Mission Junior College - The Role of Collaboration in Organizations
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We had a good read. For the benefit of yourself. Be sure to read to the end. I want you to get good knowledge from Mission Junior College.'More than 97 percent of senior leaders believed collaboration is requisite to success. However, only 30 percent of respondents and 47 percent of senior leaders believed leaders in their assosication are precisely skilled in collaboration. Results indicate leaders must learn to work across boundaries to collaborate effectively in the advent years.' (Centre for Creative Leadership, 2007)
Collaboration is a process of participation straight through which people, groups and organizations work together to achieve desired results. Base factors and characteristics have been identified by study as influencing the collaborative process, along with the skills of leadership, communication, sustainability, unity, participation, and a history of successful accomplishments (Hogue, et al, 1995; Keith et.al, 1993). Borden (1997) has identified four factors: internal communication, external communication, membership, and goal setting.
Borden & Perkins (1999) identified and defined the following factors in the development of a straightforward self estimate tool. This tool can be used by groups to stimulate consulation after self rating the collaborative attempt for each key area. It can also supply an overview of the key factors requisite for success in a collaborative project.
• transportation - clear and open with an established process.
• Sustainability - there is a plan for sustaining participation and resources throughout the project along with guidelines in regards to the exchange of members.
• study and estimate - a needs estimate has been conducted, goals are clear and there are measurement processes in place to fetch data and relate those goals.
• Political atmosphere - there exists inevitable history and environment surrounding power and decision making. Political atmosphere may be within the group as a whole, systems within the group or networks of people;
• Resources - there is entrance to the required resources. Resources refer to four types of capital: environmental, in-kind, financial, and human;
• Catalysts - the collaboration was commenced due to the existence of problem(s) or the reason(s) for collaboration to exist required a whole approach;
• Policies/Laws/Regulations - the collaboration can function effectively under the existing policies, laws, and/or regulations or these can be altered or created
• History - the group has a history of working cooperatively and solving problems;
• Connectedness - members are connected and have established informal and formal transportation networks at all levels;
• Leadership - there are leaders who promote, facilitates and support team building, and who can capitalise on diversity and individual, group and organizational strengths;
• Group development - this collaboration was mobilized to address prominent issues. There is a transportation system and formal data channels that permit the exploration of issues, goals and objectives; and,
• comprehension Stakeholders - the collaboration understands the stakeholders, along with the people, cultures, values and habits.
Using the factors outlined above as a focus of consulation may sacrifice fragmentation within the group and move group conversation from generic consulation to focused dialogue prominent to sound decision making, and action. Open and honest transportation within the group can increase group effectiveness and commitment. It also assists with viewing issues and problems in a holistic manner. Open and honest transportation within the collaboration and with stakeholders is requisite to success.
Another key area to be addressed is the setting of direction and focus for the collaboration. Ensuring a clear and understood direction and focus between all parties for a collaboration defines the purpose of the collaboration as what its members seek to create. Setting the direction and focus begins with establishing the vision, mission, values, and principles. Defining the outcome(s) supplementary establishes identity and basal purpose. Activities also need to be aggregated to supply value to the collaborative group and to stakeholders. Many activities with similar focuses can confuse. Task/role clarity can create greater involvement, dialogue and understanding. Applying the range of factors above to the processes and contexts of the collaboration results in a greater shared comprehension of what the collaboration stands for, where it's going, the internal and external environment, and how it intends to make its outcomes a reality.
Collaboration as a Continuum Collaboration often means distinct things to distinct people, it is useful to think about collaboration as a continuum. Parties may think themselves in relationships that vary from lower-intensity exchanges, in which the groups are more independent, to higher-intensity relationships, in which they are more interdependent. In one model (Kaplan, 1991), these differences in intensity are reflected in four Base terms: networking, cooperation, coordination, and collaboration.
Networking Cooperation Coordination Collaboration Lower-intensity' Higher-intensity Independence' Interdependence
1. Networking Organizations have a networking connection when they exchange data in order to help each assosication do a good job.
2. Coordination Organizations have a coordinating connection when they modify their activities so that together, they supply good services to their constituents.
3. Cooperation When organizations cooperate, they not only share data and make adjustments in their services - they share resources to help each other do a good job.
4. Collaboration In a collaborative relationship, organizations help each other progress or improve their capacities to do their jobs. (Axner, 2007)
Trust and Collaboration The development of trust in nurturing collaborative relationships is a vital skill for leaders (Tschannen-Moran, 2001). Trust is built on perception and history. How our motives and activities are perceived determines if others will trust us. If we trust, we share. If not, we don't. How other's comprehend us is their reality -outside of our own motives. If we are perceived as promoting our own program or trying to create our own "empire", others are reluctant to become complicated and to share. This applies to organizations and individuals.
Affect- based trust are feelings of emotional involvement and sincere caring for each others welfare. Cognition-based trust is the reliance that others are competent and responsible. Both of these forms of trust are the foundations for collaboration in organisations (McAllister, 1995). Interpersonal trust is also viewed as a key to facilitating and enabling coordinated communal interactions (Coleman, 1988).
Learning to Lead Collaboration citizen can tend not to collaborate, this may be caused by issues of understanding, time, our work environments or politics. Collaboration is a relatively new concept and is unfamiliar to many people. We were taught in school to compete and that the world is survival of the fittest. Collaboration can seem to run contrary to what we were taught to do and be. If citizen are used to looking knowledge as a scarce reserved supply (and straight through rights of knowledge it can create increased power for the personel or group) citizen may be less inclined to engage in open idea exchange and collaboration.
Innovation needs to occur in an environment of experimentation. However, if innovative ideas are to be effective, they need some buildings to allow for consistency. The environment should sustain both innovation and standardization.
Politics and bureaucracy also need to be addressed and understood within the organisational context and the context of the collaborative effort. Good ideas aren't all the time the ones that are implemented. Ideas that are connected to the right citizen in the right positions can often gain acceptance speedily and easily. Who has power? work on on key decisions sometimes rests face of formal processes. Sometimes, citizen on the "outside" have a profound impact on key decision makers. Ignoring other stakeholders can sink new ideas and innovations.
Tools for Collaboration The It industry has recognised that collaboration and communal networking is the way of the time to come and there is a strong move to create products which seek to improve productivity by virtualizing communications and firm processes. citizen and organisations are looking at ways to join together with each other virtually and Web 2.0 products are being designed to fill those needs. However we already have easy entrance to tools such as video and tele conferencing, chat, bulletin boards and email - straightforward tools which enable groups to communicate. Many tools are facilely ready as open source software or at low cost making them accessible to all sectors. There are also more advanced products such as fetch instant messaging, screen sharing and other groupware tools. These types of tools enable geographically dispersed teams to come together for virtual meetings allowing for time and cost savings, less travel, and improved communications flow.
Conclusion Trust, collaboration, sharing, relaxation of ideas, are expressions of reliance systems and culture. When we turn over the role of collaboration in an organization, we are debating our views of how the organisation as a whole should be organized, power distributed, diversity allowed, and decisions made. Collaboration reflects a point of view: that by working together partners, formal or informal, can bring distinct perspectives to bear to solve a problem and bring about change. In order for collaboration to occur successfully within an organisation there needs to be a supportive culture and work environment, encouragement from senior managers and a rewards system which reflects the importance of collaborative practices. For collaboration to be successful between organisations there must be clarity, direction and dialogue.
Resources For more data about collaborative software go to http://en.wikipedia.org/wiki/Collaborative_software
References
Axner, M. 2007, Promoting Coordination, Cooperative Agreements, and Collaborative Agreements Among Agencies. The community Toolbox accessed 17/12/07 at [http://ctb.ku.edu/tools/en/sub_section_main_1229.htm]
Borden, L. M. 1997, community collaboration: When the whole is greater than the sum of parts. Unpublished doctoral dissertation, University of Illinois, Urbana-Champaign, Illinois. (Quoted in Borden & Perkins, 1999)
Borden, L.M & Perkins, D.F. 1999, Assessing Your Collaboration: A Self estimate Tool. Journal of Extension, accessed 17/12/07 at http://www.joe.org/joe/1999april/tt1.html
Centre for Creative Leadership, 2007, What's Next? The 2007 Changing Nature of Leadership Survey, accessed 17/12/07 at http://www.ccl.org/leadership/pdf/research/WhatsNext.pdf
Coleman, J.S. 1988, communal capital in the creation of human capital. American Journal of Sociology 94 (Supplement). 95-120.
Hogue, T. Perkins, D. Clark, R. Bergstrum, A. Slinski, M. & Associates, 1995, Collaboration framework: Addressing community capacity. Columbus, Oh: National Network for Collaboration.
Kagan, S. L. 1991, United we stand: Collaboration for childcare and early schooling services. New York: Teachers College Press, Columbia University, 1-3.
Keith, J. G., Perkins, D. F., Zhou, Z., Clifford, M. C., Gilmore, B., & Townsend, M. Z. 1993, building and maintaining community coalitions on profit of children, youth and families. Michigan Agricultural Experiment hub study narrative (529). East Lansing, Mi: compose for Children, Youth, and Families.
McAllister, D.J. 1995, work on and cognition - based trust as foundations for interpersonal cooperation in organisations. Journal of Occupational and Organisational psychology Journal, 38: 24-59
Tschannen-Moran, M. 2001, Collaboration and the need for trust, Journal of Educational Administration, Vol. 39 Iss. 4.
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