Tap the Power of Collaboration

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.

Why the Best Innovators Are Unreasonable

The World’s Most Creative

  • What does it take to make it into the history books as one of the world’s greatest innovators?
  • Do creative geniuses have any unique characteristics?

Rowan Gibson, one of the world’s foremost thought leaders on business innovation, previously shared some of his thinking about his new book, The 4 Lenses of Innovation: A Power Tool for Creative Thinking.  Part of what makes his research unique is that he studied innovators throughout history to understand their thinking, their characteristics, and their methodology.  What he shared with me about history’s greatest innovators may influence the way you manage, the way you look at your boss, or the way you look at others we label as stubborn.  Because, as we will see, the best innovators are often the most unreasonable people.

 

Why the Best Innovators Are Unreasonable

Rowan, throughout your new book, you give examples ranging from da Vinci to Richard Branson. By studying these innovators, you developed a unique perspective. What does one need to possess or do to get mentioned in the history books?

I think those that make it into the history books are to some extent unreasonable people. George Bernard Shaw put it best when he argued that, “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” Innovators like the ones I just mentioned – Steve Jobs, Jeff Bezos, Elon Musk –these are not reasonable people. They don’t just accept that the world is the way it is. They have this deep, insatiable urge to improve it or radically change it to fit their own vision of how things should be.

 

“You can’t harvest big ideas unless you sow the right seeds.” -Rowan Gibson

 

Unreasonable Innovator: Leonardo da Vinci

Take da Vinci. Was he a reasonable person? Here’s a man who filled 13,000 pages of notebooks with scribbles, drawings, scientific diagrams, and designs—everything from human anatomy and facial expressions to animals, birds, plants, rocks, water, chemistry, optics, painting, astronomy, architecture, and engineering. He once coated the wings of a fly with honey just to see if it would change the sound of the fly’s buzzing noise in flight. Why would anyone do that? Da Vinci did it to establish that the pitch of a musical note is connected with the speed of the percussive movement of the air. In this case the fly’s wings became heavier due to the honey, so they couldn’t beat as fast, resulting in a lower-pitched buzzing sound–which of course might be interesting at some level, but reasonable people don’t do things like that.

 

Unreasonable Innovator: Richard Branson

Let’s say you opened a little record store in London, UK. That’s nothing out of the ordinary. But would you call it “Virgin”? And would you then create your own record label and start backing unknown musicians like Mike Oldfield or controversial bands like the Sex Pistols? Would you try to grow your one little record store into a national chain of media hypermarkets? I mean, if you did all of that, it would be quite remarkable. But would you then decide to start your own transatlantic airline and go up against British Airways on their own turf? Would you try to build your own mobile phone business from scratch and then your own bank or take a big risk by investing in a space tourism company? These are not reasonable things to do. So clearly Richard Branson is not a reasonable man.

 

Unreasonable Innovator: Elon Musk