Employees no longer know how to work together. This should not be a surprise, as
- Organizational structures are increasingly matrixed
- new knowledge is now created everyday everywhere
- and plans, personnel and work locations are changing faster than names and acronyms can be memorized.
With increased ambiguity, people are prone to collaborating too much – or incorrectly.
Part of the problem stems from the fact that “collaboration” has become synonymous with “teamwork.” For example, I recently picked up a Harvard Business Review book titled “Virtual Collaboration.” (Before I share their definition of collaboration, allow me to disclose that I generally relish HBR’s work and cannot consume enough of their trusted material.)
You can imagine my shock when I read their definition of virtual collaboration: Any work colleagues do with one another virtually.
Any work? This definition is akin to saying that all foods are vegetables. They are not, just as every-day meetings are not collaboration.
Collaboration is an interaction for co-discovering new knowledge and aligning a group, particularly by generating insights, solving problems and informing decision making.
The operative words are “co-discovering new knowledge.” This means collaboration is not a one-size fits all activity – and instead preserves this powerful interaction for the moments when together colleagues discover and align to a path forward that was unknown to them previously.
This means that when colleagues are cooperating (such as sharing resources), coordinating roles and responsibilities or merely exchanging data or updates they may be doing important work, yet they are not collaborating.
Groups collaborate too much when they are not aligned on the definition of the interaction – or the effort does not result in the creation of new knowledge, improved alignment and better decisions.
It is worth emphasizing: With this definition of collaboration the group is not making a decision together (though everyone may agree). Ultimately, the leader with the “D” (decision making authority) has been informed and is making or endorsing the group’s recommended decision.
This single point of accountability is an essential ingredient in effective collaboration; otherwise, the new knowledge created through collaborative interactions will likely be wasted. When everyone is accountable no one is.
Try this: In your next meeting ask, “What is the purpose of our interaction?” Knowing if you need to collaborate is an important first step in creating greater value.
