How to Improve Project Collaboration

Complex projects will involve teams from different parts of your organisation or from multiple organisations, some of whom could be competitors on a different project. It would be hoped that the common goal of project completion will encourage the different interests to work together to resolve any problems quickly so that the task gets done on time and to specification. Our experience has been that hope alone is rarely enough for effective collaboration to thrive.

“Although teams that are large, virtual, diverse, and composed of highly educated specialists are increasingly crucial with challenging projects, those same four characteristics make it hard for teams to get anything done. To put it another way, the qualities required for success are the same qualities that undermine success” Gratton and Erickson, Harvard Business Review, Nov. 2007 

If you want your team to work successfully  in a collaborative manner you will need to take positive action to embed the behaviours that will encourage co-operative and will  overcome the natural tendencies to privatize knowledge and to be competitive.

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You could put on a training programme but this can often be theoretically and not always applied in practice we find it better to make a number of live interventions once a project team has mobilised. Of course these interventions will only work if the culture of all the organisations involved are supportive to collaboration and if this is something that senior leaders consciously demonstrate during their work. If the culture is in place then our three easy interventions will help you as the project leader to drive the change you want so that collaboration becomes a key element to your project success.

Stage One: Establishing the Collaborative Team

This stage will involve a number of activities but a crucial element will be a face to face event. The value of face to face conversations are hard to fully replicate in other ways so unless it is just impossible  find a time and place to physically connect. The amount of time for this varies but often the 24 hour retreat – 13.00 – to 13.00 works well, as it provides time to connect socially as well as professionally.

This event is an opportunity for your team to work collaboratively together on a number of real challenges and tasks you need to do to kick off the project. This will include the following activities:

  • Setting the project vision – appreciating the different expectations of success can help your team to find “win win” solutions to challenges that they will face during the life time of your project.
  • Exploring Expertise- highly intelligent and skilled professionals often do not explain their expertise in an accessible manner and this can be a source of conflict when their expertise is not fully utilised later in the project. Providing time for your team to share and appreciate the range of skills and expertise they have will work much better than playing any number of “trust games”
  • Exploring Behavioural Expectations – this is a really important activity because it will involve you sharing your expectations of behaviours to support collaboration. You can use the results of this activity later on in project reviews to provide an easy forum for team members to address behaviour that is not supporting the project.

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Stage 2 – Project Team Collaboration Reviews

The number and timings of these collaborative reviews will vary but the critical element is that there is space provided to specifically explore collaboration and not just talk about the project goals and milestones. Sometimes these reviews are done virtually and sometimes a combination of virtual team meet ups and face to face sessions are used.

  • Reviewing the Vision – you can review the vision from the start-up session and ask the team to identify the activities that have directly addressed the overall vision for the project. You can explore alignment between the collaborative behaviours and the project vision.
  • Updating Expertise– sharing learning and identifying any gaps in knowledge, skills or behaviour will help your team make better use of its resources. A useful method for this are action learning groups. These give you a face to face or virtual space to explore learning from the project and identify any gaps in knowledge/skills.
  • Reviewing and resetting expectations – you can covert the discussion about behaviour in the start up to a quick “temperature” checking tool. Your team can self assess the levels of collaboration in the project team. You can collate the resut and share these with the team to help you all explore both successes and challenges in behaviours and agree a options to further develop your collaborative work.

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Stage 3 – Celebrating the Collaboration

A frequently overlooked intervention is an opportunity to review and celebrate your project collaboration . This can be done with a series of interventions, it does not have to be a face to face event. Some elements you will find useful include:

  • Reviewing the Vision– reflecting on your shared vision at your first project session and exploring how this differs from the project outcome. This is a great time for you to ask questions about the difference between aspirations and the realities of projects and to explore the impact of this mismatch
  • Celebrating expertise and skills – during the project your team  will have developed their skills and expertise so it is about providing a way of charting this growth in a shared format.
  • Reviewing behaviour – if your team are likely to bid for future work on collaborative frameworks then taking time to honestly reflect on the collaborative behaviours shown is a the best way to prepare your team to perform at even higher levels on the next project.
  • Recording the story of the project creating a story board of all the photos and key stages to your project can be a good way of celebrating your journey. This can be done easily using an on-line pinboard facility.

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The interventions outlined above are things you can do as the project leader. You may to engage a neutral facilitator to work with you so that you can participate in the discussions and leave someone else to worry about the process. Whether you work independently or with a facilitator you will find that giving this focus on collaboration will help your team avoid some of the conflict that can often set project team behind schedule.

If you want to have an informal, free chat with one of our team we have facilitators working across the  the UK and Europe and we can call by for a face to face dicussion or connect virtually with you to talk about improving collaboration

Christine Bell

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Powerful Annual Team Plans

Many organisations have an annual planning cycle in which teams work out together their individual and collective priorities for the year.  Team objectives and personal performance contracts negotiated with the boss, or worse, copied from the schedule the planners gave you, implicitly have low ownership by the team.

The best teams we have worked with break this cycle by taking a time-out to get the whole team together and answer questions like:

  • What should we be doing, given our purpose/role in this organisation?
  • How can we add more value for the organisation and our external and internal customers?
  • How can we work more effectively as a team to deliver great results?

One team at the oil company BP chose to do this through a facilitated process as part of their quarterly team meeting.  The objectives were to (i) generate collective ownership for an integrated team plan (ii) get team members to understand and connect with each other’s priorities (iii) identify owners for key tasks such as continuous improvement activity that did not align neatly with job roles.

A collaborative plan builds clear links for team members with the big priorities including measures of success.  Working collaboratively also provides the opportunity to get everything on the table, reducing delivery risks.

Making this Happen

Collaboration on a joint plan needs time away from day to day work. A facilitated workshop really helps this process and gives teams time to work on their behaviours and to explore their objectives in more detail.

The key to this is focusing on the team objectives first and being honest about the priorities and focus that will be needed for the team to be successful.

Once this is done then individuals can draft their own objectives so that these directly support the team objectives.

These are discussed in the team and individuals are accountable to the wider team for the achievement of their personal objectives.

For projects, alignment of objectives is even more critical especially if you’d like to involve the client, prime contractor and supply chain partners.  We recommend a workshop process that emerged from the work of Andersen, Grude and Haug and that they called Goal Directed Project Management.

It was later adopted by Price Waterhouse Coopers (PwC) and uses elements of systems thinking to address the co-dependencies, interdependencies and operability of complex projects.

http://www.centreforfacilitation.co.uk

 

 

 

 

Strategic Planning in a World of Uncertainty

In the UK there seems to be consensus on just one issue, uncertainty has increased since the UK Brexit vote on 23rd June. In our organisations, one key question is how to manage uncertainty and lead our organisations through the coming months and years?

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As the floods have taught us, nothing is predictable and stable!

Today’s UK situation reminds me of a business situation I experienced several years ago. During this period of uncertainty we ran a series of workshops using the ‘exploratory approach’ to Scenario Planning.  This workshops had a big impact on our business and helped us to move forward through the ‘fog’ with some confidence – we managed uncertainty.

The situation then, in early 1990’s, was that the company I worked for faced a high degree of technical uncertainty. The company was very successful in fixed cabled voice telephones. All around the world was changing rapidly. Desktop computing, mobile computing, mobile telephony, high speed data, wireless technology were all perceived as an opportunity, or threat, to the company’s traditional technology and product base.

Using Scenario Planning

I was part of the management team that addressed this, assisted by external facilitators, using the exploratory approach to scenario planning. People with differing perspectives worked together in workshops to describe 4 alternative, but possible futures. The possibilities were that the future of communication would be dominated by

  • Low Cost
  •  High data rate demand;
  •  Maximum mobility;
  •   Maximum security (of information)

The objective was not to predict what the future would be, (that was too uncertain), rather to create a series of plausible futures. This approach had the advantage that different perspectives were automatically valued and listened to and captured. (Interestingly, 30 years on, we could debate how things have evolved. In practice, I believe that it is a hybrid of the possible scenario worlds we described at that time).
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Once we had defined the 4 plausible futures or ‘scenarios’ we looked at each in turn and addressed what actions (e.g. technology development, product development, skills development), we could take to prepare ourselves to prosper in that world. When that was completed for all 4 plausible futures, we found that some actions were appropriate for all 4 of the different scenarios; whilst some actions were unique to a single scenario.

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The important point is that the work we did on the scenarios enabled the marketing, technology and new product development teams to prioritise and focus on actions which would be very relevant, useful and revenue generating in 2 or 3 of the scenarios.

Decisions were made and we emerged from the process with a clear agreed plan of strategic and tactical actions – we were managing in uncertainty!

Nigel Chapman, Director, Centre for Facilitation

To discuss ideas for future strategy planning events contact us via our website

Can you Collaborate?

Collaboration is everywhere. Companies are seeking to collaborate with others to develop their brand. As team members we are urged to collaborate with other teams so that we can better serve our customers. Large public sector contracts are requiring the competitor teams to work collaboratively together on the project and to demonstrate competence in collaboration before the contract is awarded.

  • But do we really get what this means to us as individuals?
  • Do we recognise what we need to change in our behaviour so we are seen as someone who can be collaborative?

Probably in answering these questions your responses could be:

Who would not want to be collaborative?

It has become one of those characteristics like communication that everyone believes they do well but equally complains that everyone else does badly!

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Collaboration v Competition

At the heart of our challenge with collaboration is that although we think we want to collaborate we have a deep grained tendency towards competition and to wanting to win. This desire to win can mean that we inadvertently do things which cause the collaborative relationships we have been building to break down. We cannot resist the desire to show that it was our unique contribution/idea that allowed the team to be successful. We do this even when it means the others in our team will appear less effective.

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As a facilitator I will often be asked to observe team working on real or simulated problems and am always fascinated to see how any element of competition will hinder attempts at collaboration. The team just wants to do whatever will lead them to be successful at the task in the short term.

Building Trusting Relationships

So what is it that is needed to make collaboration more possible? The key to this is the ability to trust others. We need to trust that the others in our team will put the urge to win aside and will do the right thing for the team even at the cost of their own personal gain.

  • How do you know you can trust others?
  • How do you make sure that they behave in the interests of the team?

The short (and I know rather disappointing) answer to this is that you can’t. You cannot make others do anything. How they behave in a collaborative relationship will be in reaction to your own behaviour and this is the part you can control. This means that the more useful question to ask about collaboration is “what can I do to be seen as trustworthy?”

In the past trust was always seen as something that took time to build up. Recent insights from Swift Trust Theory have indicated that this is not always the case. In reality a lot of trust comes about through our actions and by consciously demonstrating trust in our behaviour we build that trust relationship.

Can I Be Trusted?

The three main actions you can take to build up your reputation for being trustworthy (and therefore someone I would want to collaborate with) are:

  • Do what you say you will do, when you said you would do it
  • Share what you know with others
  • Do your job well, be competent

This sounds simple but these building bricks start to build up the trust relationship and from this you have the basis of an excellent collaborative working relationship.

The extent of collaboration across different organisations is growing and so we need to make sure that in our organisations we create the conditions that make it possible for teams to collaborate.

There are four key areas to work on with your teams:

  1. Agree ways of working – it is vital to be clear about who does what, what the expectations are for how things are done before starting the tasks.
  2. Define and Share Goals – there will be shared goals for the project but also different team members have different goals. Being open about these personal goals helps each party to get what they need from the collaboration
  3. Manage Behaviour – we all think we are trustworthy, we all think we are great listeners, we all think we are open to feedback but the truth is often very different. We need to support teams to address behaviour and increase the self-awareness within the team.
  4. Review and Reflect on Practice – collaboration needs practice so your teams need to take stock of what went well by conducting a structured lessons learnt review.

Most importantly teams need time to support them in becoming collaborative. Sharing information with others, discussing joint plans, identifying personal objectives, all of this is time consuming. The final goal will be a richer outcome but there will be short term pain which will sabotage the collaborative working unless we recognise this by allocating more initial start-up time for our project teams. A great example of where this valuable time made a huge difference to a start up project is in our case study.

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So can you collaborate?

There are some important things you can do to manage your collaborative behaviour by recognising how strong your competitive desire to win is and looking at ways in which you can rein this in!

You can start developing your trustworthy behaviour so people want to collaborate with you and finally you can give others and demand for yourself the time and space to work in a collaborative manner.

Our facilitation team are skilled in working with teams to encourage greater collaboration. Do contact us for a chat!