Managing Complexity in Collaboration Demands Rigor

 

Note: This post originally appeared as a 3-part series on Managing the Work blog by Daptiv. I provided highlights of this series in an earlier post on this blog, with a shoutout to MTWblog. MTWblog appears to have gone silent over the last several weeks. Before potentially losing this information, I decided to update and bring the content directly to you.

Collaboration is nothing new, as we know. Trends in collaboration are increasing its significance in organizations. This promise of collaboration is also creating significantly increased complexity. Such is the potential and “curse” of collaboration.

We begin by outlining the trends propelling collaboration and the sources of complexity in collaboration. We then use our holistic 4 Ps Model of Effective Collaboration, to ensure that we address the challenge of managing complexity in collaboration holistically as well.

Trends Driving Collaboration

Studies suggest that collaboration is a top priority today for senior executives. Collaboration is experiencing a growth in impact and importance in the enterprise. Numerous driving forces are responsible, including:

• Trends in globalization and outsourcing
• Workforce demand for flexibility
• Critical need for rapid innovation
• Co-creating value with vendors and customers
• Technology and tools enabling a networked world
• Behavior and expectations of Gen-Y

See related posts:

• Complex collaboration happening AND growing in importance
• Innovation Through Collaboration
• When Ideas Have Sex: The Case for Collaboration
• Innovation Through Collaboration
• Mind the “Collaboration Gap”
• Mind the “Collaboration Trap”
• The What and Why of Enterprise 2.0

Sources of Complexity in Collaboration

Work is becoming more complex as specialized expertise is needed from multiple sources, often from outside the group/department; for example, engaging customers, partners, vendors, and so on. Complicating the situation further is that the expertise may reside at a geographically disparate location, perhaps even in a different time zone, with different workplace culture, working styles, social culture, languages, and expectations.

Collaboration technology/tools afford the opportunity to lower the time and distance barriers. However, in so doing, they create another layer of complexity. Working in this complex, virtual workplace requires more care and caution than in the traditional face-to-face world. We are presently in this transition towards working collaboratively in the new networked world, where new norms, etiquettes and rules-of-engagement are emerging.

To recap, at minimum complexity arises from:

• expertise needed from multiple sources
• external collaborators
• contributors in geographically disparate locations
• varied time zones, cultures, languages, expectations
• more collaboration opportunities than ever before, thanks to technology

See related posts:

• Assessing the State of Collaboration: Return to Essentials
• Complex collaboration happening AND growing in importance

So What?

Mind you, humans have been collaborating since Adam & Eve. Collaboration itself is not new but the manner in which we collaborate, and with who, is evolving and becoming more complex. Of course, the idea is to make collaboration more effective (doing the right thing) and efficient (doing things the right way).

Consider constructing a one-story versus a 50-story building.

Building science is well developed and either task can be performed well, given time and resources. However, the task for the taller building is much more complex and has to be managed with much greater rigor. It requires much closer attention to planning, coordination and execution, with significantly more testing and controls built in. Minor details become more magnified and critical. And, the taller building also requires a much stronger foundation.

A similar situation exists when traveling in an automobile versus spacecraft.

And, we can come up with numerous such examples where complexity of the undertaking mandates stronger foundation needs and greater attention to the foundational essentials. A recent study by us at All Collaboration, Assessing the State of Collaboration, found that the same idea applies to collaboration.

Suffice it to say that we must seek opportunities to intentionally inject simplicity; for example, simplifying processes, communications and organization, and utilizing tools that are user-friendly. However, the key to managing complexity is being vigilant about foundational essentials. For collaboration, this means using the time-tested, old-fashioned meeting management and project management principles, albeit in the new networked world of collaboration.

So, what does all this mean in practice?

Managing Complexity in Collaboration

Let’s take a look at the practical application of managing complexity. Note that many items below would look familiar, as they are a part of sound team and project management, but the list is not a meant to be a primer on project management. The focus is on dealing with the complexity of collaboration.

We know that effective collaboration requires a holistic approach. The Four Ps of Effective Collaboration are: Purpose, People, Process and Place. So, I shall now offer advice on handling the complexity, using our 4 Ps framework.

Purpose

• Define goals/objectives and outcomes/deliverables clearly: Bullet points on a PowerPoint slide are not particularly helpful or clarifying. Develop a level of detail and granularity that would minimize misunderstandings later. Gain a shared understanding and agreement among team members through discussions. There is the old “30-second elevator pitch” routine. (Elevator is ”lift,” by the by, for our friends across the pond in Britain and the rest of the world, with the exception of Canada, who speak the Queen’s English.) The point is, everyone on the team should have a clear and succinct grasp of the project goals and deliverables.
• Outline what success looks like: Articulate how we would know when we get “there” and pop champagne corks. Define success metrics. The cliché of project success being on-time and within budget is alright but lacks the desired precision to measure success. Visualization of success can be very helpful. In reference to our earlier analogy of constructing a building, note that architects and planners often create a scale model of the building.
• Articulate impact on the organization: Set the context for why we are doing what we are doing and its impact on the organization. Knowing what’s at stake focuses the mind and can be both empowering and motivating. I think it was Henry Kissinger who said something like, “The reason people fight in academia all the time is because there is so little at stake.”

See related posts:

• Articulate the Purpose of Your Collaboration Effort!
• BP Oil Spill - Unmitigated Disaster in Collaboration

People

• Use the minimalist approach for team size: Two heads are not always better than one. More is not merrier in collaboration, when it comes to the team size. Complexity of interaction, communications and relationships increases exponentially with the team size.
• Ensure clearly-defined roles: Poorly-defined roles create confusion and magnify complexity. Every team member must have raison d’être. Identify who should be on the team based on project needs, such as: expertise, skills, experiences, existing relationships, and so on. Going for the right people, without being constrained by affiliation, location and time zones, would add complexity. But this complexity can be managed. Avoid “observers,” for they add noise (complexity). If someone wishes to “observe” for learning & growth, carve out a role and make him/her learn-by-doing, thereby contributing to the project. There may be times when including an observer may be a shrewd political move, which is next.
• Go beyond the rational: account for the political: You know it will happen, so account for it up-front, to avoid later challenges, threat to project success and additional complexity in realizing the intended impact of the project. Take into account which departments should be represented and whether suppliers, customers and partners need to have a voice. You may not be able to adhere to the minimalist approach, but it is well worth the added complexity.
• Address cultural issues and language barriers up front: Culture refers to both the workplace and societal/community norms. Work norms vary not only by location within the enterprise, but they may vary dramatically as we go across to suppliers, partners and customers. Siesta is both a workplace and cultural norm in some European countries. People in some countries begin work at 9 am or even at 10 am. Understand work practices and personal styles, and balance the project needs with personal needs and constraints. Language barriers include not only different languages but dialects, accents, idioms and colloquialism. Determine the manner and modes of communication; for example, written communication may be more effective, video conferencing may be more participatory than audio conferencing and adjusting the pace and clarity of speech can make interactions more effective. Manage the complexity of different locations and affiliations by listening, learning, discussing and planning.
• Flatten hierarchy: Flatten hierarchy, and then walk the talk! It is, of course, a lot more than rearranging the wires on the org-chart. Organizational hierarchy in practice can make one uncomfortable in disagreeing with a superior’s opinion. Seeking permission before expressing opinions and actions, going through gatekeepers, waiting for instructions, and so on, adds to complexity, delays and lesser quality of work.
• Articulate impact of and for each team member: Knowing what’s at stake focuses the mind and can be a great motivator. Create the context for WIIFM (What’s in it for me?) and how they contribute to the projects success and thus its impact on the organization.
• And, other stuff: The usual fundaments of team management, such as identifying and managing conflicts, recognizing contributions, pitching in for helping team members, etc. go without saying, but in failing to observe these fundamentals, it can multiply complexity and threaten collaboration.

See related posts:

• "Collaborative" as Key Job Skill
• Cultural Assumptions and Challenges
• Collaboration = Cooperative Behavior + Assertive Behavior
• If You Can’t Pass the Ball, You Can’t play!
• Lead, COLLABORATE, Follow, or Get the Heck Out of the Way!
• Get Teammates to Move "Towards" Rather than "Away"
• Building and Sustaining Trust
• What We Can Do to Improve Collaboration
• Measuring Collaboration Behavior
• Avoiding a Bad Communication
• Tips for Effective Collaboration
• Understanding Objectives of Players in Collaboration Networks
• Comparing Collaboration and Social Networks
• A Periodic Table of Elements for Collaboration
• The PEOPLE Affected by Collaboration
• Kids on Collaboration and Innovation

Process

• Design the process for the effort: What worked before may not work for the effort on-hand, particularly given the composition of the collaboration team. Design the collaboration process for this team collaboratively with all members. Starting slow with due attention to fundamentals will in fact help you get there faster. But, avoid the analysis paralysis trap, and get going. This brings us to the next point.
• Be flexible: Remember the old framework of team dynamic: forming, storming, norming, performing and adjourning! This team will experience these stages as well, but now in the networked world. Observe, learn and seek opportunities to make various aspect of the process more effective. These include: communications, meeting management, collaborative writing, project coordination, and so on. By design, include time for debriefing, feedback and discussions on process improvement. For example, set aside 10 minutes at the end of each meeting to discuss what worked and what can be improved. Then, act on it, so that is not just talk. You can also have a discussion forum for such discussions.
• Include face-to-face meetings: Trust and team building dynamics become more challenging in the virtual world. To the extent possible, bring the team together for face-to-face meetings, which could certainly include work but also team building and fun activities.
• Inject transparency: Sunshine is the best antidote, as the saying goes! Make the progress, documents, status, issues and discussions transparent. No gatekeepers! Lack of knowledge about who is doing what to who and when adds risk, confusion and potential conflicts. Lack of full access to information can hinder work, create duplicate work, and fester frustrations. Transparency builds and sustains trust (trust is at the core of collaboration) – particularly when you are collaborating in a far-flung team.
• Plan for managing security and compliance issues: Understand the challenge and complexity posed by collaborating with people with different affiliations. Have a game plan to deal with this explicitly and early on. Depending on your ability to overcome such constraints may indeed impact the team composition.

See related posts:

• How’s your collaboration effort going?
• Measuring Collaboration Behavior
• Effective Collaboration is Supposed to Look "Messy"!
• Use Visuals to Improve Collaboration Effectiveness
• Good Advice: Using Social Media for Project Management
• Organizing the UI for a Wiki - Finding the right balance
• Tips for Effective Collaboration
• Successful Collaboration: Good project management principles applied to dispersed teams
• Effective Collaboration Is More than Deliverables
• Collaboration Is More than Team Building and Management
• Managing Virtual Teams
• Team Brainstorming and Innovation in 2010
• Finally, Effective Advertising for Collaboration
• Iteration rather than Collaboration
• Author! Author! Author! - Effective Collaborative Writing
• From the Strange File: Smoking Can Improve Collaboration
• Cheating versus collaboration?
• Beware the Limp Project Management Training Metaphors

Place

• Select the right tools for the effort: As the saying goes, pick the right horse for the course! Understand: 1) How will the team conduct its interactions? 2) What is the mix of real-time meetings (physical, phone, or web) versus non-real-time interactions (message boards, wikis, email exchanges, etc.)? 3) How might the mix of interactions or “place” change over the course of the collaboration project — perhaps kicking off with more direct contact, separating into more virtual interactions, then coming back together with direct contact to converge on the solution? 4) Collaboration tools can be effective to help a team work together, but only in the broader context of “place” and how the team members will interact. Select the tools that address the team needs. Oh, and don’t forget that tools should be such that they provide transparency.
• Keep it simple on tools: This does not need much explanation. I would however like to remember Einstein at this time: Everything should be made as simple as possible but not simpler! A collaboration tool must not get in the way of collaboration.
• Ensure training and comfort with use of tools: Collaborators should be comfortable with using the selected tools, or else they could create detours around them. This can multiply complexity and can in fact derail the effort.
• Lead through tools and enforce discipline: The leader must lead through tools. If and when a team member does not use the right tool, address and remedy the situation promptly. There could be many reasons for not using the tool appropriately; for example, hesitation in editing the work of a superior which all others can see, lack or training or comfort with the tool, just a feeling – right or wrong – that the tool is not effective and is getting in the way of productive collaboration, and so on.

 See related posts:

• Team Leader Must Lead THROUGH the Tools
• Does Your Team Collaborate Like It's 1990?
• Keep it simple on the collaboration tools
• A Periodic Table of Elements for Collaboration
• Use Visuals to Improve Collaboration Effectiveness
• The Collaboration Tool "Tipping Point"?
• Organizing the UI for a Wiki - Finding the right balance
• Finally, Effective Advertising for Collaboration
• Effective Collaboration is Supposed to Look "Messy"!
• You Couldn't Do This By TelePresence
• A Taxonomy of Collaboration Tools
• Scheduling Widgets
• Security Imperative for Collaborative Cloud Computing
• Collaboration Is More than Team Building and Management
• Second Life as Collaboration Tool
• The Tricky Challenge of "Alerts"

There you have it! Sounds like commonsense, doesn’t it? Now all we have to do is to make it work in practice.

What aspects of collaborative work do you think are most crucial to success? Are you proactively considering the complexity introduced by collaboration?

I am sure that there are many more suggestions you can come up with. Please offer your ideas and thoughts, so that we can improve this work in collaboration with you.