Partnerwerks Collaboratory for the week of February 22
In this issue:
1. 10-Second Collaboratory
2. About Partnerwerks Collaboratory
3. The Bedrock of Collaboration
4. 5-Minute Practice Tip
5. Reader Distinctions
6. Index to Collaboratory archives on the web.
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1. 10-Second Collaboratory
"Contractual" exchange is a necessary -- but not a sufficient --
condition for collaboration. For rock-solid Collaboratory, get in
"relational" exchange.
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2. About Partnerwerks Collaboratory
Welcome new subscribers! Please do yourself and others a potential
favor: forward Collaboratory to your team, family and friends.
Partnerwerks Collaboratory is FREE. Our purpose is to provide
distinctions and tools for building responsible relationships at
work. Collaboratory is published weekly for anyone who shares
responsibility for getting things done and especially for
graduates of Partnerwerks' popular corporate seminar Project Team
Leadership.
What does Collaboratory do for you?
What relationship issues would you like to explore?
Reply to collaboratory@Partnerwerks.com and let us know.
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3. And now for this week's Collaboratory...
The Bedrock of Collaboration
Last week we examined three keys to extraordinary collaboration
(Exchange + Expansion + Integrity). Remember, we can't
successfully collaborate until we're "in exchange." To be in
exchange, each party to a relationship must be providing and
receiving fair value -- as each perceives it.
Beyond the issue of exchange, though, I've noticed that people
with Collaboratory (and companies that collaborate or "partner"
well) make two powerful distinctions in VALUE as they choose who
to approach for collaboration.
Distinction # 1. Being "in exchange" is NOT of itself
collaborating. It IS good, traditional business practice. As a
result of the Quality movement, many people and companies
developed a habit of referring to all their business associates
as "partners." Sometimes this is hyperbole. And sadly, the term
"partnering" is considered a pretty lame promise today in many
business circles. For these reasons, I have developed a habit of
inquiring a little about the nature of these relationships,
looking for signs of expansion and integrity. It's important to
me that the term "partner," as used by people with whom I'm
considering doing business, refers to business practices that
encourage and support expansion and integrity.
Distinction #2. Even in a relationship that's in exchange around
what's provided and received (the contractual exchange) between
participants, other aspects can make the relationship too
"expensive." It's critical to make and monitor a distinction
between contractual exchange and "relational" exchange.
Relational exchange drops out of balance when one party does
something unexpected and/or unfair to another party. Examples
include backstabbing, niggling after the deal is made, asking too
many favors, consistently ignoring needs, etc. Examples are
endless. If you're like most people I talk to, you've probably
quit one or more valuable contractual exchanges because of their
relational costs to you. A balanced relational exchange is
critical to creative collaboration. The relationship is either
part of the reward of the activity or it's a liability to the
contractual exhange.
What to look for? People with Collaboratory know that to stay in
relational exchange they must:
1. Remain sensitive to observing and learning from others'
relationship requirements -- the things that go beyond the
contractual values and,
2. Keep communication channels open for any party to say at any
time, "You know, the deal we made isn't working very well for me
anymore, and here's why...." And the other party must at least be
open to discussing an adjustment.
I'm convinced these distinctions are the bedrock of
high-performance collaboration. If you've got any hesitations
about their importance, I encourage you to recall the last time
you got a signal that "the deal's the deal" from another
party...that the other party wasn't willing to take any
responsibility for the relationship beyond the contractual
exchange.... How much effort did you put into the work? And how
big was your profit?
Get started with this week's 5-minute practice tip.
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4. 5-Minute Practice Tip
Choose one or two relationships that you consider to be ongoing
collaborations or partnerships. Define the contractual exchange
(i.e., what you are giving and receiving). Then, examine how you
and your partner successfully keep the relational aspects of the
exchange in balance. Go beyond noticing how nice, open and
flexibile each of you are. Describe how each of you takes
responsibility for the relationship, how you communicate about
that, and how you make adjustments.
Stretch Practice
Identify a relationship where the relational cost (otherwise
known as aggravation) is approaching a level that makes the
contractual exchange intolerable. Challenge yourself to hold a
conversation about changing the relational exchange in order to
continue the contract.
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5. Reader Distinctions
It's not a reader drawing a distinction this week but rather the
writer. I hope you find it worthwhile.
A tragic loss reported in Sunday's news presents a poignant
lesson in competition and collaboration. In the obituary of Gene
Siskel, the famous movie critic who died Saturday, the reporter
notes that Siskel and his partner Roger Ebert once were arch
rivals working for different Chicago papers. Rick Kogan wrote in
the Chicago Tribune:
"Their rivalry was intense, during the 70's the two critics
barely spoke."
"'We intensely disliked each other,' Siskel recalled. 'We
considered each other a threat to our well being.'"
The two were paired by a TV producer in 1975 and together they
TRANSFORMED the business of movie criticism. Of course they also
gained celebrity status and fame together.
What's the point? First, this rivalry-turned-partnership
illustrates the message from last week (Collaboratory 2/15/99) that
competition and collaboration often create each other.
Second--and herein lies the learning--that often our greatest
opportunity for creative breakthrough and abundant reward awaits
our willingness to approach our greatest threat, in this case
collaborating with an arch rival.
What could you accomplish if you joined forces with your greatest
threat? If you can identify what it might be, please respond and
describe both the competitive threat and the collaboarative
potential. I'll summarize the responses and report back to you.
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6. Index to Collaboratory archives on the web.
These archives are at the URL of
http://zip.mail-list.com/archives/collaboratory
2/15/99 Keys to Extraordinary Collaboration
2/08/99 Collaboratory Theory of Relativity
2/01/99 Honor Differences
1/25/99 Velocity Decision Making
1/18/99 Consensus
1/11/99 Is Your Silence Consent?
1/04/99 Teammates Don't Have to Like Each Other
12/28/98 For Energy and Direction, Reorient!
12/21/98 Clear Judgments When they Come up
12/14/98 Distinguish Criticizing from Feedback (Don't Speak Until
You Do!)
12/7/98 The Benefit of Showing You Can Be Provoked...
11/30/98 Talking About Trust Breaks
11/23/98 How to Trust Just Right
11/16/98 Trust Reflects Responsibility
11/09/98 "What's In It For You?"
11/02/98 Stop Trying to Motivate
10/26/98 Come Together Over Commitment and the Skill Will Follow
10/19/98 Who is the Most Powerful Member of Your Team?
10/12/98 Are You Playing Too Small A Game?
10/5/98 An Upset is an Opportunity to Learn
9/28/98 Agree to Response-Ability
9/21/98 "Calling" Others on Broken Agreements
9/14/98 Clean Up Broken Agreements
9/6/98 The Formula for Building Trust
8/31/98 Clarity: The Source of Power
8/24/98 Teamwork is an Individual Event
I wish you a world of productive relationships.
Faithfully,
Christopher M. Avery, Ph.D.
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Anyone may subscribe to Collaboratory. It's free. Registered
subscribers may re-publish Collaboratory subject to acknowledgment
of the source as (c) Copyright Partnerwerks Collaboratory, 1998, 1999.