A voluntary act
Collaboration can be seen simply as a series of conversations and behaviors to achieve an objective.
But this involves the connection of people in a given context where you ask questions, you collect responses, information and ideas, and receive feedback on the results of experimentation until you reach a consensus outcome.
Collaborate is a voluntary act that emerges in interdisciplinarity.
Interdisciplinary collaboration refers to the positive interaction of two or more professionals, that lead to a context their “unique” skills and knowledge.
An organization or community have seen almost always the presence of a consolidated hierarchy that often plays an important role in the completion of projects or in the development of business activities.
But in a world where technology leveraged a more active participation of everyone, does it must be that way?
“Hierarchies are very good at aggregating effort, at coordinating the activities of many people with widely varying roles. But they’re not very good at mobilizing effort, at inspiring people to go above and beyond. When it comes to mobilizing human capability, communities outperform bureaucracies.” -Gary Hamel -The Future of Management
The problems that companies face today are too complex to be settled by individuals alone or by a single organization.
To achieve sustainability solutions, collaboration within organizations and outside them is essential. Internal collaboration is required to be competitive abroad.
We can collaborate to devise a solution that is not easily or that is not available as a response to frequent problems.
We can work together to find a path or a support structure to reconcile with our project but which is not familiar.
We can collaborate, because it is optional and the transfer of knowledge is vital for the attainment of desired results.
But to collaborate we must reach an agreement on how to proceed and this can only be done once we have a common definition of the problem, that reflects an understanding between our own interests and the interests of others who collaborate.
Collaboration involves a common goal and direction of the way forward for joint decision-making.
The collaboration may not be advisable:
-When problems require a quick and decisive action because the collaboration can be a process.
-When inequality of power between the parties can derail the process.
-When the groups are too large.
-When there is no power to implement the final decisions, etc.
Collaboration is not a magic formula to solve the problems when asking the participation of everyone. The definition of the problem and its context are important to assess the benefits of collaborative work.
Do you want to comment?
TagsAnalyses and intuition Art and innovation Ask questions Assumptions and innovation Behavior and innovation Behavior change Business model Business models Collaboration and innovation Connections and creativity Create value Creativity and diversity Creativity and empathy Creativity and sustainability Critical thinking Designthinking Design thinking and business Diversity and creativity Diversity and Innovation Emotional experiences Empathy and innovation Evaluation of ideas Innovation and Human Resources Innovation and Management Innovation and networks Innovation and observation Innovation and possibilities Innovation and trust Innovation Culture Inovattion Institute for the Future Interception of ideas Intuitive thinking Making decisions Marty Neumeir Motivation and collaboration Open Innovation Services Passion and creativity Protoypes Resistance to change Rethinking options Simplicity and innovation Time and creativity values and innovation White space
- March 2014
- May 2013
- April 2013
- March 2013
- February 2013
- January 2013
- December 2012
- November 2012
- October 2012
- September 2012
- August 2012
- July 2012
- June 2012
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011