia) School of Business.Williams Distinguished Visiting Scholar at the State University of New York (Fredonia) School of Business.

He has published numerous articles, and five books. His book He has published numerous articles, and five books. His book Seamless Government: A Practical Guide to Re-Seamless Government: A Practical Guide to Re-engineering in the Public Sectorengineering in the Public Sector (Jossey-Bass, 1994), was excerpted in the May, 1995 issue of (Jossey-Bass, 1994), was excerpted in the May, 1995 issue of Governing MagazineGoverning Magazine, , and has been translated into Chinese. His book and has been translated into Chinese. His book Working Across Boundaries: Making Collaboration Work in Working Across Boundaries: Making Collaboration Work in Government and Nonprofit OrganizationsGovernment and Nonprofit Organizations, is now in its 7th printing. It was a finalist for the best book on nonprofit , is now in its 7th printing. It was a finalist for the best book on nonprofit management in 2002 (awarded by the Alliance for Nonprofit Management). His most recent book, management in 2002 (awarded by the Alliance for Nonprofit Management). His most recent book, Leading Leading Across BoundariesAcross Boundaries, focuses on the leader’s role in promoting collaboration., focuses on the leader’s role in promoting collaboration.

His clients have included the National Geographic Society, several military and intelligence agencies, the Archdiocese His clients have included the National Geographic Society, several military and intelligence agencies, the Archdiocese of Washington, D.C., a partnership of the Forest Service and Bureau of Land Management, Drug Enforcement of Washington, D.C., a partnership of the Forest Service and Bureau of Land Management, Drug Enforcement Administration, National Parks Service, U.S. Departments of State, Treasury, Interior, HHS and Education, one Administration, National Parks Service, U.S. Departments of State, Treasury, Interior, HHS and Education, one member of Congress, one governor, two state attorneys general and over four dozen state and local government member of Congress, one governor, two state attorneys general and over four dozen state and local government agencies. He’s also worked with several non-profit agencies in the U.S. and Israel. agencies. He’s also worked with several non-profit agencies in the U.S. and Israel.

Before beginning his full-time practice, Russ was a Senior Faculty Member at the Federal Executive Institute. He Before beginning his full-time practice, Russ was a Senior Faculty Member at the Federal Executive Institute. He served as the Director of Executive Programs at the University of Virginia's Center for Public Service, taught at served as the Director of Executive Programs at the University of Virginia's Center for Public Service, taught at the UVa McIntire School of Commerce, and worked in the human services field for 10 years. His volunteer the UVa McIntire School of Commerce, and worked in the human services field for 10 years. His volunteer commitments include scholarship programs that help low-income youth afford college. Russ Linden's bachelor's commitments include scholarship programs that help low-income youth afford college. Russ Linden's bachelor's and master's degrees are from the University of Michigan. His Ph.D. is from the University of Virginia. He and and master's degrees are from the University of Michigan. His Ph.D. is from the University of Virginia. He and his wife have two adult children. They live in Charlottesville, VA. For more, see his web site: his wife have two adult children. They live in Charlottesville, VA. For more, see his web site: www.russlinden.comwww.russlinden.com..

About Russ LindenAbout Russ Linden

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Why this topic?Why this topic?

Why I’m passionate about collaboration…Why I’m passionate about collaboration…

What prompted you to take this course?What prompted you to take this course?

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Collaboration – The Walls AreCollaboration – The Walls Are Crumbling:Crumbling:

• Between agenciesBetween agencies

• In academiaIn academia

• Using social networks to foster information Using social networks to foster information sharing and collaboration.sharing and collaboration.

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Intellipedia: Removing walls between Intellipedia: Removing walls between intelligence agenciesintelligence agencies

• ““Intellipedia,” created in ’05, based on the Wikipedia model: Intellipedia,” created in ’05, based on the Wikipedia model: a self-a self-governing system written/edited by consumersgoverning system written/edited by consumers

• Like Google, it offers a way to show which postings are Like Google, it offers a way to show which postings are most most used and cited used and cited

• Anyone with appropriate security clearance can post Anyone with appropriate security clearance can post entries, add information and opinions entries, add information and opinions

• This is peer-based evaluation: if a fact or opinion strikes a This is peer-based evaluation: if a fact or opinion strikes a cord cord with enough analysts, it’s widely read with enough analysts, it’s widely read

• Intellipedia contributors are not anonymous; Intellipedia contributors are not anonymous;

errors occur, but contributors are accountableerrors occur, but contributors are accountable

• For more: “Open-Source Spying,” by Clive Thompson. For more: “Open-Source Spying,” by Clive Thompson. New York Times MagazineNew York Times Magazine, 12/3/06, 12/3/06

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IntellipediaIntellipedia

• Some advantages: speed; ease of idea exchange; Some advantages: speed; ease of idea exchange; younger younger analysts can offer input; analysts find others analysts can offer input; analysts find others with with similar interests; chance to spot patterns earliersimilar interests; chance to spot patterns earlier

• Caveats: it’s not official IC opinion; it lacks the rigor of a Caveats: it’s not official IC opinion; it lacks the rigor of a formal review process; and security concernsformal review process; and security concerns

• Many young analysts are comfortable with this system – Many young analysts are comfortable with this system – they’re “digital natives,” idea exchange is their they’re “digital natives,” idea exchange is their norm. Older ones face a cultural sea changenorm. Older ones face a cultural sea change

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Removing walls in academiaRemoving walls in academia

For 100 years medical education was delivered through lectures; students regurgitated facts on exams. For 100 years medical education was delivered through lectures; students regurgitated facts on exams.

The emphasis was on individual student learning; the tradition was “one patient, one doctor.”The emphasis was on individual student learning; the tradition was “one patient, one doctor.”

The model is changing. Two of the reasons: The model is changing. Two of the reasons:

1.1. About half of all medical knowledge becomes obsolete every About half of all medical knowledge becomes obsolete every five years, andfive years, and

2. An increasing amount of medical care is handled by teams.2. An increasing amount of medical care is handled by teams.

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Removing walls in academiaRemoving walls in academia

Today students learn in teams. The emerging medical model: “one patient, one doctor, and a team.”Today students learn in teams. The emerging medical model: “one patient, one doctor, and a team.”

From: “Adjusting the Prescription,” in From: “Adjusting the Prescription,” in The University of Virginia MagazineThe University of Virginia Magazine , Spring, 2011., Spring, 2011.

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Using social networks to help people collaborateUsing social networks to help people collaborateUsing social networks to help people collaborateUsing social networks to help people collaborate

““Facebook Cements No. 1 Status”Facebook Cements No. 1 Status”

-- headline in Washington Post, 12/31/’10-- headline in Washington Post, 12/31/’10

• Facebook was the most visited website in 2010.Facebook was the most visited website in 2010.

• Americans spent almost 23% of their online time using social Americans spent almost 23% of their online time using social networks in 2010 (more than any other Internet activity).networks in 2010 (more than any other Internet activity).

• ““We’re moving from a Google-centric Web to a people-centric We’re moving from a Google-centric Web to a people-centric Web,” noted one media analyst.Web,” noted one media analyst.

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Collaboration – The need is apparent at the Collaboration – The need is apparent at the organizational level:organizational level:

• Lack of resources to do it ourselvesLack of resources to do it ourselves

• Highly complex problems that require multiple Highly complex problems that require multiple skill sets and mindsetsskill sets and mindsets

• Create more integrated product for customersCreate more integrated product for customers

• Learn from othersLearn from others

• Grow your network Grow your network

• Improved mission accomplishmentImproved mission accomplishment

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But collaboration can be very difficult: But collaboration can be very difficult: The National Park ServiceThe National Park Service

• NPS mission includes preserving resources in our nat’l parksNPS mission includes preserving resources in our nat’l parks• Its leadership emphasizes the use of partnershipsIts leadership emphasizes the use of partnerships• Major partnership opportunity: MaintenanceMajor partnership opportunity: Maintenance• Maintenance function very large: sometimes ½ of a park’s FTEMaintenance function very large: sometimes ½ of a park’s FTE• Maintenance staff may work in same park entire careerMaintenance staff may work in same park entire career• Pay not high, but great pride in their workPay not high, but great pride in their work• Often understaffedOften understaffed

• The issue: How help maintenance staff get comfortable working The issue: How help maintenance staff get comfortable working with volunteer partners, to maintain parks?with volunteer partners, to maintain parks?

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The National Park ServiceThe National Park Service

Superintendents offer many incentives to partner:Superintendents offer many incentives to partner:

• Volunteers eager to help, will do workVolunteers eager to help, will do work

maintenance doesn’t have time for maintenance doesn’t have time for • They’ll do low-skill work, free up maintenance They’ll do low-skill work, free up maintenance

for higher skill, more interesting tasksfor higher skill, more interesting tasks• They’ll spot unmet needsThey’ll spot unmet needs• Volunteer partners increase public support for parksVolunteer partners increase public support for parks• Working with volunteers gives maint. staff good experience that Working with volunteers gives maint. staff good experience that

enhances their careersenhances their careers• Forming partnerships is one of the agency’s prioritiesForming partnerships is one of the agency’s priorities

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The National Park ServiceThe National Park Service

Maintenance staff know that their superintendents want Maintenance staff know that their superintendents want them to welcome and work with the volunteer partners, them to welcome and work with the volunteer partners, but many oppose it.but many oppose it.

Why?Why?

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The hurdles are apparentThe hurdles are apparent

Hurdles toCollaboration

Lack of trust amongLack of trust amongprincipalsprincipals

Fear of losing: control,Fear of losing: control,autonomy, quality,autonomy, quality,resourcesresources

Turf concerns,Turf concerns,and the “selfand the “selfserving bias”serving bias”

Great amount ofGreat amount oftime and efforttime and effort

requiredrequired

Narrow (“silo”)Narrow (“silo”)mentalitymentality

Different funding Different funding streams, measures, streams, measures, and/or goals among and/or goals among

the partnersthe partners

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Collaboration hurdles Collaboration hurdles

Hurdles toCollaboration

No perceived reward forNo perceived reward forindividuals/orgs. that individuals/orgs. that try to collaboratetry to collaborate

““PerversePerverseincentives”incentives”

The costs are bornThe costs are bornup front; benefitsup front; benefitsmay not appear for yearsmay not appear for years

Different org.Different org.culturescultures

Lack of leaders’Lack of leaders’supportsupport

Concern that the Concern that the exchange between exchange between

partners won’t be partners won’t be reciprocalreciprocal

“Almost nothing about the bureaucratic ethos makes it hospitable tointeragency collaboration.” -- Prof. Eugene Bardach“Almost nothing about the bureaucratic ethos makes it hospitable tointeragency collaboration.” -- Prof. Eugene Bardach

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Another kind of hurdleAnother kind of hurdle

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And another …And another …

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Collaboration in your agencyCollaboration in your agency

Which collaboration hurdles need to come down in Which collaboration hurdles need to come down in your agency?your agency?

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Four people need to cross a bridge. It’s the dead of night, there’s no light, Four people need to cross a bridge. It’s the dead of night, there’s no light, and there is a man-eating shark in the water, so swimming isn’t an and there is a man-eating shark in the water, so swimming isn’t an option. They must take the bridge to get across.option. They must take the bridge to get across.

Their goal: Get across the bridge as quickly as possible!!Their goal: Get across the bridge as quickly as possible!!

Here are the constraints:Here are the constraints:

• The group has only one flashlight, it lights up one half of the The group has only one flashlight, it lights up one half of the bridge, they can’t make it across safely without it. bridge, they can’t make it across safely without it.

• The bridge can only handle the weight of 2 people at a time. The bridge can only handle the weight of 2 people at a time. • Once someone crosses the bridge with the flashlight, it can’t be Once someone crosses the bridge with the flashlight, it can’t be

thrown back to the other side. Someone must walk it back.thrown back to the other side. Someone must walk it back.• The four people move at different speeds. It takes each this long The four people move at different speeds. It takes each this long to to

cross the bridge:cross the bridge:

Mary: 1 min. Al: 2 mins. Bob: 5 mins. Carol: 10 mins.Mary: 1 min. Al: 2 mins. Bob: 5 mins. Carol: 10 mins.

ExerciseExercise

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ExerciseExercise

Their goal: Get across the bridge as quickly as possible!!

Mary: 1 minute Al: 2 minutes Bob: 5 minutes Carol: 10 minutes

Question: What is the shortest time for all four to cross?Question: What is the shortest time for all four to cross?

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Collaboration requires a collaborative mindsetCollaboration requires a collaborative mindsetCollaboration requires a collaborative mindsetCollaboration requires a collaborative mindset

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Hockey great Wayne Gretsky was asked how he performed at such a high level (he wasn’t very big, wasn’t the Hockey great Wayne Gretsky was asked how he performed at such a high level (he wasn’t very big, wasn’t the fastest or most aggressive player on the ice by any means). He said:fastest or most aggressive player on the ice by any means). He said:

““I don’t skate to where the puck is, I skate to where I think the puck will be.”I don’t skate to where the puck is, I skate to where I think the puck will be.”

Wayne Gretsky had a different mindset.Wayne Gretsky had a different mindset.

That’s the collaborative mindset.That’s the collaborative mindset.

A collaborative mindsetA collaborative mindset

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Collaborative leaders need to: Collaborative leaders need to:

• Think Think creativelycreatively: Who are some non-traditional : Who are some non-traditional partners to involve? What are some new ways to partners to involve? What are some new ways to do this work?do this work?

• Think Think horizontallyhorizontally: who else can help with this project? : who else can help with this project? Who else needs to know about our work? What’s Who else needs to know about our work? What’s the larger the larger picture?picture?

• Think Think strategicallystrategically: where is the “puck” going to be? : where is the “puck” going to be? How do we position this project for success?How do we position this project for success?

That’s the collaborative mindset.That’s the collaborative mindset.

A collaborative mindsetA collaborative mindset

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Collaboration: Collaboration: What?What?

Two or more organizations (within one agency or Two or more organizations (within one agency or across agencies) with a common goal, sharing:across agencies) with a common goal, sharing:

• StaffStaff• Resources,Resources,• Decision making …Decision making …

and sharing ownership of the final product or and sharing ownership of the final product or service.service.

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Collaboration: one of a continuum of Collaboration: one of a continuum of approachesapproaches

Cooperating Coordinating Collaborating Integrating MergingCooperating Coordinating Collaborating Integrating Merging

Less formal / intensiveLess formal / intensive More formal / intensiveMore formal / intensive

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• Begun by Former Gov. Tom Ridge in 1996Begun by Former Gov. Tom Ridge in 1996

Collaboration example: JNETCollaboration example: JNET

• Goal: Enhanced pub. safety through access to agencies’ Goal: Enhanced pub. safety through access to agencies’ offender information and other criminal justice dataoffender information and other criminal justice data

• Two earlier efforts toward same goal failed due to low trust, Two earlier efforts toward same goal failed due to low trust, a top-down one-size-fits-all approach, & lack of fundinga top-down one-size-fits-all approach, & lack of funding

• Before JNET, these agencies couldn’t share electronic data; Before JNET, these agencies couldn’t share electronic data; took several days to get records, photos, warrants, etc. took several days to get records, photos, warrants, etc.

• A cop’s killing (by a convict with 6 aliases) spurred interest A cop’s killing (by a convict with 6 aliases) spurred interest

• JNET’s multiple capabilities include:JNET’s multiple capabilities include: – share offender informationshare offender information– access driver license informationaccess driver license information– access digital mug shotsaccess digital mug shots– exchange photo imagesexchange photo images– use secure emailuse secure email– access searchable on-line reference librariesaccess searchable on-line reference libraries

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• JNET uses open Internet and Web technologies and the JNET uses open Internet and Web technologies and the XML language to help agencies exchange information XML language to help agencies exchange information

JNET (cont)JNET (cont)

• Ridge provided $11M in funding, kept it a priorityRidge provided $11M in funding, kept it a priority

• Agencies control JNET through a 2-part governance Agencies control JNET through a 2-part governance structure: structure:

• Steering TeamSteering Team designed/developed the system; met weekly designed/developed the system; met weekly throughout the project (still meets to this day),throughout the project (still meets to this day),

• Executive CouncilExecutive Council (politicos) developed policy, strategic (politicos) developed policy, strategic direction – met occasionally, but needed to be involveddirection – met occasionally, but needed to be involved

• The two-part structure helped build ownership, trust, The two-part structure helped build ownership, trust, relationships. No one agency owns it; all own itrelationships. No one agency owns it; all own it

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• St. Team had great autonomy and control: each JNET agency decides what to St. Team had great autonomy and control: each JNET agency decides what to share, who may access itshare, who may access it

JNET (cont)JNET (cont)

• Agencies didn’t have to let go of their legacy systems Agencies didn’t have to let go of their legacy systems

• JNET was built in “chunks;” first phase stood up in 2.5 JNET was built in “chunks;” first phase stood up in 2.5 years, fully operational in 4 years years, fully operational in 4 years

• Confidence and trust grew over time; as functionality wasConfidence and trust grew over time; as functionality wasdelivered and agency input used, concerns about control delivered and agency input used, concerns about control and micro management lessenedand micro management lessened

• JNET is shared with fed. agencies, and all PA counties. It created JNET is shared with fed. agencies, and all PA counties. It created a constituency of support among county leaders, who help keep a constituency of support among county leaders, who help keep its funding stable in the legislatureits funding stable in the legislature

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• Catching those with false IDs trying to enter prisonsCatching those with false IDs trying to enter prisons

• Apprehending suspects/known criminals on the spot (often Apprehending suspects/known criminals on the spot (often through instant access to people’s photos and background through instant access to people’s photos and background information)information)

• Catching absconders who avoided police for yearsCatching absconders who avoided police for years

• Using JNET’s multiple data bases and photos to make the largest Using JNET’s multiple data bases and photos to make the largest seizure seizure of cocaine in Philadelphia’s historyof cocaine in Philadelphia’s history

• Quickly learning that a suspect in one case is wanted elsewhere, Quickly learning that a suspect in one case is wanted elsewhere, or is or is out on bail (thus, a poor risk for bail)out on bail (thus, a poor risk for bail)

• Using facial recognition software to identify and arrest those Using facial recognition software to identify and arrest those suspected of identity theft.suspected of identity theft.

For more: For more: http://www.pajnet.state.pa.us/portal/server.pt/community/pennsylvania_justice_network/4424http://www.pajnet.state.pa.us/portal/server.pt/community/pennsylvania_justice_network/4424

JNET – Some resultsJNET – Some results

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1. 1. What do you think were the key factorsWhat do you think were the key factorsleading to JNETs success?leading to JNETs success?

2. 2. Which of those factors would beWhich of those factors would beespecially helpful in your agency’s especially helpful in your agency’s

culture?culture?

JNET (cont)JNET (cont)

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Force Field Analysis: A tool for planning Force Field Analysis: A tool for planning collaborative projects, anticipating hurdlescollaborative projects, anticipating hurdles

FORCE FIELD ANALYSIS

DRIVING FORCES RESTRAINING FORCES

GOAL:

4 3 2 1 -1 -2 -3 -4

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1.1. Write the goal of the initiative Write the goal of the initiative

2.2. Identify the driving forces – those internal and Identify the driving forces – those internal and external factors that can help achieve the goalexternal factors that can help achieve the goal

3.3. Identify the restraining forces – internal/external Identify the restraining forces – internal/external factors that are hurdles to achieving the goalfactors that are hurdles to achieving the goal

4.4. Decide the length of each line (length = its Decide the length of each line (length = its strength)strength)

5.5. Identify a few restraining forces that you/your team Identify a few restraining forces that you/your team can influence: how can you or your team reduce can influence: how can you or your team reduce or neutralize those forces?or neutralize those forces?

Using the Force Field Analysis toolUsing the Force Field Analysis toolUsing the Force Field Analysis toolUsing the Force Field Analysis tool

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Apply the tool to the JNET project:Apply the tool to the JNET project:

Driving forces? Driving forces?

Restraining forces?Restraining forces?

Which restraining forces did the Governor Which restraining forces did the Governor and Steering Team address and Steering Team address

upfront?upfront?

Apply the tool to the JNET project:Apply the tool to the JNET project:

Driving forces? Driving forces?

Restraining forces?Restraining forces?

Which restraining forces did the Governor Which restraining forces did the Governor and Steering Team address and Steering Team address

upfront?upfront?

Using the Force Field Analysis toolUsing the Force Field Analysis tool

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The collaboration method requires these elements:

• A specific shared purpose or goal that the parties can’t achieve on their own

• The parties want to meet now

• The appropriate people are at the

table

• An open, credible process

• A champion(s) for the initiative

• Trust: candid, open relationships

The collaboration method requires these elements:

• A specific shared purpose or goal that the parties can’t achieve on their own

• The parties want to meet now

• The appropriate people are at the

table

• An open, credible process

• A champion(s) for the initiative

• Trust: candid, open relationships

1. The collaboration method1. The collaboration method

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Why it’s sometimes hard to get the Why it’s sometimes hard to get the appropriate people to the tableappropriate people to the table

Why it’s sometimes hard to get the Why it’s sometimes hard to get the appropriate people to the tableappropriate people to the table

• The “appropriate people” are often needed on many task forces.The “appropriate people” are often needed on many task forces.

• They may have higher prioritiesThey may have higher priorities

• Their bosses may have a hard time justifying Their bosses may have a hard time justifying

the timethe time

When you invite people to join a collaborative group, realize they’re probably asking When you invite people to join a collaborative group, realize they’re probably asking themselves two questions:themselves two questions:

1.1. What’s in it for me (or, for us) to work on this? (WIIFM?), What’s in it for me (or, for us) to work on this? (WIIFM?),

2.2. What’ll it cost me (WICM?)What’ll it cost me (WICM?)

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How to answer the “WIIFM” question?How to answer the “WIIFM” question? How to answer the “WIIFM” question?How to answer the “WIIFM” question?

• The best answer for some is, “it’s the right thing to do.”The best answer for some is, “it’s the right thing to do.”

Other people need more tangible benefits:Other people need more tangible benefits:

• We need you to achieve the project missionWe need you to achieve the project mission

• Resources are available Resources are available

• An executive sponsor supports the project An executive sponsor supports the project

• Emphasis on sharing credit for resultsEmphasis on sharing credit for results

• Capable, team players are involvedCapable, team players are involved

• Early, visible successesEarly, visible successes

• Playing to each person’s strengthsPlaying to each person’s strengths

• Important customers talk about why this matters to themImportant customers talk about why this matters to them

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We also have to answer the “WICM?” We also have to answer the “WICM?” questionquestion

We also have to answer the “WICM?” We also have to answer the “WICM?” questionquestion

What’ll it cost me? (“WICM?”) is also on people’s minds What’ll it cost me? (“WICM?”) is also on people’s minds when asked to collaborate.when asked to collaborate.

This is a reasonable question, and needs to be addressed. Will it cost This is a reasonable question, and needs to be addressed. Will it cost members:members:

• Resources?Resources?• Time?Time?• Reputation (fear the project will fail)?Reputation (fear the project will fail)?• Ability to focus on their high priorities?Ability to focus on their high priorities?• Control over their programs/mission?Control over their programs/mission?

A good way to reduce perceived costs: Show your willingness to “pull A good way to reduce perceived costs: Show your willingness to “pull the plug” it things are going poorly.the plug” it things are going poorly.

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Another key element: An open, Another key element: An open, credible processcredible process

• Joint ownership for the processJoint ownership for the process

• Agreed-upon ground rules (the “70% rule” is a good one)Agreed-upon ground rules (the “70% rule” is a good one)

• Clear roles: who’s responsible for what Clear roles: who’s responsible for what

• Agreed-upon game plan: phases/steps, Agreed-upon game plan: phases/steps,

decision-making and problem-solving methodsdecision-making and problem-solving methods

• Metrics, and a method for holding the parties accountableMetrics, and a method for holding the parties accountable

• Transparency; no behind-scenes decision makingTransparency; no behind-scenes decision making

• A skillful convener A skillful convener

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Think of a collaborative project that you’re working on.

Fill out the first 3 questions on the Collaboration Worksheet.

NOTE: First discuss the Stakeholder Grid (next slide)

Think of a collaborative project that you’re working on.

Fill out the first 3 questions on the Collaboration Worksheet.

NOTE: First discuss the Stakeholder Grid (next slide)

ExerciseExercise

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High

High

Low

Stakeholder Power/Interest Grid

Power

LowInterest

Keep

Satisfied

Actively

Involve

Them

MonitorKeep

Informed

(invite in?)

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The power, and importance, of a The power, and importance, of a passionate champion passionate champion

The power, and importance, of a The power, and importance, of a passionate champion passionate champion

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The tasks of the working-level The tasks of the working-level champion champion

The tasks of the working-level The tasks of the working-level champion champion

• Articulate the project’s purpose in a way that excites othersArticulate the project’s purpose in a way that excites others

• Get appropriate people to the table, and keep them thereGet appropriate people to the table, and keep them there

• Help parties see common interests, and the benefits from Help parties see common interests, and the benefits from joint effortjoint effort

• Generate trustGenerate trust

• Celebrate small successes, share credit widelyCelebrate small successes, share credit widely

• Find a senior champion for the effortFind a senior champion for the effort

• Provide confidence, hope, resilienceProvide confidence, hope, resilience

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How do you see yourself?How do you see yourself? 1 2 3 4 51 2 3 4 5

Poor Poor Excellent Excellent

• Articulate the project’s purpose in a way Articulate the project’s purpose in a way

that excites othersthat excites others ________

• Get appropriate people to the table, keep them thereGet appropriate people to the table, keep them there ________

• Help parties see common interests/benefits Help parties see common interests/benefits ________

• Generate trustGenerate trust ________

• Celebrate small successes, share credit widelyCelebrate small successes, share credit widely ________

• Find a senior champion for the effortFind a senior champion for the effort ________

• Provide confidence, hope, resilienceProvide confidence, hope, resilience ________

How do you see yourself?How do you see yourself? 1 2 3 4 51 2 3 4 5

Poor Poor Excellent Excellent

• Articulate the project’s purpose in a way Articulate the project’s purpose in a way

that excites othersthat excites others ________

• Get appropriate people to the table, keep them thereGet appropriate people to the table, keep them there ________

• Help parties see common interests/benefits Help parties see common interests/benefits ________

• Generate trustGenerate trust ________

• Celebrate small successes, share credit widelyCelebrate small successes, share credit widely ________

• Find a senior champion for the effortFind a senior champion for the effort ________

• Provide confidence, hope, resilienceProvide confidence, hope, resilience ________

The working-level champion : Self The working-level champion : Self AssessmentAssessment

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What can we learn from the Miles Davis What can we learn from the Miles Davis quintet?quintet?

What can we learn from the Miles Davis What can we learn from the Miles Davis quintet?quintet?

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The power of trusting The power of trusting relationshipsrelationships

* Handling the 9-11 attacks at the Pentagon* Handling the 9-11 attacks at the Pentagon

“You can’t hate someone whose story you know.” - Management consultant Art Cross

“You can’t hate someone whose story you know.” - Management consultant Art Cross

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The importance of trusting The importance of trusting relationshipsrelationships

Causes of Alliance Failures in Business:*Causes of Alliance Failures in Business:*

• Inability to manage the relationshipsInability to manage the relationships 52%52%• Poor strategy and planning Poor strategy and planning 37%37%• Bad financial and legal conditionsBad financial and legal conditions 11%11%

* * From a study of 130 companies, by Vantage PartnersFrom a study of 130 companies, by Vantage Partners

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The Importance of RelationshipsThe Importance of Relationships

“In Congress in the 70’s, most

members stayed in DC on the

weekends. They got to know

each other and their families.

Today, almost all members fly

home from every weekend; we

don’t know each other … If I’ve learned anything, it’s that a legislative body is built on relationships.”

- Idaho Congressman Mike Simpson

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To build open, trusting relationshipsTo build open, trusting relationships

On p. 60 of On p. 60 of Leading Across BoundariesLeading Across Boundaries, see list of 9 approaches for , see list of 9 approaches for building trust on collaborative teams (spelled out on pp. 61-70).building trust on collaborative teams (spelled out on pp. 61-70).

1.1. Which of these has worked for you?Which of these has worked for you?

2.2. Which would you like to use more effectively?Which would you like to use more effectively?

3.3. Are there other approaches that help you develop trust on Are there other approaches that help you develop trust on collaborative teams?collaborative teams?

An excellent book on this topic: An excellent book on this topic: The Speed of TrustThe Speed of Trust, by Covey., by Covey.

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Successful collaboration requires Successful collaboration requires thinking politicallythinking politically

Successful collaboration requires Successful collaboration requires thinking politicallythinking politically

• Identify key “veto holders”and learn their interestsIdentify key “veto holders”and learn their interests

• Learn if some of the principals are rivals Learn if some of the principals are rivals

• Avoid any appearance that the lead agency(ies) are in this Avoid any appearance that the lead agency(ies) are in this to grab power/resourcesto grab power/resources

• Widen the “arena of engagement”Widen the “arena of engagement”

• Connect the initiative to the agenda of senior agency Connect the initiative to the agenda of senior agency peoplepeople

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Thinking politically in collaborative Thinking politically in collaborative projectsprojects

Thinking politically in collaborative Thinking politically in collaborative projectsprojects

• ““Frame” partnership’s goal in a simple way, make benefits Frame” partnership’s goal in a simple way, make benefits clearclear

• Learn what key stakeholders think they have to gain, and Learn what key stakeholders think they have to gain, and lose lose

• Pay attention to timing: is this the right time to move Pay attention to timing: is this the right time to move forward? forward?

• Remember one of the rules of politics: we gain power when Remember one of the rules of politics: we gain power when we share itwe share it

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Thinking politically in collaborative Thinking politically in collaborative projectsprojects

Thinking politically in collaborative Thinking politically in collaborative projectsprojects

Which of these have you used?Which of these have you used?

What other political “rules of the road” have What other political “rules of the road” have you found useful?you found useful?

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Look at the handout on collaborative Look at the handout on collaborative strategiesstrategies

The first page describes a process for starting a The first page describes a process for starting a collaborative project.collaborative project.

The rest of the handout identifies common collaboration The rest of the handout identifies common collaboration hurdles, and some strategies to address each.hurdles, and some strategies to address each.

The last page is a tool to use with new teams.The last page is a tool to use with new teams.

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Think about the collaborative project that you’re focusing on. Using any items in the Collaborative Strategies handout, and your creative skills:

Fill out questions 4 & 5 on your worksheet, and discuss with your partner.

Think about the collaborative project that you’re focusing on. Using any items in the Collaborative Strategies handout, and your creative skills:

Fill out questions 4 & 5 on your worksheet, and discuss with your partner.

Effective collaboration strategies:Effective collaboration strategies:exerciseexercise

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The other key element: The other key element: Collaborative LeadershipCollaborative Leadership

One definition:One definition:

““Leading as a peer, not as a superior”Leading as a peer, not as a superior”

-- David D. Chrislip-- David D. Chrislip

55

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Collaborative LeadershipCollaborative LeadershipWhat collaborative leaders share: competence; comfort with risk, What collaborative leaders share: competence; comfort with risk,

change, and chaos; political skills; future orientation. Most change, and chaos; political skills; future orientation. Most important, they: important, they:

5. Think systemically, and connect to a larger purpose 5. Think systemically, and connect to a larger purpose

1. Have great determination and resolve, but keep ego in check1. Have great determination and resolve, but keep ego in check

2. Listen carefully to understand others’ perspectives2. Listen carefully to understand others’ perspectives

3. Look for win-win (not win-lose) possibilities3. Look for win-win (not win-lose) possibilities

4. Use more “pull” than “push” 4. Use more “pull” than “push”

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1. Great determination/resolve, with1. Great determination/resolve, with ego in check ego in check

““I was one of the most egotistical people I was one of the most egotistical people you would ever meet … My ego is not a you would ever meet … My ego is not a personal ego, it’s a team ego. My ego personal ego, it’s a team ego. My ego demands … the success of my team.”demands … the success of my team.”

-- Bill Russell, star center of the Boston -- Bill Russell, star center of the Boston Celtics (which Celtics (which won 11 championships won 11 championships in 13 years with Russell), quoted in his in 13 years with Russell), quoted in his book book Russell Rules.Russell Rules.

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2. Listen carefully to understand 2. Listen carefully to understand others’others’

perspectivesperspectives

““I learned early that one of the most important I learned early that one of the most important qualities of the leader is listening without qualities of the leader is listening without judgment…” judgment…”

- Phil Jackson, former pro basketball coach (who - Phil Jackson, former pro basketball coach (who won 11 NBA championships), quoted in his won 11 NBA championships), quoted in his

book book Sacred HoopsSacred Hoops..

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3. Look for win-win possibilities3. Look for win-win possibilities

The Philadelphia Phillies, Clearwater Fl., and the new The Philadelphia Phillies, Clearwater Fl., and the new stadiumstadium

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4. Use pull more than push4. Use pull more than push

In “In The Valley of Elah,” the In “In The Valley of Elah,” the detective uses detective uses pull pull when she when she tells the police chief,tells the police chief,

““I think you know what the I think you know what the right thing to do is, sir.”right thing to do is, sir.”

6161

5. Think systemically, connect to a 5. Think systemically, connect to a larger purposelarger purpose

When Bill Leighty became the deputy at a large state When Bill Leighty became the deputy at a large state agency, he found a way to transform a lifeless agency, he found a way to transform a lifeless office office into a passionate one.into a passionate one.

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All 5 Collaborative Leadership All 5 Collaborative Leadership characteristics are demonstrated in this characteristics are demonstrated in this

video about Dwight Eisenhowervideo about Dwight Eisenhower

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Think about the collaborative project that you’re working on in this course. How might effective collaborative leadership make a difference?

Fill out question 6 on your worksheet.

Think about the collaborative project that you’re working on in this course. How might effective collaborative leadership make a difference?

Fill out question 6 on your worksheet.

Collaborative Leadership and your Collaborative Leadership and your ProjectProject

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• Continuity of leadershipContinuity of leadership

• Each partner plays to its strengthsEach partner plays to its strengths

• It’s more of a voluntary than mandatory effortIt’s more of a voluntary than mandatory effort

• Willingness among partners to accept less than 100% - try Willingness among partners to accept less than 100% - try the “70% rule.”the “70% rule.”

• ResourcesResources

• Results are measured, publicized, everyone gets creditResults are measured, publicized, everyone gets credit

• A bias for actionA bias for action

Other key collaboration factors Other key collaboration factors

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Some of our past collaborative Some of our past collaborative leadersleaders

• George WashingtonGeorge Washington• James MadisonJames Madison• Martin Luther KingMartin Luther King• Abraham LincolnAbraham Lincoln• Eleanor RooseveltEleanor Roosevelt

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Culture change in large orgs: FMS,Culture change in large orgs: FMS,Cisco SystemsCisco Systems

I.I. Collaboration at FMSCollaboration at FMS

1.1. Which actions were most significant in creating the cultural Which actions were most significant in creating the cultural change at FMS?change at FMS?

2. 2. Which of these would be effective in your agency?Which of these would be effective in your agency?

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Efforts at majorEfforts at majorculture change in large orgs.culture change in large orgs.

II. Cisco Systems: From Cowboy to Collaborative II. Cisco Systems: From Cowboy to Collaborative Culture (pp. Culture (pp. 257-260, 257-260, Leading Across BoundariesLeading Across Boundaries))

What impressed you about the changes at Cisco?What impressed you about the changes at Cisco?

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Toward a Collaborative Culture …Toward a Collaborative Culture …

Some emerging characteristics of collaborative Some emerging characteristics of collaborative organizations and culturesorganizations and cultures

• High-stakes work increasingly done in co-located unitsHigh-stakes work increasingly done in co-located units

• Training, evaluations and promotions emphasize Training, evaluations and promotions emphasize collaboration; rotations required for moving upcollaboration; rotations required for moving up

• Performance management systems that require Performance management systems that require collaboration (with real accountability) collaboration (with real accountability)

• Shared (and distributed) leadershipShared (and distributed) leadership

• ““Requirement to share” (information) replaces “need to Requirement to share” (information) replaces “need to know” as the default modeknow” as the default mode

• Creative uses of IT to engage customers as active partners Creative uses of IT to engage customers as active partners in value creation – use the interactive “Web 2.0” toolsin value creation – use the interactive “Web 2.0” tools

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Toward a Collaborative Culture …Toward a Collaborative Culture …

Training, evaluations and promotions emphasize Training, evaluations and promotions emphasize collaboration; rotations are collaboration; rotations are

required for moving up.required for moving up.

The Intel Community, NASA, SBA and some other agencies are The Intel Community, NASA, SBA and some other agencies are moving in this direction, as a way to break down “silo” moving in this direction, as a way to break down “silo” thinking and reward people for seeking a broader perspective.thinking and reward people for seeking a broader perspective.

. .

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Toward a Collaborative Culture …Toward a Collaborative Culture …

Shared and distributed leadership.Shared and distributed leadership.

Jazz bands (like great basketball teams) are good examples of Jazz bands (like great basketball teams) are good examples of shared leadership. They work well becauseshared leadership. They work well because

* everyone knows the key and the tempo* everyone knows the key and the tempo

* there’s an agreement on how it should sound * there’s an agreement on how it should sound

* they take turns sharing the lead* they take turns sharing the lead

* there is abundant trust* there is abundant trust

* the players expect improvisation* the players expect improvisation

* the group is self-managing* the group is self-managing

* the group excels when they bring out the* the group excels when they bring out the

best in each otherbest in each other

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Toward a Collaborative Culture …Toward a Collaborative Culture …

What opportunities do you have to share What opportunities do you have to share leadership …leadership …

• When you brief your manager(s)?When you brief your manager(s)?• When you’re out of the office for a week or more?When you’re out of the office for a week or more?• When a direct report asks your opinion?When a direct report asks your opinion?• When you’re leading a staff meeting?When you’re leading a staff meeting?

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Toward a collaborative culture … Toward a collaborative culture …

Some government leaders now post frequent blogs, as a way to talk directly Some government leaders now post frequent blogs, as a way to talk directly and informally with employees about priorities, innovations and changes. and informally with employees about priorities, innovations and changes. Many of these blogs invite employees to post comments, which can be Many of these blogs invite employees to post comments, which can be anonymous. anonymous.

The Coast Guard leaders’ blogs are at: The Coast Guard leaders’ blogs are at: http://uscg.mil/comdt/blog/http://uscg.mil/comdt/blog/

The Coast Guard also developed a YouTube channel for employees, as part of The Coast Guard also developed a YouTube channel for employees, as part of its commitment to use social networking tools.its commitment to use social networking tools.

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Toward a collaborative culture … Toward a collaborative culture …

To engage employees in improving operations, the TSA launched the “IdeaFactory” in April, To engage employees in improving operations, the TSA launched the “IdeaFactory” in April, 2007. It invites employees to exchange ideas on job-related issues, and offer ideas for 2007. It invites employees to exchange ideas on job-related issues, and offer ideas for improvement. Employees comment on, and vote on the ideas submitted. An Innovation improvement. Employees comment on, and vote on the ideas submitted. An Innovation Council reviews the top vote getters, and decides which to implement. Council reviews the top vote getters, and decides which to implement.

At the end of its first year, several thousand ideas were submitted, over 39,000 comments At the end of its first year, several thousand ideas were submitted, over 39,000 comments were received were received

on those ideas, and 20 ideas had been on those ideas, and 20 ideas had been

implemented agency wide. implemented agency wide.

The Dept. of Transportation has created aThe Dept. of Transportation has created a

similar tool, and it’s making a positive impact. similar tool, and it’s making a positive impact.

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““Collaborative Advantage: The Art of Alliances,” by Rosabeth MossCollaborative Advantage: The Art of Alliances,” by Rosabeth Moss Kanter. Kanter. Harvard Business ReviewHarvard Business Review, July-, July-Aug., 1994, pp. 96-108.Aug., 1994, pp. 96-108.

Collaborative Leadership: How Citizens and Civic Leaders Can Make a DifferenceCollaborative Leadership: How Citizens and Civic Leaders Can Make a Difference , by Chrislip and Larson. , by Chrislip and Larson. Jossey Bass Publishers, 1994.Jossey Bass Publishers, 1994.

Corps Business: The 30 Management Principles of the U.S. MarinesCorps Business: The 30 Management Principles of the U.S. Marines , by David H. Freedman. HarperBusiness, , by David H. Freedman. HarperBusiness, 2000.2000.

Difficult ConversationsDifficult Conversations, by Stone, Patton and Heen. Penguin Books, 2000., by Stone, Patton and Heen. Penguin Books, 2000.

Forging Nonprofit AlliancesForging Nonprofit Alliances, by Arsenault. Jossey Bass Publishers, 1998., by Arsenault. Jossey Bass Publishers, 1998.

Getting Agencies to Work Together: The Practice and Theory of Managerial CraftsmanshipGetting Agencies to Work Together: The Practice and Theory of Managerial Craftsmanship , by Bardach. , by Bardach. Brookings, 1998.Brookings, 1998.

Good to Great: why Some Companies Make the Leap … and Others Don’tGood to Great: why Some Companies Make the Leap … and Others Don’t , by Jim Collins. Harper Business, , by Jim Collins. Harper Business, 2001.2001.

Leadership Ensemble: Lessons in Collaborative Leadership From the World’s Only Conductorless OrchestraLeadership Ensemble: Lessons in Collaborative Leadership From the World’s Only Conductorless Orchestra , , by Harvey Seifter. Times Books, 2001.by Harvey Seifter. Times Books, 2001.

Leading Beyond the Walls: How High Performing Organizations Collaborate for Shared SuccessLeading Beyond the Walls: How High Performing Organizations Collaborate for Shared Success , edited by , edited by Hesselbein, Goldsmith, and Somerville. Jossey Bass Publishers, 1999.Hesselbein, Goldsmith, and Somerville. Jossey Bass Publishers, 1999.

ReferencesReferencesReferencesReferences

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References (cont.)References (cont.)Leading Across Boundaries: Creating Collaborative Agencies in a Networked WorldLeading Across Boundaries: Creating Collaborative Agencies in a Networked World , by Russell Linden. , by Russell Linden.

Jossey- Bass, 2010.Jossey- Bass, 2010.

Making Collaboration Work: Lessons from Innovation in Natural Resource ManagementMaking Collaboration Work: Lessons from Innovation in Natural Resource Management , by Wondolleck and , by Wondolleck and Yaffee. Island Press, 2000.Yaffee. Island Press, 2000.

The Speed of Trust,The Speed of Trust, by Stephen M. R. Covey. Free Press, 2006. by Stephen M. R. Covey. Free Press, 2006.

The Story Factor: Inspiration, Influence, and Persuasion Through the Art of StorytellingThe Story Factor: Inspiration, Influence, and Persuasion Through the Art of Storytelling , by Annette , by Annette Simmons. Perseus Publishing, 2001.Simmons. Perseus Publishing, 2001.

The Supreme Commander: The War Years of Dwight D. EisenhowerThe Supreme Commander: The War Years of Dwight D. Eisenhower , by Stephen E. Ambrose. University , by Stephen E. Ambrose. University Press of Mississippi, 1999.Press of Mississippi, 1999.

The World is Flat, The World is Flat, by Thomas L. Friedman. Farrar, Straus, and Giroux, 2005.by Thomas L. Friedman. Farrar, Straus, and Giroux, 2005.

Virtual Teams: Reaching Across Space, Time and Organizations with TechnologyVirtual Teams: Reaching Across Space, Time and Organizations with Technology , by Lipnack and Stamps. , by Lipnack and Stamps. John Wiley & Sons, 1997.John Wiley & Sons, 1997.

Wikinomics: How Mass Collaboration Changes Everything, Wikinomics: How Mass Collaboration Changes Everything, by Don Tapscott and Anthony Williams. by Don Tapscott and Anthony Williams. Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations,Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations, by by

Russell Linden. Jossey-Bass, 2002. Russell Linden. Jossey-Bass, 2002.