Streamline Training & Documentation: Collaboration ... we know it when we see it

Tuesday, May 16, 2006

Collaboration ... we know it when we see it

Ask someone to define "collaboration" and you'll probably get a reasonable explanation of the term, along the lines of "working jointly with others."

For purposes of fostering effective collaboration in a business setting, this general characterization is not enough. We have to go beyond the general definition of "collaboration" to specific success criteria that are relevant to a particular organization's activities. That's the only way we'll have enough detail to be in a position to identify any skill gaps that are detracting from the effectiveness of employees' teamwork.

What got me thinking about collaboration today was a report of a study carried out by a Johns Hopkins-led team that looked at attitudes of members of hospital surgical teams to the work environment of their ORs.

Not only did the study indicate that the members of a surgical team tend to differ in how well they collaborate — surgeons on average are lowest on the scale, and nurses are highest — but it also showed that surgeons and nurses don't even agree on what teamwork is.

"Nurses often describe good collaboration as having their input respected, and physicians often describe good collaboration as having nurses who anticipate their needs and follow instructions," the researchers reported. At a minimum, one hopes that surgeons and nurses, once alerted to this divergence in perspective, will talk to each other about the practical steps they need to take to maximize their teamwork, in the interests of patient safety and achieving the best possible surgical results.

For our purposes, the point here is that both the context — the specific work setting — and the various participants' roles and responsibilities determine what collaboration "looks like" in a particular organization. Therefore, it's not enough to set an expectation of "teamwork" with employees. Managers and employees must also pin down criteria that will enable everyone to agree on where teamwork is happening, and where it's in need of a boost.

As an example, here are the sample behaviors a company in the healthcare industry has defined for its employees to satisfy in order to meet the requirement that they "foster collaboration within and across traditional organizational boundaries":

Defines shared accountabilities and performance objectives.

Works with others, both within the unit and across boundaries, on a basis of equality, regardless of the partner's level or organizational affiliation.

Shares information and resources readily across organizational boundaries.

Listens carefully to identify the needs and objectives of their partner and acts to satisfy them.

Calculates the potential impact of decisions on partners.

Solicits partner feedback and acts on it to improve results and relationships.

Identifies and resolves conflict openly and facilitates a resolution that strengthens relationships and advances goals.

Stimulates high levels of participation by functional and regional partners.

Avoids functional silos.

Again, I emphasize that the above items detailing what collaboration "looks like" are specific to the organization that compiled them, following careful discussion with experienced in-house advisors.

Your organization's picture of "collaboration" will have its own distinctive nuances, which you will identify by consulting with insightful colleagues.

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