Give meaning to the collaborative approach
Developing the collaborative instinct
Working in collaboration is sometimes seen as a fad, and epiphenomenon
resulting from digitalization. However, it is also a natural way of
functioning in numerous situations (collaborating to
overcome difficulties). How can the manager turn this into a mechanism
to improve performance and the quality of life in the workplace?
Compare
Remember
Working collaboratively is not only a way of communicating and
organizing ourselves, it is a state of mind: we share in order to create
value that would not exist otherwise. At its foundation
is the premise that the results of shared reflection are more
significant for the organization than those of individual reflection. An
initial step to communicate this philosophy: discussing
it with the team, identifying the ways in which it "speaks" to
them, exchanging views on concrete examples... so as to lead each member
into considering collaboration from a constructive
viewpoint.
Fight against taking the easy way out
An obstacle to collaboration and cross-functionality: the
temptation of taking the easy way out. Faced with a question or a
problem, it is often most natural, to save time and stay on
familiar ground, to turn to our habitual sources... our "safe
bets".
We deprive ourselves in this way of the viewpoints and ideas which are not within our lines of questioning but alongside them, on the margins and therefore potential sources of creative inspiration.
We deprive ourselves in this way of the viewpoints and ideas which are not within our lines of questioning but alongside them, on the margins and therefore potential sources of creative inspiration.
Undertake concrete actions
Moving outside one's habitual network is not so easy. There is
also a need to create and to stimulate favorable conditions by
initiating experiments that the team supports (cf. Coach's
Corner): inter-departmental working groups, workshops to
exchange practices, involving co-workers or partners who have until now
been far removed from our problems, etc. The watchword is:
"let's open up our team toward the outside and observe what
happens!"
Evaluation
Each question has only one correct response, but be careful: among the possible responses there is one that is "almost correct" and might make the choice harder!
1 / 3
What is a learning company?
According
to the researcher Peter Senge, within the learning company, each person
contributes towards the progression of the company. By which means?
By
exercising “zero” tolerance of errors, by driving each person to be rigorous
with themselves and with the others.
⚠
On the
contrary! Errors are something we can learn from and these experiences can be
shared within work groups, forums. We use them to learn collectively.
By pushing
someone to improve in his job and becoming an expert.
⚠
⚠
Each one effectively
develops his expertise while opening up to other horizons, disciplines.
Collaborators from different professions work together.
By sharing
with others (not simply close colleagues) our methods, ideas, questions,
errors, propositions.
✓
Yes, in a
learning company, we exchange as much as possible , using cross-collaboration.
Each individual describes what they do, how they do it, what they obtain, they
share what they have explored, their vision of the present and of the future.
2 / 3
A difficult step towards transversality.
You have
explained the virtues of transversality many times to your collaborators. An
action plan has been defined (inter-departmental meetings, open days...). But
you see no progress in the working methods, still as fragmented as ever. What
do you do?
You know
full well: it’s the work of the eternal resistance to change! You must continue
to spread the good word...
⚠
Resistance
to change is simply a consequence and not a fatality. Pointless continuing
along the same lines if we don’t know what’s holding back progress. This could
even worsen the situation.
You get the
team together for an update: “We defined an action plan... But nothing’s
changed in your working methods; you never get out of the open space... We are
giving out a bad impression, we must start applying ourselves!”
⚠
There is a
risk that this approach won’t serve much purpose: we point out that things are
not right without suggesting an analysis of the situation. This is giving
orders; far from collaboration
You get
your team together:”What are all the factors that are preventing us from
implementing our action plan?”
✓
Constructive
approach which will expose the sticking points (no reason to leave the
department, risk of losing identity, not being able to control...) and will
enable us to find solutions
You become
more forceful:”Implementing the action plan we defined is an obligation, not an
option”
⚠
It would be
best in the first instance to find out what’s blocking, then, together, you can
define the follow up method for any actions.
3 / 3
A waste of time
David, one
of your most creative collaborators, thinks that sharing ideas on the internal
social network is a waste of time as no one either consults or comments on the
posts” After a discussion with him, how
do you state your case?
It always
takes time for something new to be adapted. It’ll come
⚠
You’re
right, but there's a risk this won’t motivate David.
With contributors
such as yourself, who democratise the use, this could evolve really quickly.
You could publish vary small posts and we can follow the audience over the next
three months. What do you think?
✓
Yes, suggesting
a contribution which is not too time-consuming is a way of listening to David’s
apprehension. And the follow up could show him there is good reason to invest?
If everyone
reacted in the same way as you, then nothing would move forward.
⚠
Perhaps,
but this isn’t a very stimulating argument.
It would be
a shame if you didn’t participate; you have a lot to offer your colleagues.
⚠
Sure, but
David doesn’t want to engage needlessly.
Your score is
0/3
You finished!
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