attributed to George C. Marshal
This entry contains principles that when put into practice will produce results. Please enter comments for discussion. Some of this is repeated for emphasis.
HOW TO BUILD COLLABORATION
'IT'S AMAZING HOW MUCH CAN BE DONE WHEN IT DOESN'T MATTER
WHO GETS THE CREDIT'.
ATTRIBUTED TO GEORGE C. MARSHAL
THIS PAGE CONTAINS PRINCIPLES THAT WHEN PUT INTO PRACTICE
WILL PRODUCE RESULTS. PLEASE CLICK HERE
IF YOU WOULD LIKE TO MAKE COMMENTS OR ASK QUESTIONS. SOME OF THIS IS REPEATED FOR EMPHASIS.
BEFORE YOU READ THIS PAGE OR ANY OF THE RELATED PAGES, YOU
MUST FIRST UNDERSTAND WHY. IF YOU HAVE
NOT BEEN TO THAT PAGE AND READ THE INFORMATION CONTAINED THERE, READ AND MAKE
SURE YOU AND OTHERS INVOLVED UNDERSTAND WHY.
AND MAKE SURE THERE IS CONSENSUS ON THE WHY BEFORE YOU START WITH THE
HOW...AND STAY TRUE TO THE WHY.
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PRINCIPLES
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PHILOSOPHY AND
PRACTICE
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PROXIMITY
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~ UNDERSTAND AND USE THE IMPORTANT
PRICIPLE OF PROXIMITY. SPEND TIME WITH THE PEOPLE WITH WHOM YOU WISH TO
COLLABORATE. IF IT IS A NEIGHBORHOOD COALITION, DO THINGS TOGETHER SUCH
AS BBQS. IF IT IS AN ORGANIZATION, SPEND TIME IN CLOSE PROXIMITY TO
EACH OTHER TO ENCOURAGE DIALOGUE. IF IT IS A FAMILY, SPEND TIME
TOGETHER. EAT TOGETHER. DO THINGS TOGETHER. YOU WILL HAVE
GREATER INFLUENCE AND A CLOSER COLLABORATION WITH PEOPLE WITH WHOM YOU
SPEND FACE TO FACE, SIDE BY SIDE TIME TIME WITH AND DO NOT FORGET THE
IMPORTANCE OF APPROPRIATE TOUCH IN THOSE RELATIONSHIPS.
PROXIMITY IS HELPFUL AND SOMETIMES ESSENTIAL FOR COLLABORATION AND FOR INFLUENCE.
PEOPLE ARE SIMPLY NOT GOING TO COLLABORATE AS WELL IF THEIR PRIMARY CONNECTION IS OVER SOME KIND OF ELECTRONIC DEVISE. YOU WILL NOT HAVE AS MUCH INFLUENCE OVER PEOPLE WHEN YOUR PRIMARY CONNECTION IS OVER AN ELECTRONIC DEVISE...UNLESS YOU ARE CAUSTIC IN WHICH CASE IT MAY BE BEST TO FIRST LEARN SOME BETTER SKILLS. |
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START WITH A UNIFYING PURPOSE ... OR WHY
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~ THE PURPOSE MAY NEED TO BE BROAD ENOUGH
TO BRING IN ENOUGH PEOPLE WITH ENERGY, IMAGINATION, COMMITMENT, RESOURCES,
AND CREATIVITY, TO GENERATE SUCCESS. (FOR EXAMPLE, A COMMUNITY COUNCIL
INTERESTED IN FAMILY AND CHILDREN ISSUES OR A BUSINESS OPENING A NEW MARKET.)
~ SOMETIMES THE
PURPOSE MAY ALSO BE VERY SPECIFIC AND NARROW WHEN THE ENERGY, IMAGINATION,
COMMITMENT, AND CREATIVITY, ARE SUFFICIENT. START WITH TWO OR THREE OR
A SMALL GROUP OF PEOPLE WHO HAVE PASSION FOR THE PURPOSE. (FOR EXAMPLE,
DRUG PREVENTION.)
~ THIS APPARENT CONFLICT BETWEEN
BROAD AND SPECIFIC OR NARROW COLLABORATIONS CAN SOMETIMES BE RESOLVED BY
CREATING AN UMBRELLA COMMITTEE WITH A MORE BROAD PURPOSE AND MISSION AND
SUBCOMMITTEES WITH MORE NARROW AND SPECIFIC MISSIONS AND PURPOSES. (FOR
EXAMPLE, A COMMUNITY COUNCIL SUPPORTING FAMILY AND CHILDREN ISSUES AND A
SUBCOMMITTEE DEALING SPECIFICALLY WITH DRUG PREVENTION OR A COMMITTEE WORKING
ON ABSENTEE ISSUES AND A SUBCOMMITTEE DEALING SPECIFIC WITH DRUG PREVENTION
AND/OR TREATMENT OR EVEN A BUSINESS TRYING TO RECREATE ITSELF WITH A NUMBER
OF SUBCOMMITTEES.)
~ START WITH THE END IN MIND |
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CREATE, MAINTAIN, AND
UPDATE, SIMPLE AND PRACTICAL MISSION AND VISION STATEMENTS.
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~ BE WILLING TO UPDATE AND CHANGE AS THE
NEED ARISES.
~ KEEP THE MISSION AND VISION STATEMENTS
IN FULL VIEW OF ALL OF THE PARTICIPANTS AT EVERY MEETING. SOME
ORGANIZATIONS PLACE THEIR MISSION AND VISION STATEMENT AT THE TOP OF EACH
AGENDA.
~ STICK WITH IT........HOWEVER,
~ IF IT DOESN'T FIT ANY MORE, CHANGE IT.
~ DO IT BY CONSENSUS (UNLESS A SPECIFIC AND DIFFERENT LEVEL OF
AUTHORITY HAS BEEN CLEARLY COMMUNICATED.
~ SOMETIMES IT CAN BE HELPFUL
TO CREATE BY-LAWS. BE CAREFUL THAT YOU DO NOT GET CAUGHT IN THE
MINUTIA AND LOOSE TRACK OF THE PRIZE (GOAL).
~ CONSIDER CREATING AND DISPLAYING A VALUE
STATEMENT.
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GOALS ARE WHERE YOU
WANT TO GO. OBJECTIVES ARE HOW YOU ARE GOING TO GET THERE.
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~ GOALS SHOULD BE MEASURABLE AND OBSERVABLE. THEY SHOULD HAVE SPECIFIC
ACHIEVABLE STEPS (OBJECTIVES) WITH BUILT IN ACCOUNTABILITY FOR
ACCOMPLISHMENT.
~ GOALS SHOULD BE BUILT UPON A CONSENSUS
AND CAN DEVELOP AND ADAPT AS THE PROCESS MATURES.
~ SOME GOALS SHOULD BE MET QUICKLY AND
EASILY, OTHERS SHOULD STRETCH YOU AND THE ORGANIZATION.
~ CELEBRATE AND ADVERTISE SUCCESS.
~ EVALUATE HOW YOUR RESULTS COMPARE WITH THE
RESULTS OF OTHERS WORKING ON SIMILAR GOALS. BE WILLING TO LEARN FROM
THE SUCCESS OF OTHERS.
~ ALWAYS STRIVE FOR IMPROVEMENT, EVALUATE,
SOLICIT FEEDBACK, AND ADJUST YOUR COURSE AS NEEDED.
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BELIEVE IN WHAT YOU ARE DOING AND THE PEOPLE
WHO ARE DOING IT.
"IF YOU THINK YOU
CAN DO A THING OR THINK YOU CAN'T DO A THING, YOU'RE RIGHT."
HENRY FORD
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~ RADIATE AND SPEAK OPTIMISM.
~ EXPECT SUCCESS
~ EXPECT THE BEST FROM PEOPLE THAT YOU ARE
WORKING WITH.
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LEADERSHIP
"WHAT YOU
ARE THUNDERS SO LOUDLY IN MY EARS THAT I CANNOT HEAR WHAT YOU SAY."
EMERSON
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~ SOMEONE NEEDS TO BE RESPONSIBLE FOR FACILITATING,
MODERATING, AND MANAGING THE MEETING AND DISCUSSION.
~ VALUE-BASED DEDICATED LEADERSHIP IS
ESSENTIAL FOR ANYTHING LASTING, SIGNIFICANT, AND POSITIVE, TO BE
ACCOMPLISHED.
~ BE SUPPORTIVE, CONSISTENT, AND
DEPENDABLE.
~ SET HIGH STANDARDS OF EXCELLENCE.
~ TRUE COLLABORATION REQUIRES SHARED
LEADERSHIP. CULTIVATE LEADERSHIP IN OTHERS.
~ LEADERSHIP MUST VALUE AN INCLUSIVE,
COLLABORATIVE, PROCESS.
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COORDINATE - ORGANIZE
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~ SEATING CAN BE VERY IMPORTANT.
SITTING BEHIND TABLES CAN HAVE THE ADVANTAGE OF GIVING PEOPLE A PLACE
TO WRITE AND PROVIDING EMOTIONAL PROTECTION. IT ALSO CREATES AN
ATMOSPHERE CONDUCIVE TO GETTING DOWN TO BUSINESS AND WORKING.
PREFERABLY, TABLES SHOULD ALLOW EVERYONE TO SEE EACH OTHER (CIRCLE,
SEMICIRCLE, RECTANGLE, OR SQUARE). VERY SMALL GROUPS CAN OFTEN DO WELL
SITTING ON SOMETHING COMFORTABLE SUCH AS TWO OR THREE COUCHES AND/OR OTHER
COMFORTABLE CHAIRS THAT FACE EACH OTHER. VERY LARGE GROUPS CAN SIT IN A
CIRCLE OR SEMICIRCLE. THESE FORMATS WILL INCREASE COMMUNICATION.
AVOID ROWS OF PEOPLE. THIS CUTS DOWN ON INTERACTION AND
COMMUNICATION.
~ HOLD REGULAR, CONSISTENT (SAME PLACE AND SAME
TIME), MUTUALLY BENEFICIAL, CONSTRUCTIVE, PROFITABLE, INFORMATIVE, AND BRIEF
MEETINGS.
~ TAKE NOTES FROM THE MEETING AND PROVIDE
THEM TO EVERYONE IN THE COLLABORATION. WHEN THERE IS A DISCUSSION,
WRITE DOWN WHAT IS SAID. WRITING ON A BOARD OR FLIP CHART WHERE
EVERYONE CAN SEE IS OFTEN PREFERRED. (IN SOME SETTINGS, WRITING ON A
BOARD OR FLIP CHART CAN SEEM PRETENTIOUS.) ACCURATELY WRITE WHAT PEOPLE SAY.
~ ALWAYS HAVE AN AGENDA. IN MOST
CASES IT IS BETTER TO SEND IT TO EVERYONE AHEAD OF TIME. STICK TO THE
SCHEDULE. RESPECT EVERYONE'S TIME.
~ WHEN SOMEONE BRINGS SOMETHING UP THAT IS
NOT ON THE AGENDA, WRITE IT DOWN WHERE THEY CAN SEE IT. BE SURE AND
ADDRESS IT AT A LATER TIME, SUCH AS AT THE END OF THE MEETING, AFTER THE
MEETING, OR DURING ANOTHER MEETING. LET EVERYONE KNOW AHEAD OF TIME
WHAT THE PROCESS WILL BE FOR ADDRESSING ITEMS BROUGHT UP DURING THE MEETING,
BUT NOT ON THE AGENDA. OCCASIONALLY IN SOME URGENT SITUATIONS, ITEMS
WILL NEED TO BE ADDRESSED IMMEDIATELY, THIS SHOULD BE RARE.
~ STICK TO YOUR MISSION STATEMENT.
~ FOR COMMUNITY COLLABORATION REGULARLY
NOMINATE AND VOTE FOR OFFICERS OR SET A SYSTEM FOR ROTATION. EVEN WHEN
THIS IS A COMMITTEE, WITHIN A SINGLE ORGANIZATION, THIS CAN HAVE VALUE.
~ SMALL SUBCOMMITTEES OR GROUPS CAN OFTEN
ACCOMPLISH SPECIFIC TECHNICAL WORK OR COMPLETE PROJECTS MORE QUICKLY THAN A
LARGER GROUP, COMMITTEE, OR COLLABORATION. THESE SMALLER GROUPS CAN
RECEIVE DIRECTION OR REPORT TO THE LARGER GROUP. REMEMBER TO KEEP LEVELS OF AUTHORITY CLEAR.
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SHOW RESPECT FOR
PEOPLE AND TIME.
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~ ASK FOR HELP. SAY PLEASE AND THANK YOU. DEMONSTRATE
COMMON COURTESY. APOLOGIZE WHEN WARRANTED (KNOW WHEN IT'S WARRANTED, BE
HUMBLE ENOUGH TO APPOLOGIZE, AT TIMES, EVEN WHEN IT'S NOT.)
~ 8 A.M. IS OFTEN A GOOD TIME FOR MEETING
WITH PARTICIPANTS FROM AGENCIES AND SCHOOLS. LUNCH TIME CAN ALSO
BE A GOOD TIME. EVENINGS AND WEEKENDS ARE USUALLY BEST FOR CHURCH,
FAMILY, NEIGHBORHOOD, AND GENERAL COMMUNITY MEETINGS. I AM AWARE OF
ONE COMMUNITY COALITION WHICH MEETS AT 4:30 P.M., TO MAKE IT EASIER FOR
TEACHERS TO ATTEND. IF YOUR GOAL IS TO INVOLVE YOUTH, BE SURE TO MEET
AT A TIME AND PLACE CONVENIENT TO YOUTH.
~ WHEN THERE IS A MEETING FOR A WORK GROUP
WITH DIFFERENT ORGANIZATIONS/AGENCIES WHO HAVE A MANDATE FOR THE
COLLABORATION, THE TIME IS USUALLY MORE FLEXIBLE.
~ ALWAYS START AND END ON TIME.
~ BE CONSISTENT.
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CONSIDER LOGISTICAL
NEEDS OF OTHERS.
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~ CONSIDER PARKING, TRANSPORTATION,
ACOUSTICS, AND CHILD CARE, WHEN REQUIRED.
~ ACCESS AND COMFORT SHOULD ALSO BE
CONSIDERED. ACCOMMODATE NEEDS OF INDIVIDUALS WITH DISABILITIES.
~ BE SURE THERE ARE ADEQUATE RESTROOMS,
WATER, ET. ETC.
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BE OPEN-MINDED.
SHARE OWNERSHIP.
EMPOWER OTHERS.
SHARE LEADERSHIP.
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~ BE WILLING TO ACCOMMODATE OTHERS, WHEN
POSSIBLE AND APPROPRIATE.
~ CONCENTRATE ON THE AREAS THAT YOU HAVE
IN COMMON WITH OTHERS WHO ARE INVOLVED. A LIFETIME OF GOOD MAY BE
ACCOMPLISHED IN THE AREAS THAT YOU AGREE. SOMETIMES WORKING TOGETHER
TOWARDS POSITIVE GOALS CAN BE MORE IMPORTANT THAN YOUR SPECIFIC AGENDA.
AS YOU WORK TOGETHER AND DEVELOP RELATIONSHIPS YOU WILL LIKELY COME TO
A GREATER UNITY OF PURPOSE.
~ ENCOURAGE AND HELP YOUR ORGANIZATION TO
GROW AND CHANGE AS THE NEED ARISES.
~ WHEN OTHERS FEEL OWNERSHIP AND
EMPOWERMENT IN THE ORGANIZATION, THEY BECOME MORE COMMITTED, CREATIVE, AND
LOYAL.
~ FOR MANY PEOPLE THE PROCESS IS AS
IMPORTANT, AND SOMETIMES EVEN MORE IMPORTANT, THAN THE RESULTS. EVERYONE
NEEDS TO BE HEARD.
~ MANAGE/LEAD THE PROCESS, DON'T CONTROL
IT. (THE PROCESS DOES NOT BELONG TO ANY ONE INDIVIDUAL, AND USUALLY
DOES NOT BELONG TO ANY ONE ORGANIZATION, OR AGENCY).
~ ALLOW FOR CONFLICT AND DISAGREEMENT.
CREATE A HEALTHY ATMOSPHERE FOR DISAGREEMENT AND DISCUSSION. AS
MUCH AS POSSIBLE, RESOLVE CONFLICT AND SUPPORT THE SOLUTION.
~ MEMBERS/PARTICIPANTS NEED TO CLEARLY
UNDERSTAND AND RESPECT EACH OTHER'S VALUES, KNOWLEDGE, AND SKILLS.
~ KNOWLEDGE NEEDS TO BE SHARED IN ORDER TO
INCREASE THE CAPACITY OF ALL THE MEMBERS, WHICH IN TURN EXTENDS THE CAPACITY
OF THE ORGANIZATION/COLLABORATION. KNOWLEDGE SHARED IS MORE POWERFUL
THAN KNOWLEDGE KEPT.
~ ENTHUSIASTICALLY SUPPORT OTHER PEOPLE'S
SUCCESSIVE OR INTERMITTENT APPROXIMATIONS OF THE GOAL. (AS MUCH AS POSSIBLE,
LET IT BE SOMEONE ELSE'S IDEA.) IF THEIR BANDWAGON IS HEADED IN THE GENERAL
DIRECTION OF WHERE YOU WANT TO GO, JUMP IN AND CHEER IT ON.
~ USE GENUINE COMPLIMENTS AND RECOGNITION.
AT TIMES IT IS WISE TO PUT IT IN WRITING AND MAKE IT PUBLIC. AT
TIMES IT IS WISE TO MAKE IT PRIVATE. BE SPECIFIC ABOUT THE BEHAVIOR
THAT YOU ARE COMPLIMENTING.
~ WHEN APPROPRIATE ENCOURAGE VOLUNTEERS.
~ PROVIDE EVERYONE WHO WANTS IT, SOMETHING
MEANINGFUL TO DO. REMEMBER THAT WHAT IS MEANINGFUL TO YOU MAY NOT BE
MEANINGFUL TO ANOTHER. WHEN EVER POSSIBLE, ENCOURAGE AND SUPPORT OTHERS
IN THEIR INTERESTS.
~ SHARE AND ROTATE LEADERSHIP
RESPONSIBILITIES. SUPPORT AND ENCOURAGE LEADERSHIP IN OTHERS WHENEVER
POSSIBLE.
~ LEARN AND PRACTICE CRITICAL THINKINGSKILLS...WITHOUT BEING CRITICAL. |
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BUILD RELATIONSHIPS.
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~ ALLOW TIME BEFORE AND AFTER MEETINGS FOR
VISITING. THIS CAN OFTEN BE AS IMPORTANT AS THE MEETING ITSELF.
TAKE TIME TO BUILD FRIENDSHIPS WITH MEMBERS OF THE ORGANIZATION OUTSIDE
OF THE MEETING TIMES.
~ SERVING LIGHT REFRESHMENTS OR SNACKS CAN
HELP TO BUILD RELATIONSHIPS AND EASE CONVERSATION.
~ OCCASIONALLY YOU MAY WANT TO SEND A
SIMPLE GREETING CARD OR THANK YOU NOTE TO PARTICIPANTS. THIS CAN HELP
TO BUILD RELATIONSHIPS. SOMETIMES A HAND WRITTEN NOTE IS GREATLY
APPRECIATED.
~ GET TO KNOW AND AS MUCH AS POSSIBLE
UNDERSTAND THE NEEDS, ISSUES, AND PASSIONS OF ALL THE MEMBERS OF THE
COALITION AND STAKE HOLDERS IN AND OUT OF THE COALITION.
~ YOU ARE MORE LIKELY TO HAVE POSITIVE
INFLUENCES OVER A FRIEND, THAN AN ENEMY.
~ EMPHASIZE BOTH PROCESS AND PRODUCT.
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"REAL LISTENINGSHOWS RESPECT. IT CREATES TRUST. AS WE LISTEN, WE
NOT ONLY GAIN UNDERSTANDING, WE ALSO CREATE THE ENVIRONMENT TO BE UNDERSTOOD.
AND WHEN BOTH PEOPLE UNDERSTAND BOTH PERSPECTIVES, INSTEAD OF BEING ON
OPPOSITE SIDES OF THE TABLE LOOKING ACROSS AT EACH OTHER, WE FIND OURSELVES
ON THE SAME SIDE LOOKING AT SOLUTIONS TOGETHER".STEPHEN R. COVEY
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~ FOR MANY PEOPLE THE PROCESS IS AS
IMPORTANT, AND SOMETIMES EVEN MORE IMPORTANT, THAN THE RESULTS. EVERYONE
NEEDS TO BE HEARD.
~ SERVING REFRESHMENTS OR LIGHT SNACKS CAN
OPEN HELP TO RELAX PEOPLE AND OPEN COMMUNICATION.
~ USE COMMON LANGUAGE. ONE OF THE
MOST IMPORTANT BUILDING BLOCKS OF COLLABORATION AND CONSENSUS IS
COMMUNICATION. SOMETIMES OUR DIFFERENCES ARE MAGNIFIED IN THE WORDS WE
CHOOSE WHEN WE COME TOGETHER. AT TIMES THIS IS BECAUSE WE GET USED TO
USING CERTAIN WORDS, PHRASES, OR ACRONYMS (WORDS FORMED FROM THE FIRST LETTER
OF EACH WORD IN A PHRASE SUCH AS USA), WITH OUR PEERS, BECAUSE THESE WORDS
SAVE TIME AND HELPS US FEEL LIKE WE FIT INTO A GROUP. WHEN WE COME
TOGETHER WITH OTHER PEOPLE FROM DIFFERENT BACKGROUNDS, WE SOMETIMES FORGET
THAT OTHERS MAY NOT UNDERSTAND SOME OF THE LANGUAGE THAT WE USE.
SOMETIMES, SOME PEOPLE MAY USE WORDS, PHRASES, OR ACRONYMS, THAT OTHERS
MAY NOT UNDERSTAND ON PURPOSE. THIS CAN BE A WAY TO APPEAR SUPERIOR TO
OTHERS OR TO HIDE BEHIND LANGUAGE AS A WAY OF SELF-PROTECTION.
IT IS IMPORTANT TO
UNDERSTAND THAT WE ALL HAVE FEARS AND CONCERNS AND THAT PART OF THE PURPOSE
OF THIS PROCESS IS TO OVERCOME AND MOVE BEYOND FEARS AND CONCERNS TOGETHER.
WHEN MEETING TOGETHER,
USE WORDS, AND PHRASES THAT ALL WILL UNDERSTAND. AVOID ACRONYMS.
(COMMON LANGUAGE CAN INCLUDE WORDS, PHRASES, EXAMPLES, AND STORIES,
WHICH ARE FAMILIAR.)
~ SOMETIMES PEOPLE DON'T FEEL COMFORTABLE
SHARING IDEAS IN A GROUP. TAKE TIME TO SOLICIT OPINIONS AND IDEAS ONE
ON ONE. USE SURVEYS. BREAK INTO SMALLER GROUPS TO INCREASE
PARTICIPATION. GO AROUND THE GROUP ASKING EACH PERSON FOR AN IDEA OR
THEIR OPINION. AS PEOPLE BECOME MORE COMFORTABLE AND FEEL SAFER WITH
EACH OTHER, PARTICIPATION WILL LIKELY INCREASE. LET EVERYONE KNOW THAT
THEIR OPINION AND CONTRIBUTION IS VALUABLE. PROMOTE AND ENCOURAGE OPEN
DIALOGUE.
~ REMEMBER THAT LANGUAGE IS MORE THAN JUST
THE SPOKEN OR WRITTEN WORD. IT IS ALSO THE WAY WORDS ARE SPOKEN,
TIMING, BODY LANGUAGE, AND THE WAY SILENCE IS USED.
~ USE THE MEDIA AND OTHER COMMUNICATION
TOOLS TO COMMUNICATE WITH STAKE HOLDERS OUTSIDE OF THE COLLABORATION.
SOME TIMES MEMBERS OF THE MEDIA ARE GREAT ADDITIONS TO THE
COLLABORATION/COALITION.
~ SEND LETTERS, E-MAILS, AGENDAS, NOTES,
FLYERS, ET. ETC. TO OTHER MEMBERS OF THE COALITION ON A REGULAR BASIS.
MAKE PHONE CALLS AND WHEN POSSIBLE PERSONAL VISITS TO OTHER MEMBERS OF
THE COALITION TO BUILD RELATIONSHIPS, KEEP PEOPLE INVOLVED, AND COMMUNICATE.
~ MAINTAIN STRONG AND CONSISTENT
COMMUNICATION WITH STAKE HOLDERS OUTSIDE OF THE COALITION/COLLABORATION.
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~ FIND THE COMMONALITIES AND COMMON PASSIONS.
~ FIND OUT WHAT MOTIVATES THE MEMBERS OF
THE COALITION/COLLABORATION AND THE STAKE HOLDERS. REMEMBER THAT WHAT
MOTIVATES YOU, MAY NOT MOTIVATE THEM. APPRECIATE AND RESPECT THE
DIFFERENCES.
UNDERSTANDING EACH OTHER'S LOVE LANGUAGES MAY BE HELPFUL. |
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TAKE RESPONSIBILITY
AND GIVE CREDIT.
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~ GIVE CREDIT FOR SUCCESS TO EVERYONE ELSE INVOLVED
WITH THAT SUCCESS. TAKE RESPONSIBILITY FOR MISTAKES, AND WHEN THEY
OCCUR, FAILURES THAT YOU HAVE ANY PART IN.
~ FIND AND TAKE OPPORTUNITIES TO
COMPLIMENT AND CELEBRATE THE SUCCESS OF OTHERS.
~ AS COLLABORATION MATURES, BOTH
RESPONSIBILITY AND SUCCESS WILL BE SHARED MORE EVENLY.
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STICK WITH
IT...PERSEVERE..WORK.
"THE ONLY PLACE
YOU'LL FIND SUCCESS BEFORE WORK IS IN THE DICTIONARY". MARY B. SMITH
"THAT WHICH WE
PERSIST IN DOING BECOMES EASY TO DO. NOT THAT THE NATURE OF THE THING HAS
CHANGED, BUT THE POWER TO DO HAD INCREASED". HEBER J. GRANT
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~ BUILDING COLLABORATION REQUIRES
SUBSTANTIAL AND SUSTAINED EFFORT, OFTEN WITHOUT RECOGNITION OR EQUAL
DISTRIBUTION OF RESPONSIBILITY.
~ KEEP YOUR PASSION ALIVE.
~ HELP OTHERS TO FIND AND HARNESS THEIR
OWN PASSIONS.
~ COMPLETE AND ENCOURAGE THE COMPLETION OF
ASSIGNMENTS, PROVIDE ACCOUNTABILITY.
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LET GO, FORGIVE.
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~ BE WILLING TO "LET GO,"
FORGIVE, AND LOOK PAST THE SHORTCOMINGS IN OTHERS. WHEN YOU DO THIS,
THEY WILL BE MORE LIKELY TO DO IT FOR YOU. SOMETIMES YOU HAVE TO HEAR
BEFORE YOU WILL BE HEARD. (THIS DOES NOT MEAN THAT YOU ALLOW YOURSELF OR
ANYONE ELSE TO BE ABUSED.)
~ EVERYONE MUST BE TREATED WITH DIGNITY
AND RESPECT.
~ ALLOW FOR MISTAKES AND EVEN FAILURE.
LOOK FOR FEEDBACK FROM FAILURE.
~ DON'T WORRY TOO MUCH ABOUT PERFECTION.
PARTICIPATION IS SOMETIMES MORE IMPORTANT THEN PERFECTION.
~ LET GO OF PRECONCEPTIONS.
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CONTINUITY
CONSISTENCY
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~ EVEN THOUGH THE ORGANIZATION OR COLLABORATION MAY EVOLVE
OVER TIME, IT IS IMPORTANT TO DEMONSTRATE CONSISTENCY AND DEPENDABILITY IN
VALUES AND CHARACTER.
~ THERE SHOULD BE A CONTINUITY IN PROGRAMS
AND MESSAGE. CHANGES IN DIRECTION SHOULD BE OPENLY DISCUSSED,
UNDERSTOOD, AND CONSENSUAL.
~ BE HONEST AND TRUSTWORTHY. YOUR
INFLUENCE WILL BE GREATLY DEPENDENT UPON HOW DEPENDABLE AND TRUSTWORTHY YOU
AND THE ORGANIZATION ARE OVER TIME.
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EVALUATE - FEEDBACK
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~ DEVELOP ONGOING EVALUATIONS, FEEDBACK, AND COURSE CORRECTION, FOR
CONTINUOUS QUALITY IMPROVEMENT.
~ COLLECT AND PRESENT DATA WHICH IS
ACCURATE, RELEVANT, AND EASILY UNDERSTOOD.
~ FIND THE FEEDBACK IN FAILURE WHEN IT
OCCURS.
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ELIMINATE (OR AT LEAST
DECREASE) FINANCIAL DEPENDENCY
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~ STABLE RESOURCES ARE ESSENTIAL FOR ANYTHING ENDURING.
~ CONSIDER CREATING AN ENDOWMENT FUND.
~ SOMETIMES EXTRAORDINARY RESULTS CAN BE
ACCOMPLISHED THROUGH VOLUNTEER EFFORTS AND LIMITED FUNDS.
~ KEEP GOOD, CLEAR, FINANCIAL RECORDS.
~ CREATE SUSTAINABILITY. |
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~ LOOK FOR SUCCESS.
~ LEARN TO RECOGNIZE SUCCESS.
~ CELEBRATE SMALL SUCCESSES.
~ CELEBRATE BIG SUCCESSES.
~ CELEBRATE PUBLICLY AND PRIVATELY.
~ ACKNOWLEDGE AND REWARD SUCCESS.
~ DON'T GO OVERBOARD, FIND
OUT WHAT PEOPLE REALLY APPRECIATE, MAKE IT GENUINE.
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BE FLEXIBLE
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~ REMEMBER THAT THERE ARE OFTEN EXCEPTIONS.
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SHOW GRATITUDE
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~ SHOW GRATITUDE FOR GIFTS OF EVERY KIND.
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ONE
LAST PIECE OF INFORMATION FOR THIS PAGE. THERE ARE TIMES WHEN A MORE
FORMAL PROCESS CAN BE HELPFUL AND TIMES WHEN IT CAN BE AN ENCUMBRANCE AND TIMES
IN-BETWEEN WHEN SOME FORMALITY MIGHT HELP. WHEN SOME OR A LOT OF
FORMALITY MIGHT BE HELPFUL YOU MAY WANT TO CONSIDER INCORPORATING ALL OR SOME
OF ROBERT'S RULES OF ORDER.
UNDERLYING
THESE RULES, ALWAYS REMEMBER THREE FUNDAMENTAL PRINCIPALS.
1.
EVERYONE NEEDS TO BE TREATED WITH DIGNITY AND RESPECT.
2.
EVERYONE NEEDS TO BE HEARD.
3.
ALL OF THE INFORMATION NEEDS TO BE CLEAR FOR EVERYONE.
Philosophy and Practice~ The purpose may need to be broad enough to bring in enough people with energy, imagination, commitment, resources, and creativity, to generate success. (For example, a community council interested in family and children issues.)
~ Sometimes the purpose may also be very specific and narrow when the energy, imagination, commitment, and creativity, are sufficient. Start with two or three or a small group of people who have passion for the purpose. (For example, drug prevention.)
~ This apparent conflict between broad and specific or narrow collaborations can sometimes be resolved by creating an umbrella committee with a more broad purpose and mission and subcommittees with more narrow and specific missions and purposes. (For example, a community council supporting family and children issues and a subcommittee dealing specifically with drug prevention.)
Principle
Create, maintain, and update, simple and practical Mission and Vision statements.
Philosophy and Practice~ Create short and concise Mission and Vision Statements, and possibly a strategic plan.
~ Be willing to update and change as the need arises.
~ Keep the Mission and Vision statements in full view of all of the participants at every meeting. Some organizations place their mission and vision statement at the top of each agenda.
~ Stick with it........however,
~ If it doesn't fit any more, change it.
~ Do it by consensus.
~ Sometimes it can be helpful to create by-laws. Be careful that you do not get caught in the minutia and loose track of the prize (goal).
~ Consider creating and displaying a value statement.
PrincipleSet goals and objectives.
Goals are where you want to go. Objectives are how you are going to get there.(for information on writing theraputic goals and objectives, see http://www.bestoutcomes.blogspot.com/) &http://goals4outcomes.blogspot.com/
Philosophy and Practice~ Goals should be measurable and observable. They should have specific achievable steps (objectives) with built in accountability for accomplishment.
~ Goals should be built upon a consensus and can develop and adapt as the process matures.
~ Some goals should be met quickly and easily, others should stretch you and the organization.
~ Celebrate and advertise success.
~ Emphasize both process and production.
~ Document baselines to which you can compare.
~ Evaluate how your results compare with the results of others working on similar goals. Be willing to learn from the success of others.
~ Always strive for improvement, evaluate, solicit feedback, and adjust your course as needed.
PrincipleBelieve in what you are doing and the people who are doing it.
"If you think you can do a thing or think you can't do a thing, you're right."
Henry Ford
Philosophy and Practice~ Radiate and speak Optimism.
~ Expect Success
~ Expect the best from people that you are working with.
PrincipleLeadership
"What you are thunders so loudly in my ears that I cannot hear what you say." Emerson
Philosophy and Practice~ Someone needs to be responsible for facilitating, moderating, and managing the meeting and discussion.
~ Value-based dedicated leadership is essential for anything lasting, significant, and positive, to be accomplished.
~ Be supportive, consistent, and dependable.
~ Set high standards of excellence.
~ True collaboration requires shared leadership. Cultivate leadership in others.
~ Leadership must value an inclusive, collaborative, process.
PrincipleCoordinate - Organize
Philosophy and Practice~ Seating can be very important. Sitting behind tables can have the advantage of giving people a place to write and providing emotional protection. It also creates an atmosphere conducive to getting down to business and working. Preferably, tables should allow everyone to see each other (circle, semicircle, rectangle, or square). Very small groups can often do well sitting on something comfortable such as two or three couches and/or other comfortable chairs that face each other. Very large groups can sit in a circle or semicircle. These formats will increase communication. Avoid rows of people. This cuts down on interaction and communication.
~ Hold regular, consistent (same place and same time), mutually beneficial, constructive, profitable, informative, and brief meetings.
~ Take notes from the meeting and provide them to everyone in the collaboration. When there is a discussion, write down what is said. Writing on a board or flip chart where everyone can see is often preferred. (In some settings, writing on a board or flip chart can seem pretentious.) Accurately write what people say.
~ Always have an agenda. In most cases it is better to send it to everyone ahead of time. Stick to the schedule. Respect everyone's time.
~ When someone brings something up that is not on the agenda, write it down where they can see it. Be sure and address it at a later time, such as at the end of the meeting, after the meeting, or during another meeting. Let everyone know ahead of time what the process will be for addressing items brought up during the meeting, but not on the agenda. Occasionally in some urgent situations, items will need to be addressed immediately, this should be rare.
~ Stick to your mission statement.
~ Regularly nominate and vote for officers or set a system for rotation. Even when this is a committee, within a single organization, this can have value.
~ Small subcommittees or groups can often accomplish specific technical work or complete projects more quickly than a larger group, committee, or collaboration. These smaller groups can receive direction or report to the larger group. Remember to keep Levels of Authority clear.
PrincipleShow Respect for People and Time
Philosophy and Practice~ Ask for help. Say please and thank you. Demonstrate common courtesy. Apologize when warranted.
~ 8 a.m. is often a good time for meeting with participants from Agencies and Schools. Lunch time can also be a good time. Evenings and weekends are usually best for Church, Family, Neighborhood, and General Community Meetings. I am aware of one community coalition which meets at 4:30 P.M., to make it easier for teachers to attend. If your goal is to involve youth, be sure to meet at a time and place convenient to youth.
~ When there is a meeting for a work group with different organizations/agencies who have a mandate for the collaboration, the time is usually more flexible.
~ Always start and end on time.
~ Be consistent.
PrincipleConsider logistical needs of others
Philosophy and Practice
~ Consider parking, transportation, acoustics, and child care, when required.
~ Access and comfort should also be considered. Accommodate needs of individuals with disabilities.
~ Be sure there are adequate restrooms, water, et. etc.
PrinciplesBe Open-minded
Share Ownership
Empower others
Share Leadership
Philosophy and Practice~ Be willing to accommodate others, when possible and appropriate.
~ Concentrate on the areas that you have in common with others who are involved. A lifetime of good may be accomplished in the areas that you agree. Sometimes working together towards positive goals can be more important than your specific agenda. As you work together and develop relationships you will likely come to a greater unity of purpose.
~ Encourage and help your organization to grow and change as the need arises.
~ When others feel ownership and empowerment in the organization, they become more committed, creative, and loyal.
~ For many people the process is as important, and sometimes even more important, than the results. Everyone needs to be heard.
~ Manage/Lead the process, don't control it. (The process does not belong to any one individual, and usually does not belong to any one organization, or agency).
~ Allow for conflict and disagreement. Create a healthy atmosphere for disagreement and discussion. As much as possible, resolve conflict and support the solution.
~ Members/Participants need to clearly understand and respect each other's values, knowledge, and skills.
~ Knowledge needs to be shared in order to increase the capacity of all the members, which in turn extends the capacity of the organization/collaboration. Knowledge shared is more powerful than knowledge kept.
~ Enthusiastically support other people's successive or intermittent approximations of the goal. (As much as possible, let it be someone else's idea.) If their bandwagon is headed in the general direction of where you want to go, jump in and cheer it on.
~ Use genuine compliments and recognition. At times it is wise to put it in writing and make it public. At times it is wise to make it private. Be specific about the behavior that you are complimenting.
~ When appropriate encourage volunteers.
~ Provide everyone who wants it, something meaningful to do. Remember that what is meaningful to you may not be meaningful to another. When ever possible, encourage and support others in their interests.
~ Share and rotate leadership responsibilities. Support and encourage leadership in others.
PrincipleBuild relationships
Philosophy and Practice
~ Allow time before and after meetings for visiting. This can often be as important as the meeting itself. Take time to build friendships with members of the organization outside of the meeting times.
~ Serving light refreshments or snacks can help to build relationships and ease conversation.
~ Occasionally you may want to send a simple greeting card or thank you note to participants. This can help to build relationships. Sometimes a hand written note is greatly appreciated.
~ Get to know and as much as possible understand the needs, issues, and passions of all the members of the coalition and stake holders in and out of the coalition.
~ You are more likely to have positive influences over a friend, than an enemy.
~ Emphasize both process and production.
PrincipleCommunicate
"Real listening shows respect. It creates trust. As we listen, we not only gain understanding, we also create the environment to be understood. And when both people understand both perspectives, instead of being on opposite sides of the table looking across at each other, we find ourselves on the same side looking at solutions together". Stephen R. Covey
Philosophy and Practice~ For many people the process is as important, and sometimes even more important, than the results. Everyone needs to be heard.
~ Serving refreshments or light snacks can open help to relax people and open communication.
~ Use common language. One of the most important building blocks of collaboration and consensus is communication. Sometimes our differences are magnified in the words we choose when we come together. At times this is because we get used to using certain words, phrases, or acronyms (words formed from the first letter of each word in a phrase such as USA), with our peers, because these words save time and helps us feel like we fit into a group. When we come together with other people from different backgrounds, we sometimes forget that others may not understand some of the language that we use. Sometimes, some people may use words, phrases, or acronyms, that others may not understand on purpose. This can be a way to appear superior to others or to hide behind language as a way of self-protection.
It is important to understand that we all have fears and concerns and that part of the purpose of this process is to overcome and move beyond fears and concerns together.
When meeting together, use words, and phrases that all will understand. Avoid acronyms. (Common language can include words, phrases, examples, and stories, which are familiar.)
~ Sometimes people don't feel comfortable sharing ideas in a group. Take time to solicit opinions and ideas one on one. Use surveys. Break into smaller groups to increase participation. Go around the group asking each person for an idea or their opinion. As people become more comfortable and feel safer with each other, participation will likely increase. Let everyone know that their opinion and contribution is valuable. Promote and encourage open dialogue.
~ Remember that language is more than just the spoken or written word. It is also the way words are spoken, timing, body language, and the way silence is used.
~ Use the media and other communication tools to communicate with stake holders outside of the collaboration. Some times members of the media are great additions to the collaboration/coalition.
~ Send letters, e-mails, agendas, notes, flyers, et. Etc. to other members of the coalition on a regular basis. Make phone calls and when possible personal visits to other members of the coalition to build relationships, keep people involved, and communicate.
~ Maintain strong and consistent communication with stake holders outside of the coalition/collaboration.
PrincipleMotivate
Philosophy and Practice
~ Find the commonalities and common passions.
~ Find out what motivates the members of the coalition/collaboration and the stake holders. Remember that what motivates you, may not motivate them. Appreciate and respect the differences.
PrincipleTake responsibility and give credit
Philosophy and Practice
~ Give credit for success to everyone else involved with that success. Take responsibility for mistakes, and when they occur, failures that you have any part in.
~ Find and take opportunities to compliment and celebrate the success of others.
~ As collaboration matures, both responsibility and success will be shared more evenly.
PrincipleStick with it...Persevere..Work
"The only place you'll find success before work is in the dictionary". Mary B. Smith
"That which we persist in doing becomes easy to do. Not that the nature of the thing has changed, but the power to do had increased". Heber J. Grant
Philosophy and Practice~ Building Collaboration requires substantial and sustained effort, often without recognition or equal distribution of responsibility.
~ Keep your passion alive.
~ Help others to find and harness their own passions.
~ Complete and encourage the completion of assignments, provide accountability.
PrincipleLet Go, Forgive
Philosophy and Practice~ Be willing to "let go," forgive, and look past the shortcomings in others. When you do this, they will be more likely to do it for you. Sometimes you have to hear before you will be heard. (This does not mean that you allow yourself or anyone else to be abused.)
~ Everyone must be treated with dignity and respect.
~ Allow for mistakes and even failure. Look for feedback from failure.
~ Don't worry too much about perfection. Participation is sometimes more important then perfection.
~ Let go of preconceptions.
Principle
Continuity
Consistency
Dependability
Philosophy and Practice
~ Even though the organization or collaboration may evolve over time, it is important to demonstrate consistency and dependability in values and character.
~ There should be a continuity in programs and message. Changes in direction should be openly discussed, understood, and consensual.
~ Be honest and trustworthy. Your influence will be greatly dependent upon how dependable and trustworthy you and the organization are over time.
PrincipleEvaluate - Feedback
Philosophy and Practice~ Develop ongoing evaluations, feedback, and course correction, for continuous quality improvement.
~ Collect and present data which is accurate, relevant, and easily understood. See http://www.bestoutcomes.blogspot.com/ for additional information on data; however, for the purpose of a collaboration there are many additional kinds of data that can be collected. Assure Validity and Reliability of data.
~ Find the feedback in failure when it occurs.
PrincipleEliminate (or at least decrease) Financial Dependancy
Philosophy and Practice
~ Stable resources are essential for anything enduring.
~ Consider creating an endowment fund.
~ Sometimes extraordinary results can be accomplished through volunteer efforts and limited funds.
~ Keep good, clear, financial records.
PrincipleCelebrate Success
Philosophy and Practice~ Look for success.
~ Learn to recognize success.
~ Celebrate small successes.
~ Celebrate big successes.
~ Celebrate publicly and privately.
~ Acknowledge and reward success.
~ Don't go overboard, listen to what people really appreciate, make it genuine.
PrincipleBe flexible
Philosophy and Practice~ Remember that there are exceptions to much, of what is written on this blog.
PrincipleShow gratitude
Philosophy and Practice~ There are many types of gifts. They are not just physical or monitary.~ Show gratitude for gifts of every kind.
One last note:There are times when a more formal process can be helpful and times when it can be an encumbrance and times in-between when some formality might help. When some or a lot of formality might be helpful you may want to consider incorporating all or some of Robert's Rules of Order.
Underlying these rules, always remember three fundamental principals.
1. Everyone needs to be treated with dignity and respect.
2. Everyone needs to be heard.
3. All of the information needs to be clear for everyone.
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