Tap the Power of Collaboration


Boost Your Team‘s Potential

If you want to create amazing results, you must almost always learn the power of collaboration. In a world that seems more polarized than ever, achieving true collaboration may seem more difficult than ever.

Dr. Thea Singer Spitzer is the founder of Critical Change, LLC, and she believes that we need a new approach. A consultant, strategic advisor, and coach to top executives for nearly 30 years, she has researched and experienced these issues first hand.

Her new book, The Power of Collaboration, is a guidebook to effective teamwork. I recently spoke with her about her new book and her unique perspective on collaboration.


“Collaboration is no longer just a strategy: It is the key to long-term business success and competitiveness.” -Bob Mudge


The Power of Collaboration is the title of your new book. Tell us about that power and why tapping it is vitally important. 

The Power of Collaboration is reaching an entirely different level of achievement by working exceptionally well with others. When we do this, we alter the climate and create radically better outcomes rather than trying to convince others that ‘our way is the right way’ or working around those others if we are unable to convince them.

When we are really collaborating, we create what Michael Schrage calls, a ‘communal brain.’ We not only bring out everyone’s best, we’re able to turn those ideas into a ‘collective intelligence,’ which allows us to achieve better results.

Turning individual perspectives into collective intelligence isn’t a new concept. Most companies are much better at it than they were 10 or 15 years ago. But those improvements may be making us lackadaisical. We’re so busy patting ourselves on our backs for the distance we’ve come, we’re not realistically assessing where we are still falling short. The idea of collaborating sounds simple because of the progress we’ve made. But in a world where people with opposing views on nearly every topic imaginable must come together to achieve organizational objectives, it’s not as easy as it sounds.

Employees and teams may be quite capable of handling their specific areas of focus. But unless they work together in a whole different way, products, services, and profits will suffer. Do your colleagues work together so well that your company is positioned to create the next all-electric car (or your industry’s equivalent)? If you can’t answer this question with an unequivocal “yes,” then it is vitally important that you and your organization tap this power.


“Access enables collaboration.” -Thea Singer Spitzer


Lessen the Rifts

Do you think it’s more or less difficult to get employees to work together today than in decades past? Why or why not?

That’s a great question.  Sadly, I believe it is harder today.

9781632651235The number of people in the United States who feel drawn to those with similar beliefs, and cut off from those who differ, is growing. Rifts among people holding opposing views are creeping into the workplace. This creates schisms and reduces trust between staff who may have previously worked well with each other. It often increases ‘us versus them’ thinking, alienating folks from others, and making collaboration more challenging.

People want to fix these schisms. Some think that in order to improve collaboration, the rifts need to be resolved first. Fortunately, that isn’t the case. Successful collaboration calls for honest conversations about deeply held views. Those dialogues need to happen in a way that maintains trust and allows people to mesh divergent perspectives into great solutions.

The philosophies and practices offered in this book help lessen schisms and reduce ‘us / them’ thinking in ways that build a collaborative culture.

Tap Into The Creative Power of Constructive Conflict


Disrupt to Innovate

Teamwork. Harmony. Getting along.

If these words come to your mind when you think about brainstorming and innovation, you’ll want to pay close attention.

Because it’s about not getting along, about disruption, about disagreement, and about contrasting perspectives. That’s what makes innovation happen.

In The Innovation Code: The Creative Power of Constructive Conflict, Jeff DeGraff and Staney DeGraff introduce a framework to explain how different kinds of leaders can create constructive conflict in an organization. Staney DeGraff is the CEO of Innovatrium Institute for Innovation. And Jeff DeGraff is known as the Dean of Innovation, a professor at the Ross School of Business at the University of Michigan and a friend of mine for many years. I recently spoke to Jeff about his latest book.


“Disharmony is crucial to innovation.” –Jeff DeGraff


Many people think that conflict and in-fighting must be solved before you can innovate, but you teach that it’s a healthy part of the process. Why is discord a good thing?innovation code book cover

Innovation is simply a form of useful novelty. It’s the opposite of standardization. Positive tension is required to generate the energy required to create unique ideas. Apathy is the death of innovation, not conflict. So, to make innovation happen, you need to have divergent worldviews – points of departure. This creates new connections and forces ideas to morph into ever more potent forms. Take a good look at the most creative civilizations throughout history, and you will find they sit at the crossroads where a variety of people, and their ideas, meet both geographically and culturally: Athens, Hangzhou, Vienna, or New York. The same is true for teams and partners: Anthony and Stanton, Lennon and McCartney, or Shaq and Kobe. Every strength brings a weakness, and we need the “other” to push us forward and to overcome our own shortcomings. The key is to keep these conflicts constructive and focused on ideas, not personalities.


“Innovation is about constructive conflict-positive tension.” –Jeff DeGraff


4 Approaches to Innovation

Is Leadership a Passing Phenomenon?

This is a guest post by Dr. Ichak Kalderon Adizes. Dr. Adizes is a leading management expert and author of over 20 books. He offers an interesting perspective below.

Leadership: Quo Vadis?

It is in vogue now to lecture, write and debate the subject of leadership. I claim it is a passing phenomenon, like the concepts of administration, executive action and management were before it.

All of those concepts deal with the same process: management of change, taking an organization from point A to point B.

At the beginning it was called administration.  That is why MBA stands for Master of Business Administration.

Over time “administration” was found to be too limiting as a concept. It was delegated to low level supervisory and bureaucratic positions, and the concept of management was born. Business Schools across the country changed their name from Graduate School of Business Administration to Graduate Schools of Management.

The concept of management was not yielding the right understanding of the process of transforming organizations, and the concept of Executive Action was born. Titles such as CEO, CIO, CMO etc. appeared like mushrooms after the rain, and executive programs emerged in the market place.

Still not good enough to explain how organizations should be transformed, the concept of leadership started dominating the literature.

What is going on here?

Administration, Management, and Leadership have a common purpose. They are theories that prescribe how organizations should be transformed and how to manage change. They are all based on the same paradigm of individualism, that a single individual is the driving force of this transformation, whether it is called Chief Administrator or Manager or CEO or Leader.


“The achievements of an organization are the results of the combined effort of each individual.” –Vince Lombardi


As long as we remain with the same paradigm, no concept will be satisfactory. We will continue to change titles, embellish concepts and continue to chase our own tails, reinventing the same wheel from administration to leadership. Leadership will be assigned its place in the annals of social sciences next to management and administration.


Individuals cannot transform organizations. It is a team process.

No individual possesses all the ingredients in his or her personality that are necessary for successful management of change.

“Individuals cannot transform organizations. It is a team process.” -Dr. Adizes


Change the Paradigm

What To Do When Your Team Gets Stuck

Why Teams Get Stuck

Jeff DeGraff is known as the Dean of Innovation. He’s a professor at the Ross School of Business at the University of Michigan and he has worked with some of the biggest global corporations ranging from Apple to GE to Coca-Cola.

I have personally called Jeff to help brainstorm issues and help jumpstart creativity. One of the many things I learned from Jeff was that innovation does not happen in the solitude of a eureka moment. It happens more often in teams.

So, what happens when a team gets stuck? I asked the Dean of Innovation to share his thoughts on why teams get stuck and what to do about it.


“Innovation is created as a result of constructive conflict.” -Jeff DeGraff


3 Common Reasons Teams Get Stuck

Organizations and teams alike get stuck for a wide variety of reasons, but there are three that are most common: 1). They have chosen the wrong people to lead the way 2). They spend too long in the planning cycle, and 3). They miss the key handoffs and get out of sequence.

Let’s take a look at how to resolve these issues:


1.They have chosen the wrong people to lead the way. 

Innovation project teams are like baseball teams. You need lots of different players to play different positions at different times. Start by tinkering with your lineup. Move folks around. Trade for better players and don’t be afraid to cut some players. Innovation teams are often led by command and control project leaders who have spent their careers eliminating variation; not creating it. Make the tough decision to move them along. Watch the movie Moneyball a few times, and you will get the point.

Get The Best from Yourself And Others

Success Starts With Your Thoughts

My friend Lee Colan is the author of 13 books and the co-founder of The L Group. Recently, I had the opportunity to sit down and talk with him about leadership and attitude and consistent execution (or what Lee calls adherence).

Lee reminds us that so much of our success starts with our thoughts. Thoughts influence our beliefs, which influence our words. Our words reflect our commitments, which influence our choice of actions. Ultimately, our actions influence the results we achieve.


But it all starts with the thoughts in our head.

As Lee says it, “Your thoughts today lead to your results tomorrow.”

In this brief interview, Lee shares more about this model and why consistent execution is so important.

Below are a few stand-out quotes from Lee:


“Your thoughts today lead to your results tomorrow.” –Lee Colan


“Winning depends less on a brilliant plan than on consistent actions.” –Lee Colan


“Those who underestimate the intelligence of others tend to overestimate their own.” –Lee Colan


“You don’t have to be great to get started, but you do have to get started to be great.” –Lee Colan


“The most important conversation you will ever have is the one with yourself.” –Lee Colan