The
Collaborative Leader
Primus inter pares
Department of Recreation Administration
California State University, Fresno
Volume 2, Issue 3
November 2010
Everyone is entitled to their own opinions, but they are not entitled to their own facts.
-Daniel Patrick Moynihan
On the E.D.G.E.
Happy Thanksgiving: A holiday established in the true collaborative spirit! Last month members from the
Collaborative Leadership Project, Dr. Mitzi Lowe, Dr. Jody Hironaka-Juteau, Ms Susan Elizabeth, Dr. Jerry
Davoli, and yours truly, presented at the Coalition for Urban and Metropolitan Universities (CUMU) Read
more…
5 Keys to Collaborative Webs
In a previous issue I shared insights from Keith Sawyer’s book Group Genius. His approach was largely from a
commercial/business perspective on innovation. For example, he points out that Proctor and Gamble does not
have an R & D (research and development) department but uses the collaborative lingo: Read more…
Creative Collaborations
Each month we seek to identify examples in existing collaborations. Though the focus centers on partnerships
in the San Joaquin Valley, we will include any exemplar which might spark interest and insights in how we
could better establish creative collaborations. Read more…
Resources
The Elevator Pitch
Today’s leaders must get their message across in sound bites: often well under two minutes. Often called the
“elevator pitch”, these short presentations need to pack a wallop. Read more…
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Community Values
Deborah J. Nankivell from the Fresno Business Council shared with the Collaborative Leadership Project
some of the work they have done in developing collaborations in Fresno. The following is from the document
on Community Values of the Fresno Region. It provides a nice framework for establishing a collaborative
foundation with language we might all borrow:
Community Values of the Fresno Region
Stewardship
We will lead and follow as stewards of our region, caring responsibly for our community assets. We will work together to
achieve the greatest, long-term benefit for the community as a whole. Read more…
Desktop Initiative
Initiative is the term given to experiential problem solving activities traditionally presented to teams on
challenge courses. To challenge you, each newsletter will include a Desktop Initiative. The first person or
team to send in the correct answer will win a prize ($25.00 value). Send your answer to L-Jay Fine at
larryf@csufresno.edu. The winner will be announced in the next newsletter. Read more…
Full Articles
On the E.D.G.E. by L-Jay Fine
Last month members from the Collaborative Leadership Project, Dr. Mitzi Lowe, Dr. Jody Hironaka-Juteau,
Ms. Susan Elizabeth, Dr. Jerry Davoli, and me, presented at the Coalition for Urban and Metropolitan
Universities (CUMU) held at Fresno State on the former Interprofessional Collaboration Program and the vision
for the Collaborative Leadership Project.
On another note, the E.D.G.E. Staff hosted a short program for Western Association of College and University
Housing Officers (WACUHO) Central RAP conference on Saturday, November 6, 2010. Conference
organizer, Tyler Miller sent the following message to the staff:
THANK YOU for your time and efforts in providing us the EDGE challenge course for our professional staff today. EVERYONE
talked about how amazing it was, and what an asset the course was on our campus. Even though we got a late start, and time was
limited, it was a huge asset, and something we had never done as a conference before. Thank you so much for your efforts! It made
our conference special, and Fresno State looked amazing to the campuses in California.
Again, special thanks to Dr. Nancy Nisbett for her editing prowess. Unless noted otherwise, articles and
opinions are those of Dr. L-Jay Fine. Any concerns, comments, or additions can be forwarded to him directly at
larryf@csufresno.edu. We appreciate your comments and would greatly enjoy adding any articles you would
like to offer for future editions.
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5 Keys to Collaborative Webs
In a previous issue I shared insights from Keith Sawyer’s book Group Genius. His approach was largely from a
commercial/business perspective on innovation. For instance, he points out that Proctor and Gamble does not
house an R & D (research and development) department but uses the collaborative lingo: “Connect and
Develop.” Semantics aside, the following are a paraphrased summary of Sawyer’s view on establishing
collaborative webs:
1. Innovation builds incrementally; investing in innovation pays off if you understand that innovation requires a
foundation of innovations.
2. Successful innovation is a combination of many small sparks. Setting out to innovate may be fruitless but giving
your trust to the process, in hopes that eventually an idea will ignite, might be the best approach.
3. Proximity and communication is essential: In collaborative webs there is frequent interaction among team
members.
4. Quite frequently multiple innovations will emerge. Therefore be prepared to go in multiple directions.
5. No one organization can own the webs. A pitfall many technology organizations have made is an attempt to
corner the market on an innovation only to be outwitted by an end-run from another business. Although much
kudos has been proffered to Steven Jobs and the Apple business model, it is unlikely that this dominance will last
when other platforms are open source and built in a more open market setting.
I recently heard it said that proverbs have the authority of generations behind them. Mr. Sawyer’s insights
contain the authority of many real life examples researched over time. It would be wise for the collaborative
leader to heed Mr. Sawyer’s advice, particularly in the realm of idea sharing.
Creative Collaborations
Each month we seek to identify examples in existing collaborations. Though the focus centers on partnerships
in the San Joaquin Valley, we will include any exemplar which might spark interest and insights in how we
could better establish creative collaborations.
A recent example was brought to my attention from one of my students, Jody-Ann Farias, an intern at the
Chaffee Zoo. It is common for businesses to partner with non-profits. Similarly, government agencies partner
with non-profits (e.g., the Marines “Toys for Tots”). Nonetheless, it was interesting to hear that the Fresno
State Winery (a non-profit within a state governmental entity) is partnering with the zoo by labeling a wine
specifically to raise money for conservation efforts.
Another example of a creative collaboration was one my wife shared. Although it’s not unusual for a crisis to
bring people together, here’s an example of how a collaborative setting can emerge through the rank and file.
In this case, an effective collaborative leader would be wise to nurture the process so it becomes instilled in the
culture of the organization.
Please send in any of your stories of successful partnerships and collaborations.
Healthy Collaboration by Kelly Fine MPT
Recently, at the skilled nursing center I work at, we encountered back to back flu epidemics. For a month and a
half we had a "lockdown" situation where residents weren't allowed to leave their rooms, new admissions were
denied and employees were on a mandatory three day sick leave if they had symptoms. Gowns, gloves and
masks were worn to prevent the spread of the virus. Due to the denial of new admissions, the census went
down and employees had their hours cut.
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Sometimes it seems that healthcare is an oxymoron. The concept is to help people heal, but only if it is paying
well. It was apparent that in order for this facility to be effective and profitable, everyone would need to work
collaboratively. Due to poor reimbursement from insurance companies and the focus on the bottom-line,
healthcare organizations rarely pay for professional development opportunities to teach employees the benefits
of teamwork. Nurses, therapists and other employees with a high level educational degrees will often have the
attitude that any job duty of lesser educated employees are not for them to do.
Fortunately, I am quite pleased that our facility has stepped up and done well with teamwork under this past
crisis. Despite the occasional communication breakdown, we have managed to cover each other's backs if
necessary. Apparently this is rare. My first week with our rehabilitation director, who is a COTA (certified
occupational therapy assistant), showed me how some therapists with a degree and license look down on
others. She asked me about co-treating with patients on caseload. I told her I preferred to co-treat, because in
our environment you always need an extra pair of hands. My willingness shocked her, which surprised me to
think that my fellow colleagues could be so narrowed-minded about other disciplines.
Throughout the flu epidemic, the need to step up and perform job duties that weren't in our classic job
description arose hourly. On most days, the therapists felt like CNA's (certified nursing assistants), because we
were dressing residents, taking them to the bathroom, etc. We managed to form a relationship with the CNA's
in which we would basically help them with their duties while standing, walking or transferring the patient. If
you think going to the restroom is an easy task, then imagine needing the assistance of two people while having
a third person there to clean you in a small narrow bathroom with a wheelchair in the midst of the chaos. We all
stepped up to perform jobs that we never intended to do, but as necessity dictated, all of us came to the call.
Our facility survived the flu epidemics. As a result, the staff has a new cohesiveness that wasn't there before.
We call on each other for assistance with no hesitation and we know that if available, someone will be there to
help. Our rapport with each other has allowed us to joke with and tease each other. We are managing to keep
attitudes positive, jokes flowing and when necessary, goofiness and laughter to help get us through the day. In a
workplace where you are asked by a resident 50 times a day if her feet are on or another resident tells you you're
full of "#!#@" when explaining that the hand sanitizer is not a phone...well...the only thing that will keep you
sane is having a team you can count on.
Resources:
The Elevator Pitch
Today’s leaders must get their message across in sound bites: often in well under two minutes. Often called the
“elevator pitch,” these short presentations need to pack a wallop. As a professor, this poses quite a challenge
for me. Having been trained and practiced for 30 years in the gift of gab, making a point in a matter of seconds
is counterintuitive and quite difficult. After all, I get paid to speak in 50 minute lecture blocks. The following
video explains in less than two minutes the elements that go into an elevator pitch. Granted, it’s a bit on the
corny side and I would also add that the pitch should target an emotional response--less focus on what you are
going to do and more on why. Our emotional, or limbic brains, forge our decisions, so go for the gut in these
talks. Otherwise (and forgive me for offending anyone’s political sensibilities), but how else can you explain
Sarah Palin’s ability to connect with so many Americans if not through an emotional appeal. The Elevator
Pitch….
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Desktop Initiative
Initiative is the term given to experiential problem solving activities traditionally presented to teams on
challenge courses. To challenge you, each newsletter will include a Desktop Initiative. The first person or
team to send in the correct answer will win a prize ($25.00 value). Send your answer to L-Jay Fine at
larryf@csufresno.edu. The winner will be announced in the next newsletter.
Last Month’s Desktop Initiative Solution
Take the following circle and draw four straight lines through it. What are the most slices you can get? I was
grateful to receive a number of entries. They ranged from six to ten slices. The following will illustrate that
one can slice it into eleven slices. However, I’ve heard that more can be sliced if you look at this as a three
dimensional object, say a cake. Could you get more by slicing a layer of the cake?
This Month’s Desktop Initiative
In this exercise of linear thinking (convergent), how many triangles can you find?
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Community Values
Deborah J. Nankivell from the Fresno Business Council shared with the Collaborative Leadership Project
some of the work they have done in developing collaborations in Fresno. The following is from the document
on Community Values of the Fresno Region:
Community Values of the Fresno Region
Stewardship
We will lead and follow as stewards of our region, caring responsibly for our community assets. We will work together to
achieve the greatest, long-term benefit for the community as a whole.
Boundary Crossing and Collaboration
We are willing to cross political, social ethnic and economic boundaries and partner with others to achieve community
outcomes. We will lead beyond the walls to create an inclusive, cohesive community through partnership and
collaboration.
Commitment to Outcomes
We are willing to take responsibility for tasks and achieving specified outcomes. We are committed to staying involved
until the tasks are completed.
“Art of the Possible” Thinking
We believe that anything is possible in the Fresno Region. We will envision success without limitations and then
backward map a specific, attainable strategy for achieving that vision.
Fact-Based Decision Making
To the greatest extent possible, we will base decisions and action plans on objective data, thereby avoiding distortion of
issues by personal feelings or agendas. At the same time, we seek to get to the heart of the matter and recognize that facts
without context can be misleading.
Truth Telling
We value the empowerment of everyone involved, along with all community stakeholders, to honestly and forthrightly
share all knowledge, experiences and insights relative to the work at hand. We take responsibility for ensuring our truth
is current, not historical. We all share the responsibility for maintaining the truth telling standard.
Power Parity
We respect all persons and recognize that there are diverse viewpoints. Positional power will not determine a strategy or
preferred outcome, merit will. Viewpoints from diverse constituencies will be proactively sought to ensure the best possible
outcomes for the community.
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Commitment to Resolving Conflict
Conflict is inevitable and is sometimes required in order to achieve the best outcomes possible. Healthy conflict involves
valuing every individual regardless of his or her stance on a specific issue and an unwavering commitment to working
through the conflict in a positive manner despite its severity.
Asset-Based Approach
We are focused on using a strengths-based, asset-oriented approach to people and issues. We believe that positive change
occurs when we appreciate, value and invest in what is best in our people and community.
Conflict of Interest
We agree to disclose any personal or professional conflict of interest that may affect our objectivity before engaging in
work that will impact the community. We seek to avoid even the appearance of impropriety.
Primus inter pares: Latin for first among equals.
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