This issue of the Ingenuity Journal explores the notion of "collaboration."  Our vision at Ingenuity Ventures is "a world of collaborative and profitable businesses."  Last issue focused on some new perspectives on profitability.  Collaboration is a means to creating greater profitability, again, with benefits on many levels.

The business of work and life nearly always involves other people, even if indirectly.  Our capacity to produce results thus depends upon how effectively we work together with others.  The quality of our relationships also affects the level of enjoyment on the journey. 

When we first started to explore the concept of collaboration, we discovered an interesting definition.  While collaborate is commonly understood to mean "work together," it also means "cooperate with the enemy" and "cooperate treasonably."  No doubt, these definitions are a remnant of the cold war era of spies and counterspies; but when working with others, notions such as the difficulty in reaching consensus, overcoming differences and so on, are not far behind.  The successful pursuit of collaboration in any group activity, whether at the office or the PTA, requires the consideration of handling conflict.  It is something we can expect (anticipate and address) in working with others, since people generally come to projects with their own motives, perspectives and interests.  Even if we have a shared intention to produce a particular result, we may have very different reasons for wanting that result.

How to begin?  Overused as jargon (and often under-applied), using a win/win approach is at the heart of collaboration.  We like to think of it as WIN/WIN, since WIN/win is akin to win/lose.  And aside from the sports world, there really is no win/lose -- there is only lose/lose.  When someone wins without taking into account the interests of others or at their expense, it is often a hollow victory and one fraught with later difficulties. 

When looking at other interaction and problem-solving models this becomes more apparent.  The two sides of the WIN/WIN equation can be seen as a focus on self and a focus on others.  A high regard for oneself results in a demonstrated ability to strongly assert ones ideas and needs.  A high regard for others is demonstrated by a keen ability to cooperate and demonstrate understanding and compassion of another’s interests.  Conversely, a low regard for self shows up as low assertiveness, and a low regard for others results in poor cooperation.  Combining these ideas in various ways reveals the applicable approach toward working with others.

Here are some examples: 

*  Where there is a low regard for self and low assertiveness coupled with a low regard for others, the result is AVOIDANCE – definitely not a WIN/WIN result, because generally when an issue or concern is avoided there is no resolution of it whatsoever. 

*  Where concern for self and the level of assertiveness is high, but the concern for others and cooperation is low, the result is strong COMPETITION often resulting in win/lose.  (Hence the name, “Competitive Sports.”)  And while that approach works in the sports world where it is a stated ground rule, it doesn’t work as well in other arenas where we are trying to cooperate to get things done effectively and efficiently (profitably). 

*  Where concern for self and assertiveness are low and concern for others is high, the result is called ACCOMMODATION.  People who regularly give up their own ideas and concerns for others, which may look like win/WIN (a version of lose/win), may develop a sense of resentment after awhile. 

*  When concern for self and concern for others is moderate and even, the result is a COMPROMISE approach.  This is not WIN/WIN because it essentially requires both participants give up something, looking again more like lose/lose.  None of these approaches is collaborative.

On the other hand, where regard for self and the level of assertiveness is high (strong willingness to WIN), and the regard for others and willingness to cooperate is also high (strong willingness to allow others to WIN), the result is COLLABORATION.  Big WIN/Big WIN.

Know what a “WIN” looks like for you.  Be willing to explore another’s interests and invest in allowing them to “WIN,” too.  Together, this allows what could otherwise be a conflict of interests or ideas to become a resolution that benefits both parties.  That collaborative approach also provides strong support for the ultimate result sought and obtained.  In that sense, collaboration is win/win/win – and if the resolution or result benefits third parties, the stronger and more sustainable result creates a fourth level of “win” as well.  Collaboration is truly synergistic – greater than the sum of its parts – and worth the effort.

INGENUITY GEM:

To get started on the road to greater collaboration, start by knowing what it takes for you to truly win in any situation.  Be willing to hold onto that win and compassionately assert what you want.  Think creatively about how to get there, rather than letting go of what you want and dropping down to compromise, or worse, merely accommodating others.  At the same time, be willing to listen for the interests, ideas and reasons of others involved in the project, activity or other relationship based task; as well as, be willing to think creatively about how they can get what is important to them without giving up anything.  While this approach may take a bit more time, focus and effort initially, the overall long term results may be more than you dreamed possible.  And the exercise of being innovative in taking all interests into account ultimately strengthens your ability to create bigger and better results, faster and easier, for all concerned.

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