Connection before action – the difference that makes a difference for collaboration

History is peppered with great examples of the power of collaboration to help with, and even accelerate, solving the tough stuff. The development of the Covid19 vaccine in record short time is a recent example where researchers from various countries shared information about the virus, its transmission and genetic makeup so accelerating their collective understanding and innovation.

That experience is supported by Stanford University study findings that, compared with people working alone, those collaborating persist with challenges up to 64% longer, report greater interest in the work, perform better and become less tired. No wonder the impossible gets done.

So, what might become possible if we were to adopt a collaborative mindset to our biggest challenges? Could the impossible become possible?

Humans are natural collaborators

So, why do we report collaboration (in work settings at least) as being hard? I’ve found one of the (many) reasons is that at the very heart of collaboration there is a significant paradox that affects all of us, all of the time.

And it is this.

There is an unresolvable tension between our need to be seen and understood as unique, and our equally important need to be part of a group and included.

This can lead to very entrenched views on Us and Them that are reinforced by the structures and ways of operating prevalent in today’s businesses and organisations.

At the nexus point between groups we need to create a new Us. This new Us is the home of collaboration. It requires a constant balancing act between the need to maintain uniqueness and the need to belong and is, in my view, one of the critical elements for success.

Start with connection

More often than not when working together, an orientation for action wins out. We move straight to doing stuff – it almost doesn’t matter what stuff, as long as we are doing something and creating outputs.

Indeed many of our ubiquitous management systems demand this of us. However, without developing deep connection between those involved, rushing straight to action inevitably catches up with you later. Tensions surface, factions emerge and blame is laid. Sound familiar?

Developing connection early is essential and takes a lot more than simply throwing people in a room together (virtual or otherwise) and hoping for the best. Urban Hippo captures such an approach defining collaboration as “an unnatural act practiced by nonconsenting adults.” I’m sure you’ve been there, and you’re not alone.

The care and attention given to creating deep connection pays you back 10-fold.

It is the difference that makes a difference in getting through, what I like to call, the Zone of Doubt (more on that in upcoming Snippets), and through the inevitable challenges that surface when bringing diverse perspectives to bear on the tough stuff.

Deep connection elevates the performance of the collective across the board. Taking the time to set things up on the right footing is often seen as a luxury. I believe it is essential. 

Are you after impact and outcomes?  Get the set up right from the outset and make sure it includes time and space to work on deep connection. To find out more GET IN TOUCH.