| June 11, 2008
"Collaboration, Consulting
and Change"
with Dr. Jane Cooke-Lauder
jcooke-lauder AT rogers.com
|
Circles of Change: Conversations with Dr. Zara Larsen
on Change Leadership and Career Fulfillment
June 8, 2008
“Collaboration, Consulting and Change”
Guest: Dr. Jane Cooke-Lauder
To View Full Research: www.weatherhead.case.edu/collaboration/
Anchoring Points:
- Define your Terms – it is too easy in research (and in life) to assume you are on the same page as others. One of the first principles in research is to define what you are studying in clear, unambiguous terms. This is one of the weaknesses in the study of inter-organizational collaborations. The term is used both broadly and narrowly to cover everything from a loose network through to a close partnership – with challenging consequences.
- Context matters – be cautious of transferring learnings or assuming that what worked in one set of circumstances will work elsewhere. Empirical work from places like North America may have, at best, a passing usefulness when looking at the developing world. Don’t draw conclusions too quickly.
- Complexity requires collaboration – but for collaboration to work, it must be kept simple. Profound lessons can be drawn from this research as to the power of having an action orientation, of selecting partners based on common values and on introducing only a sufficiency of structure. At the same time, being simplistic about the challenges of collaboration, leads to disaster. Hand in glove with collaboration comes competition. Savvy operators know how to practice orchestration, managing this ongoing tension.
- Given the close relationship between collaboration and competition, managing conflict is a requirement –having the ability to address issues when they arise, handling situations in person and on a timely basis are described as making a difference in a collaborative venture.
- He who has the gold makes the rules – the influence of the external funder on the success of the collaboration is profound. Don’t underestimate when you get into bed with an external partner, how much say they will have in the direction of your initiative. Remain true to mission when accepting funding, regardless of how tough that can be.
- Be the best you can be regardless of the circumstances, as it leads to opportunities. Difficult clients, challenging business problems, process improvement that others shy away from can become prime career differentiators.
- Invest in yourself: you are your best asset. Women particularly do not take the time for themselves, whether physically, emotionally, spiritually or intellectually. Career-wise, critical to stay on top of one’s game.
- Seek advice and help: really listen and give back. Value of coaches both formal and informal. But the accountability remains clear – it’s YOU.
- Conduct yourself as part of one or more systems: ‘no man is an island’. Recognize that few decisions are made in isolation and most have unintended consequences. Making decisions as part of a family or a group/network. So often the conventional wisdom says ‘do what is right for you’. Need to be clear as to who the ‘you’ is that is being referenced.
- Adaptation is key both to success and survival. Inaction becomes a fateful action in the face of changing trends.
- Be cautious about applying old or even current norms and rules. The pace of change and the scale of change are enormous in all fields, businesses and organizations. New methodologies and approaches are required.
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