Collaboration—with a capital C. In today’s business environment, what’s not to like about the concept of sharing information, asking questions, bouncing around bits of nascent, not-quite-formed ideas? Whether it’s formal, sit-down-at-a-table collaboration or the casual networking that goes on in the natural course of things, it has to be good.
It also can be tricky. Bill Gates, in a graduation address to students at his almost-alma mater, Harvard (he was introduced as the school’s most famous drop-out) defined the nature of interaction: “Being in the midst of so much energy and intelligence can be exhilarating, intimidating and sometimes even discouraging, but always challenging.”
John Abele
John Abele, co-founder and now director emeritus of Boston Scientific, a company that develops primarily medical products, expounded on the subject in a July 2011 article for Harvard Business Review. Like Gates, he recognizes the difficulties in bringing bright minds together. In fact, he says, the term “academic collaboration” is somewhat an oxymoron. Impediments include “the long-standing rituals of institutional seniority and the professional and financial incentives to build higher silos with thicker walls.”
But the effort is worth it, Abele emphasizes. “On the bright side, there’s an extraordinary opportunity for those of us non-academics who, unconstrained by those customs, see value in getting silos to collide.”
The Process of Collaborating
The process, he says, is “convincing people who don’t need to work together that they should.” That happens, he says, by inspiring the potential collaborators with a vision of change that is beyond their individual powers to bring about, convincing each that the others are not only vital to the process but that they are equal to the challenge. Then each member of the collaboration must be assured that that no one party to the collaboration is going to benefit to the total exclusion of others.
Leaders who are successful collaboration-builders, Abele said, are “passionately curious.” They have new insights and acknowledge that others may have them as well. They have the ability to bounce ideas off collaborators without being overly competitive. They care more about the success of the collective mission that they do about how success might benefit their personal fortunes.
Staying Focused
Dealing with egos when highly successful individuals come to the table can be a challenge. In an interview subsequent to his Review article, Abele described one gathering of the top thirty vascular surgeons in the world to discuss a proposed medical product. After a frustrating start, the thirty participants were each given a squirt gun. When anyone began to pontificate, Abele said, the others were advised to “use the weapon at hand.” A few doctors got completely soaked. That tactic “changed the dynamic of the meeting and it became very productive,” he said.
Five Tips For Collaboration
Those who function on the lower slopes of Mount Olympus may not have to resort to squirt guns to keep collaborators on track. But there are some rules that can lend themselves to a successful interaction. Among those advised by Abele and by commentators who responded to his article.
- Focus on the mission.
- Design a process beforehand.
- Don’t allow participants in a gathering to sell their products or services or to make attacks on competitors.
- Criticize ideas, not the people who advance them.
- Keep conversations energetic, constructive, free-wheeling and provocative.
Collaboration doesn’t always have to be among different companies. There is ample opportunity within a single organization for idea-sharing. Coordination and the free exchange of information among the various elements of an organization are essential to success. The same rules apply.
Making Positive Contributions
In his Review article, Abele quotes Margaret Mead, noted sociologist who conducted groundbreaking research in her field. “ Never underestimate the power of a small dedicated group of people to change the world. Indeed, it’s the only thing that ever has.”
That’s the nub of Collaboration—with a capital C.
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