Increasing Collaboration
Allan R. Cohen
Babson College
Edward A. Madden Distinguished
Professor of Global Leadership
Copyright © 2008 Allan R. Cohen. All rights reserved.
Collaboration In An Interdependent World
• Who needs collaboration?
• Potential benefits
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Solve problems one unit cannot solve alone
Innovation
Identify and pursue untapped opportunities
Leverage scarce resources
Best possible decisions when solution not obvious
Can consider ‘clients’ first, not own areas/orgs
Pride about working with smart, competent colleagues
Copyright © 2008 Allan R. Cohen. All rights reserved.
Collaboration a Necessity
Single organization
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All large organizations are matrix-ed, whether formally or not;
legitimate competing and common interests
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Even “completely autonomous” units have a connection, through
reputation (and maybe finances)
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Potential and/or efficiency
Copyright © 2008 Allan R. Cohen. All rights reserved.
Collaboration a Necessity (cont.)
Multi-institutional Society
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Complex issues; Many things can’t be done alone
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Dispersed expertise
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Larger dreams
Copyright © 2008 Allan R. Cohen. All rights reserved.
An Example of Collaboration in “Impossible”
Circumstances
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Three colleges: Babson, Wellesley, Olin
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Babson, Olin adjacent; Wellesley 1 mile away
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Many attempts to collaborate -- mostly failed
Copyright © 2008 Allan R. Cohen. All rights reserved.
Early Conceptual attempt
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Statement of intent between Babson College and the Franklin W.
Olin Foundation on behalf of the proposed Franklin W. Olin
College of Engineering
It is our intent to collaborate in every way while maintaining two separate
institutions with different degree programs but comparable
philosophies. Both institutions are dedicated to pedagogy that is
holistic, integrated, and innovative. Their academic programs will focus
on the nexus of theory, practice and conceptualization, with curricula
that are applied, field-based, global and ethical. Collaboration will
encompass academic, co-curricular and administrative activities that
enhance the educational excellence of both institutions.
Copyright © 2008 Allan R. Cohen. All rights reserved.
Impossible (cont.)
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Recent Challenge: Can we get admissions benefits of University
without downsides?
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3 Presidents co-teach, like each other; Top down won’t work, but
start doing a few things
Copyright © 2008 Allan R. Cohen. All rights reserved.
Impossible (cont.)
Some results:
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Common calendar 2/3, (other 1 week off)
Interchange dining halls, bus service, students to West Point for
leadership learning
Grand Challenge day, Paul Romer Smart Cities Project with
students all 3 schools
Perceived big opportunity in Sustainability: Wellesley
environmental sciences, Olin technology, Babson
entrepreneurship
Babson president agreed to find donor (from Babson pool!)
Copyright © 2008 Allan R. Cohen. All rights reserved.
Impossible (cont.)
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•
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3 college coordinator, 3 yr rotating position. Ideas/proposals to
coordinator for help
Mutual Governance: Olin and Babson president on other’s board,
Babson president presents at Wellesley trustees mtg., etc.
Babson summer venture program, Olin run; Acting Olin provost, a
Babson faculty member
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Dining flexibility fiasco, recovery. “Don’t kill the deal”
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Babson president: “No master plan, don’t know what it will look
like, learning as we go”
Copyright © 2008 Allan R. Cohen. All rights reserved.
Lessons
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All parties have to win, perceive it for them
Top down forcing doesn’t work; leadership needed for support,
some initiative
Relatively equal power required
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Early (even small) wins important; persistence
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Symbolic self-sacrifice as reinforcer
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Interpersonal liking matters; increases with interaction
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Co-location where possible
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Respect for unique strengths/contributions
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Openness to admitting mistakes, learning
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Sense of humor
Copyright © 2008 Allan R. Cohen. All rights reserved.
Collaboration In An Interdependent World (Cont’d)
• What makes collaborations succeed
or fail?
– Structure
– Systems/Processes
– Relationships/Culture
– Leadership Behaviors
Copyright © 2008 Allan R. Cohen. All rights reserved.
Structural Barriers
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Separate -- if not conflicting -- goals, tasks, rewards, budgets
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Diverse, even opposed stakeholders
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No common leadership, or far away
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Differing locations restricting interactions
Copyright © 2008 Allan R. Cohen. All rights reserved.
Systems/Processes
• Communication
– Opportunity-to-know, not need-to-know
– Access
– Meetings, including virtual teams
• “Groupware” for connection
• Training and education
• Escalation system; when, how
Copyright © 2008 Allan R. Cohen. All rights reserved.
Relationships/Culture
The intangible qualities that define how things work
Automatic assumptions about how things are supposed to work
– History shaping attitudes (e.g., “the Feds”)
– Basically collaborative or competitive?
– Only own responsibilities matter, or overall good matters?
(insurance co example)
– Open or insular?
– Aspirations great or modest?
– Deadlines critical or not?
– Who can say no, yes?
Copyright © 2008 Allan R. Cohen. All rights reserved.
Leadership Behaviors Required
• Dual Citizenship
– Focused Organizational Attention on strategic goals
– Balance between unit and overall goals
– Balance operational excellence with innovation, and with
organization capacity building
– Knowledge of how to execute partnerships and acquisitions,
work across cultural boundaries and lead cross-boundary
project teams
– Enough self-confidence to share spotlight, credit
Copyright © 2008 Allan R. Cohen. All rights reserved.
Leadership Behaviors Required (Cont.)
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Balancing all the organizational elements to sustain alignment of
organization with strategy
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Two-way influence
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Understanding and acceptance of accountability that never goes
away, despite less control
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Fair fighting
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Integrity
Copyright © 2008 Allan R. Cohen. All rights reserved.
Influence, the Critical Skill
Copyright © 2008 Allan R. Cohen. All rights reserved.
The Secret Of The Universe In Six Words
Everyone Expects To Be Paid Back
Copyright © 2008 Allan R. Cohen. All rights reserved.
Cohen-Bradford Influence without Authority Model
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Make exchanges that create “win-win” results
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Exchange goods and services (currencies)
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Use reciprocity to make exchanges
Copyright © 2008 Allan R. Cohen. All rights reserved.
The Cohen-Bradford IWA Model
Diagnose the
world of the
other person
Dealing with
relationships
Influence
through give
and take
Identify relevant
currencies,
theirs, yours
Assume all are
potential allies
Clarify your
goals and
priorities
© 2004 A. Cohen and D. Bradford
Copyright © 2008 Allan R. Cohen. All rights reserved.
Types Of Currencies
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Inspiration-related
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Task-related
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Position-related
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Relationship-related
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Personal
Copyright © 2008 Allan R. Cohen. All rights reserved.
Inspiration-Related Currencies
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Vision
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Excellence
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Moral/ethical correctness
Copyright © 2008 Allan R. Cohen. All rights reserved.
Task-Related Currencies
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Resources
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Assistance
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Cooperation
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Information
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Challenge/learning
Copyright © 2008 Allan R. Cohen. All rights reserved.
Position-Related Currencies
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Advancement
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Recognition
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Visibility
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Reputation
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Importance/insiderness
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Network/contacts
Copyright © 2008 Allan R. Cohen. All rights reserved.
Relationship-Related Currencies
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Acceptance/inclusion
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Personal support
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Understanding
Copyright © 2008 Allan R. Cohen. All rights reserved.
Personal Currencies
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Self-concept
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Ownership/involvement
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Gratitude
Copyright © 2008 Allan R. Cohen. All rights reserved.
How to Read Others’ Currencies
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Start: Tune in, don’t argue back
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Listen closely to their language
-What they say is important to them
-Speeches, presentations, written messages
-Their metaphors and images
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Observe their offices, artifacts, dress
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Ask
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Diagnose the forces acting on them, their “world”
Copyright © 2008 Allan R. Cohen. All rights reserved.
Contextual Forces That Shape Behavior
Along With Personality
Major Events/Forces
Outside the
Organization
How Person is
Measured,
Rewarded
Boss’s
expectations
Peer
Expectations
Nature of Required
Tasks:
Organization’s
Culture
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Unit culture
Repetitive, variety, creative?
Initiates or is initiated on?
High external interaction?
High interaction within unit?
History of career:
Education
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In organization
Outside organization
Many or few different positions?
High potential, contented, dead-ended?
Copyright © 2008 Allan R. Cohen. All rights reserved.
Collaborative/Problem-Solving Approach
• Depersonalize the conflict
– Channel energies to solving problem rather than defeating the
other
• Accept goals, opinions, feelings of all parties as
legitimate concerns
• Recognize that conflict can make a constructive
contribution to relationships as well as to
problem solution
Copyright © 2008 Allan R. Cohen. All rights reserved.
Leadership Above and Below
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Listening, listening… and connecting
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Inviting and supporting initiative, not just demanding, ordering
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Use the levers you have (paying in others’ currencies)
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Actual new behavior needed, not just verbal assent
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Instant fixes unlikely
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Celebrating initiatives, early wins
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Expecting and enjoying surprises
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Living with uncertainty and ambiguity
Major Leadership Change Required
Copyright © 2008 Allan R. Cohen. All rights reserved.