Copyright © 2008 Allan R. Cohen. All rights reserved. Increasing Collaboration Allan R. Cohen Babson College Edward A. Madden Distinguished Professor of Global Leadership

Copyright © 2008 Allan R. Cohen. All rights reserved. Collaboration In An Interdependent World Who needs collaboration? Potential benefits –Solve problems one unit cannot solve alone –Innovation –Identify and pursue untapped opportunities –Leverage scarce resources –Best possible decisions when solution not obvious –Can consider clients first, not own areas/orgs –Pride about working with smart, competent colleagues

Copyright © 2008 Allan R. Cohen. All rights reserved. Collaboration a Necessity Single organization All large organizations are matrix-ed, whether formally or not; legitimate competing and common interests Even completely autonomous units have a connection, through reputation (and maybe finances) Potential and/or efficiency

Copyright © 2008 Allan R. Cohen. All rights reserved. Collaboration a Necessity (cont.) Multi-institutional Society Complex issues; Many things cant be done alone Dispersed expertise Larger dreams

Copyright © 2008 Allan R. Cohen. All rights reserved. An Example of Collaboration in Impossible Circumstances Three colleges: Babson, Wellesley, Olin Babson, Olin adjacent; Wellesley 1 mile away Many attempts to collaborate -- mostly failed

Copyright © 2008 Allan R. Cohen. All rights reserved. Early Conceptual attempt Statement of intent between Babson College and the Franklin W. Olin Foundation on behalf of the proposed Franklin W. Olin College of Engineering It is our intent to collaborate in every way while maintaining two separate institutions with different degree programs but comparable philosophies. Both institutions are dedicated to pedagogy that is holistic, integrated, and innovative. Their academic programs will focus on the nexus of theory, practice and conceptualization, with curricula that are applied, field-based, global and ethical. Collaboration will encompass academic, co-curricular and administrative activities that enhance the educational excellence of both institutions.

Copyright © 2008 Allan R. Cohen. All rights reserved. Impossible (cont.) Recent Challenge: Can we get admissions benefits of University without downsides? 3 Presidents co-teach, like each other; Top down wont work, but start doing a few things

Copyright © 2008 Allan R. Cohen. All rights reserved. Impossible (cont.) Some results: Common calendar 2/3, (other 1 week off) Interchange dining halls, bus service, students to West Point for leadership learning Grand Challenge day, Paul Romer Smart Cities Project with students all 3 schools Perceived big opportunity in Sustainability: Wellesley environmental sciences, Olin technology, Babson entrepreneurship Babson president agreed to find donor (from Babson pool!)

Copyright © 2008 Allan R. Cohen. All rights reserved. Impossible (cont.) 3 college coordinator, 3 yr rotating position. Ideas/proposals to coordinator for help Mutual Governance: Olin and Babson president on others board, Babson president presents at Wellesley trustees mtg., etc. Babson summer venture program, Olin run; Acting Olin provost, a Babson faculty member Dining flexibility fiasco, recovery. Dont kill the deal Babson president: No master plan, dont know what it will look like, learning as we go

Copyright © 2008 Allan R. Cohen. All rights reserved. Lessons All parties have to win, perceive it for them Top down forcing doesnt work; leadership needed for support, some initiative Relatively equal power required Early (even small) wins important; persistence Symbolic self-sacrifice as reinforcer Interpersonal liking matters; increases with interaction Co-location where possible Respect for unique strengths/contributions Openness to admitting mistakes, learning Sense of humor

Copyright © 2008 Allan R. Cohen. All rights reserved. What makes collaborations succeed or fail? –Structure –Systems/Processes –Relationships/Culture –Leadership Behaviors Collaboration In An Interdependent World (Contd)

Copyright © 2008 Allan R. Cohen. All rights reserved. Structural Barriers Separate -- if not conflicting -- goals, tasks, rewards, budgets Diverse, even opposed stakeholders No common leadership, or far away Differing locations restricting interactions

Copyright © 2008 Allan R. Cohen. All rights reserved. Systems/Processes Communication –Opportunity-to-know, not need-to-know –Access –Meetings, including virtual teams Groupware for connection Training and education Escalation system; when, how

Copyright © 2008 Allan R. Cohen. All rights reserved. Relationships/Culture The intangible qualities that define how things work Automatic assumptions about how things are supposed to work –History shaping attitudes (e.g., the Feds) –Basically collaborative or competitive? –Only own responsibilities matter, or overall good matters? (insurance co example) –Open or insular? –Aspirations great or modest? –Deadlines critical or not? –Who can say no, yes?

Copyright © 2008 Allan R. Cohen. All rights reserved. Leadership Behaviors Required Dual Citizenship –Focused Organizational Attention on strategic goals –Balance between unit and overall goals –Balance operational excellence with innovation, and with organization capacity building –Knowledge of how to execute partnerships and acquisitions, work across cultural boundaries and lead cross-boundary project teams –Enough self-confidence to share spotlight, credit

Copyright © 2008 Allan R. Cohen. All rights reserved. Leadership Behaviors Required (Cont.) Balancing all the organizational elements to sustain alignment of organization with strategy Two-way influence Understanding and acceptance of accountability that never goes away, despite less control Fair fighting Integrity

Copyright © 2008 Allan R. Cohen. All rights reserved. Influence, the Critical Skill

Copyright © 2008 Allan R. Cohen. All rights reserved. The Secret Of The Universe In Six Words Everyone Expects To Be Paid Back

Copyright © 2008 Allan R. Cohen. All rights reserved. Cohen-Bradford Influence without Authority Model Make exchanges that create win-win results Exchange goods and services (currencies) Use reciprocity to make exchanges Influence without Authority

Copyright © 2008 Allan R. Cohen. All rights reserved. The Cohen-Bradford IWA Model Clarify your goals and priorities Identify relevant currencies, theirs, yours Dealing with relationships Diagnose the world of the other person Influence through give and take Assume all are potential allies © 2004 A. Cohen and D. Bradford

Copyright © 2008 Allan R. Cohen. All rights reserved. Types Of Currencies Inspiration-related Task-related Position-related Relationship-related Personal

Copyright © 2008 Allan R. Cohen. All rights reserved. Inspiration-Related Currencies Vision Excellence Moral/ethical correctness

Copyright © 2008 Allan R. Cohen. All rights reserved. Task-Related Currencies Resources Assistance Cooperation Information Challenge/learning

Copyright © 2008 Allan R. Cohen. All rights reserved. Position-Related Currencies Advancement Recognition Visibility Reputation Importance/insiderness Network/contacts

Copyright © 2008 Allan R. Cohen. All rights reserved. Relationship-Related Currencies Acceptance/inclusion Personal support Understanding

Copyright © 2008 Allan R. Cohen. All rights reserved. Personal Currencies Self-concept Ownership/involvement Gratitude

Copyright © 2008 Allan R. Cohen. All rights reserved. How to Read Others Currencies Start: Tune in, dont argue back Listen closely to their language -What they say is important to them -Speeches, presentations, written messages -Their metaphors and images Observe their offices, artifacts, dress Ask Diagnose the forces acting on them, their world

Copyright © 2008 Allan R. Cohen. All rights reserved.

Collaborative/Problem-Solving Approach Depersonalize the conflict –Channel energies to solving problem rather than defeating the other Accept goals, opinions, feelings of all parties as legitimate concerns Recognize that conflict can make a constructive contribution to relationships as well as to problem solution

Copyright © 2008 Allan R. Cohen. All rights reserved. Leadership Above and Below Listening, listening… and connecting Inviting and supporting initiative, not just demanding, ordering Use the levers you have (paying in others currencies) Actual new behavior needed, not just verbal assent Instant fixes unlikely Celebrating initiatives, early wins Expecting and enjoying surprises Living with uncertainty and ambiguity Major Leadership Change Required