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“Through trustful communication, we find ways to leverage individual differences and “Through trustful communication, we find ways to leverage individual differences and

“Through trustful communication, we find ways to leverage individual differences and - PowerPoint Presentation

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“Through trustful communication, we find ways to leverage individual differences and - PPT Presentation

Through trustful communication we find ways to leverage individual differences and create a whole that is greater than the sum of the parts Through mutual trust and understanding one often can solve conflicts and find a better solution than would have been obtained through either persons own ID: 766941

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“Through trustful communication, we find ways to leverage individual differences and create a whole that is greater than the sum of the parts. Through mutual trust and understanding, one often can solve conflicts and find a better solution than would have been obtained through either person's own solution” (Covey 1989)

The New Form To Achieving Results Dr. Jorge “Chevy” Chavarin

What is Collaboration? (Business Dictionary, n.d .) General: Cooperative arrangement in which two or more parties, which may or may not have any previous relationship , work jointly towards a common goal .

Teamwork vs. Collaboration (Campbell, 2011) Teamwork Members work towards a common goal Members actions are independent but committed to a goal Requires leadership to provide vision, guidance, direction and resolve dispute and conflict Effective over short term Control is key Collaboration Members work towards a common goal Members actions are interdependent and demands sharing Requires equal partnership with no true leader therefore must resolve disputes on their own Sustainable over long term Trust is key

Teamwork vs. Collaboration (cont.) ( Yaffee , 2002) Teamwork Process (Competition based) Focus is task oriented not problem solving Encourages competition Results in win-lose scenario Collaborative Process (Consensus based) Focus is on problem solving Encourages knowledge sharing Results in win-win scenario (joint gains)

Overview of Paradigm Shift ( Yaffee , 2002) Traditional Competition Win-lose One view One right answer Carrying out isolated authorities and directions (tasks) Reactive Fragmentation Them (= their fault/problem) Collaboration Consensus Win-win Multiple viewsNumerous answersSolving shared problems or pursuing shared objectivesProactiveIntegration Us (ownership) Shift requires an emphasis on “Relationships” (Daft, 2001) Key component of relationships is “Trust” (Covey, 2006)

Key Component of Collaboration “There is one thing that is common to every individual, relationship, team, family, organization, nation, economy and civilization throughout the world — one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. That one thing is trust” (Covey, 2006, p. 1)

Root of Relationships (Harvey & Drolet , 2005; Derosa & Lepsinger , 2010) The concept of “Trust” One of the strongest indicators of high performance Not an act or set of acts but the result of repeating actions and variables Not a one-time event but rather recurrent and ongoing process One of the most important factors for team success Lack of trust will damage the dynamics of team

Mutual Trust (Harvey & Drolet , 2005) Five Conditions for Trust to evolve Interdependence “When I need you, you need me”. When both sides acknowledge needing one another, trust is more likely to evolve The more two-way transactions take place, the higher the capacity for trust The opposite is also true. The more we need each other, both in reality and perception, the more we can build on trust. Consistency Behavior needs to be consistent with verbal commitments People are more likely to trust those who adhere to their words/promises Walk the talk

Mutual Trust (Harvey & Drolet , 2005) Honesty People who are honest are honorable in principle, their intentions and ultimately their actions. Those who lie, cheat, or omit full disclosure display actions of dishonesty which takes away from building on trust. When one is known to be honest and committed to integrity, they build on trust (reputation) Affability Individuals who are approachable and easy to talk are more likely to create a positive relationship. Likable people are easier to trust Extension of Trust “Those who give trust, get trust” When these five conditions are present, there is a higher probability for trust to evolve.

Establishing a Collaborative Community (Adler,, Heckscher , & Prusak , 2011) Four requirements Requires a shared purpose (what brings them together) Vision statement A description of the overall goal Desirable future or outcome we seek Serve as a constant reminder Shared understanding of the competitions position Understand the stakeholders and their needs

Establishing a Collaborative Community Requires an ethic of contribution Going beyond one’s formal responsibilities to solve complex problems Reject individualism and promote collectivism through a collaborative culture Manage conflict immediately Encourage face-to-face meetings regularly M embers trust in one another to further promote the shared purpose Members are willing to share resources Knowledge sharing Access to one another’s technologies and markets (Adler,, Heckscher, & Prusak, 2011)

Establishing a Collaborative Community Requires interdependency Members need to cooperate with each other in order to attain something that cannot be achieved independently Requires measurable goals that are realistic and attainable with respect to time Protocols are generally written and revised continually Includes “norms of the group” Anyone can initiate change if his or her work demands it Change is communicated and discussed in depth 2 nd and 3 rd effects of change (Adler,, Heckscher , & Prusak , 2011)

Establishing a Collaborative Community Requires collaboration be valued Understand the benefits (not all inclusive) Encourages brainstorming Offers various perspectives to problem solving through knowledge sharing Increases speed of decision making Provides every team member with equal opportunities to participate and communicate their ideas. Fosters ownership of collective problems Promotes change Reduces boundaries Allows for optimization of available resources Facilitates capacity to replicate success Increases performance (Adler,, Heckscher , & Prusak , 2011)

Collaboration as a Paradigm Shift Behavior/Action Ethical Boundary

Warning Signs of Low Levels of Trust Four warning signs of low levels of trust within a collaborative setting Members referring to themselves as “I” or “We” Members do not appear to know one another very well Members are distant and negative Members do not regard the commitment of others as credible ;( Derosa & Lepsinger , 2010)

Conclusion Collaboration has numerous benefits Presents a greater challenge than the old concept of competition Implementing a collaborative community will require Valuing collaboration Shift from traditional processes Emphasis needs to be placed on “Relationships” (people) Fluid and ever shifting Members need to build on “Trust” The higher the trust, the higher the probability for success WITHOUT “TRUST”, THERE IS NO COLLABORATION

References Adler, P., Heckscher , C. & Prusak , L. (2011). Building a collaborative enterprise. Retrieved from https://hbr.org/2011/07/building-a-collaborative-enterprise Anderson, D.L. (2012). Organizational Development. The process of leading organizational change. Thousand Oaks, CA: Sage Publications. Business Dictionary ( n.d .). Definitions. Retrieved from http://www.businessdictionary.com/definition/collaboration.htmlCampbell, A. (2011). Collaboration is misunderstood and overused. Retrieved from https://hbr.org/2011/09/collaboration-is-misunderstoodCovey, S. (1989). The 7 habits of highly effective people. Retrieved from https://www.depts.ttu.edu/upwardbound/books/the-7-habits-ofhighly-effective-people.pdf Covey, S. (2006). Executive book summary. The one thing that changes everything; The speed of trust. Retrieved from https://www.cu.edu/sites/default/files/ExecSummaries-The_Speed_of_Trust.pdf Daft, R.L. (2001). The leadership experience. Orlando, Florida: Harcourt Publishers DeRosa , D.M. & Lepsinger , R. (2010). Virtual Team Success. A practical guide for working and leading from a distance. San Francisco, CA: John Wiley & Sons Harvey, T.R. & Drolet, B. (2005). Building teams, building people. Expanding the fifth resource. Lanham, Maryland: Scarecrow Education.Yaffee, S. (2002). Benefits of collaboration. Retrieved from http://www.snre.umich.edu/ecomgt/lessons/stages/getting_started/Benefits_of_Collaboration.pdf