Commitment Issues - Repost
Collaboration is one of those endeavors that relies on a heightened sense of commitment, from leaders to organizers to participants. I was reminded of the need for such commitment in a recent conversation with Vivien Twyford, a collaboration expert with Twyfords Collaboration in New South Wales, Australia.
Vivien depicted commitment as a kind of hub around which the other aspects of collaboration orbit. It is an essential foundation upon which everything collaborative rests, because it is a commitment by an organization or a decision-maker that makes the whole process significant; that allows participants to feel like they are part of something that has influence and that they will be taken seriously. And, it is from the commitment of the decision-maker that the participants draw their own commitment to the process, the results, and the implementation of those results.
Commitment evolves.
While a rock-solid level of commitment is necessary for collaboration to begin, it is important to note that it does evolve and change throughout the process and as circumstances change for decision-makers and organizations. Priorities can change and circumstances can shift. In a worst-case scenario, the commitment evaporates entirely, leaving participants feeling disrespected and frustrated, having dedicated their time and effort with nothing to show as a result.
As it turns out, both Vivien and I have experienced first-hand the results of a shift in commitment which came about at the very end of the collaborative process. In Vivian’s example, a disagreement at the decision-maker level led to an outright rejection of all of the collaborative work. For me, it involved a shift in priorities that was equivalent to putting the outcome of the collaborative effort ‘on-the-shelf’. In both cases, the change in commitment resulted in disillusionment and likely more mistrust of the decision-maker than existed before the collaboration.
What is especially tragic in these instances is that the hard work of collaboration had already created solidarity, gotten people to work past their differences, and built trust where there had been none before. In turning away from the results, decision-makers not only lost the trust of their partners in collaboration, they damaged their own credibility as decision-makers and compromised their ability to collaborate in the future.
Key Lessons
If we approach collaboration with an understanding that commitment is essential and that it can shift and morph over time, we can take steps to make it more lasting and solid. For instance:
1. Get a clear commitment to the process and the results before you start collaborating
Clear commitment before you start seems obvious, but take the steps to be really clear what commitment means and what it will entail for the decision-maker. Do the same with the group with which you are collaborating. I’ve seen cases where the commitment is a written statement that is signed by the decision-maker, much like a project sponsor agreement or a contract.
2. Put the decision-maker in the room
Most often, the actual decision-maker or leader is not the one who is part of the collaboration; they are simple the recipient of the results. If it is at all possible, try to have the decision-maker in the room with the participants to observe or to get regular updates from the group. This allows them to be part of the group in a way that enhances their understanding and accountability to the collaborative effort and the results generated by the group.
I hesitate to suggest that the decision-maker should be there to represent their organization, because they can sometimes forget they are there as a member of a collaborative group and are not in the role of decision-maker. It is a fine and difficult line to tread.
3. Reaffirm commitment often
Working from the assumption that commitment can evolve over time, ensure you are regularly seeking recommitment from the decision-maker throughout the process. Part of these regular check-ins should include some discussion of future circumstances that may change how the work of the collaborative group will be received and how to mitigate those circumstances.
4. Watch for changes in decision-makers or leaders
Sometimes changes to organizations come just as a part of their regular business. People retire or change jobs, and the new people will not have the same view of the collaborative project as the previous person. In these cases, don’t jump to seeking outright commitment, but rather apply good change management techniques and gradually work your way toward a clear commitment to your collaborative project. Moving too quickly to commitment without a firm understanding of what is at stake and the potential benefits can lead to decision-makers working against you when you need them most.
With these four steps, you will reduce the chances of an acute change in the level of commitment to your collaborative project.
Have you experienced a change in commitment to collaboration? What happened? Send me a note at scott.millar@collaboration-dynamics.com or leave a comment below.
Happy collaborating!
Scott Millar, through Collaboration Dynamics, often works as a "peacemaker" by gathering people with different experiences and values and helping them navigate beyond their differences to tackle complex problems together.
Season 2 of the Cool Collaborations podcast is here! Join Scott as he explores fun stories and insights of successful collaboration with guests from around the world, and then dives into what made them work. Cool Collaborations is currently available on Apple Podcasts, Stitcher, and Spotify.
