collaboration takes two and must start with you · 2016-09-13 · collaboration takes two and...
TRANSCRIPT
Collaboration Takes Two and Should Begin With You
Dale W. Bomberger D.Ed., ACSW
Community Services Group
Phone: 717-579-7962
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Collaboration Takes Two
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Agenda
I. Why collaboration Now?
II. Being a silo buster
III. Look at Heart-Head – Hands Approach
IV. Look at a bit of research
V. Five fundamental principles for collaboration
VI. Lo0k at UNITE model
VII. Self Assessment
Collaboration Takes Two
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Collaboration Takes Two
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Collaboration Begins With You Be a Silo Buster
Ken Blanchard Jane Ripley Eunice Parisi-Carew
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Collaboration be a Silo Buster
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Definition of Collaboration at Work When two or more people work together through idea
sharing and thinking to accomplish a common goal
Helps to access skills and strengths and share skills with others, solve problems and innovate faster
Come up with ideas and solutions that you could not have done on your own
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Collaboration
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Collaboration Takes Two Some companies serve external customers better than
their internal customers with whom they should be collaborating.
Example fiscal – IT –etc.
In today's’ world you cannot do it by yourself with new technology and innovation can’t work by yourself.
New employees seem to get “it” quickly and push us ahead
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Collaboration takes two Collaboration begins on inside and moves out
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Collaboration Takes Two
Heart = who you are inside – Character – what you pay attention to
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Collaboration Takes Two Head = what do you know – what do you believe about
collaboration
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Collaboration Takes Two Hands = what you do = actions = behavior
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Collaboration Takes Two Want to get all parts lined up so that it flows and all
work together
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Collaboration takes two Research done by Blanchard Company shows four
indicators in an organization that values collaboration
1. Mission, Goals, and Results
2. Culture and Values
3. Leadership
4. Systems, Structures, and Policies
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Collaboration Takes Two * Mission , Goals and Results
Many leaders see collaboration as social and not really work. See it as Me rather than We
*Culture and values
Not the same with all departments and locals -It is always the others to do – not ours to do
*Leadership and Empowerment
Not role modeled – Talk but not modeled
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Collaboration Takes Two Systems, Structures & Policies
May be boring but very important
Formal and Informal
Don’t promote those who do not buy-in to collaboration
for you will never get where you need to be.
Chosen few have knowledge and information
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Collaboration Takes Two Systems, Structures, and Policies
• Many have systems in place but tend to work around it and do other stuff or do it their own way.
• Good collaboration usually found in the Military such as my friends the Marines.
• A. Sergeant Majors • B. Gunny Sergeants• Higher rank – pilots “fly boys” Officers
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Collaboration Takes Two What is your experience in your organization –
Which area is most challenging ?
1. Mission, Goals, and results
2. Culture and Values
3. Leadership and Empowerment
4. Systems, Structures, and Policies
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Collaboration Takes Two What is your experience in your organization –
Which area is most challenging ?
1. Mission, Goals, and results
2. Culture and Values
#### 3. Leadership and Empowerment
## 4. Systems, Structures, and Policies
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Collaboration Takes Two What to do to enhance Collaboration - UNITE
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Collaboration Takes Two Heart – Who you are as
collaborator - your character and intentions
Head – What you know – your attitude – beliefs about collaboration
Hands – What you do – Your actions and behaviors during collaboration - trust
Utilize differences
Nurture Safety and Trust
Involve others in crafting purpose, values, goals
Talk openly
Empower yourself and others
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Collaboration Takes Two Allow people to experiment and fail if need be
Learn from mistakes
Don’t blame or finger point – debrief and learn
Be clear about goals and roles
Remind people over and over about vision, values, goals
Do with people not to people
Build confidence
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Collaboration Takes two Which elements of the U-N-I-T-E are challenging for you?
1. Utilizing Differences
2. Nurturing Safety and Trust
3. Involving Others
4. Talking Openly
5. Empowering Self and Others
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Collaboration Takes Two Which elements of the U-N-I-T-E are challenging for you?
1. Utilizing Differences
#### 2. Nurturing Safety and Trust
#### 3. Involving Others
4. Talking Openly
5. Empowering Self and Others
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Collaboration Takes Two Am I an effective collaborator ?
1. Do I seek different points of view?
2. Do I view people’s mistakes as learning opportunities ?
3. Does my group display a commitment to the greater good?
4. Do I encourage people to network with others ?
5. Do people in my group feel empowered to speak their mind even when they disagree /
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Collaboration Takes Two Dale W. Bomberger D. Ed., ACSW
Community Services Group
Phone: Cell 717-579-7962
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Collaboration Utilize Differences
Use and value
Include all opinions and ideas
Bring out best in others
Get ego out of the way; not I, me, but we
Engage in decision making for all
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Collaboration Takes Two Use and value
Include all opinions and ideas
Bring out best in others
Get ego out of the way; not I, me, but we
Engage in decision making for all
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Collaboration Utilize differences
Ask for and value all input
Cultivate trust
Engage all in decision making
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Collaboration Nurture safety and trust
Allow to make mistakes and fail
#1 inhibitor of collaboration is fear
Trust? How obtain trust ?
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Collaboration Involve others in crafting clear purpose, values,
and goals
People want to perform
Not to but with people
What do you think? How do you feel?
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Collaboration Talk openly
All have the needed information
Build competence
Build network
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Collaboration Empower Yourself and Others
Clear about goals and roles
Never blame
Clear feedback
Conflict can be good
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Blank
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Best Practices --Heart Domain Utilize Differences
Be a role model – acknowledge that you do not have all the answers
Embrace new approaches; seek and value unique perspectives
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Heart Domain Actively seek opinions from a variety of sources
Reach out for input from other departments and functions
Engage a variety of people in discussions
Encourage introverts who may be uncomfortable speaking out
Make sure every voice is heard, regardless of tile or role.
Ask questions and praise candid answers
Remember; diverse perspectives lead to innovation and decisions for the greater good.
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Heart Domain Promote the idea that polite disagreement is
constructive
Take a facilitator role if difficulties arise; seek to understand concerns behind each stated position
Know how to give/receive feedback and learn conflict resolution
Airing of different perspectives can ultimately build trusting relationships
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Heart Domain Nurture Safety and Trust
Be a role model – share knowledge freely to model what you expect of others
Encourage others to speak freely without fear of judgment
Welcome all ideas and consider then before decisions are made
Give and receive feedback as a gift, without judgment or defensiveness
Be accessible, authentic, and dependable
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Heart Domain Build Trust – View mistakes and failures as learning
opportunities ; discuss openly
Encourage cross-functional and cross-generational mentoring at all levels
Provide learning events that focus on trust building and team development
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Heart Domain Cultivate a safe, collaborative environment
Be transparent when making decisions
Be sure people know their role and what a good job looks like
Share responsibility and power among a levels
Develop common goals and strategies with clear areas o f responsibility
Give people freedom and space to experiment and innovate
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Head Domain Involve others in crafting a clear purpose, values and
goals -
Be a role model and share purpose to galvanize action; values to guide behavior and goals to focus energy
Leader must ensure vision and direction
Get feedback from everyone when setting purpose, values, and goals
Demonstrate commitment to the greater good
Focus on improvement and organizational success
Have accountability standards for yourself and others
Show what values look like as behaviors
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Head Domain Align your project’s purpose and values to those of
the organization
Assure that the goals and strategies drive your purpose
Rena values in order of importance
Check every decision you and your team make against stated values
Team should define what collaboration means for the project
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Head Domain Create a charter for every project
Make sure everyone is clear as to purpose, goals, roles and metrics for which all will be held accountable
In times of difficulty refer to the charter agreement for guidance
Periodically review the charter agreement o keep it to top of mind and relevant to the project
Use the charter as a vehicle for onboarding new people
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Hands Domain Talk openly
Listen to understand
Share all relevant information
Give feedback and be open to feedback from others
Encourage spontaneous interaction
Seek information and ask questions
Have an open door policy
Encourage candor with respect
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Hands Domain Promote sharing and learning
Encourage networking among all departments and at all levels
Create opportunities for cross functional teaming on projects
Take time to evaluate meetings to maximize effective communication
Train your people in communication skills and team development
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Hand Domain Empower yourself and others
Be a role model and share your knowledge and experience
Network with others across the organization
Speak up in meetings
Be a continual learner
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Hands Domain Empower each other
Encourage cross-functional reciprocation
Build trust and reciprocity through sharing and networking
Make sure you and your colleagues have competence and clarity on tasks and goals
Involve other departments in idea generation sessions ands decision making
Create sharing opportunities such as brown bag lunches, workshops, webinars, etc.
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