How to Create a Collaboration Agreement
In last week’s post on the need for commitment to a collaborative effort, I mentioned the notion of creating a collaboration statement or agreement from the decision-maker or sponsor representing the organization that putting together the collaborative project. This week, I’d like to expand on the concept of a collaboration agreement, why it’s needed, and what it should include.
Here’s the link to last week’s post entitled Commitment Issues, in case you missed it.
What is a Collaboration Agreement?
As we talked about last week, when collaboration sponsors commit to collaborating with a diverse group of people to address some problem, their commitment carries to the participants. In other words, the people participating become as committed as the sponsor. The Collaboration Agreement allows the sponsor to understand what they are doing and why by creating a written document to describe the details of the sponsor’s commitment to the collaborative process.
It is important to note that Collaboration Agreements are also used in business to define a partnership arrangement. In the context of a collaborative project, the agreement does not carry legal authority, but is simply a statement prepared by the sponsor to describe their specific project responsibilities relating to the collaborative nature of the project.
What is Included in a Collaboration Agreement?
The agreement itself is relatively simple; it is intended to capture the answers to a series of questions (see below). Collaboration happens between people, so these questions are intentionally first-person. Making the questions personal in nature means the sponsor will better understand that they, as individuals, have a responsibility and a stake in the success of the collaboration.
Why am I collaborating?
This is a critical question that your stakeholders and participants will ask, because the answer will tell them why you need them. Sponsors need to be able to speak to why problem is bigger than the sponsor’s organization; why solving the issue needs the perspectives of people beyond the organization.
The answer to this question should go beyond ‘getting input’ and ‘hearing what stakeholders have to say’, to focus on the need for solution that can only be created by a diverse group of people with a broad range of experience and expertise.
What behaviours will I exhibit? (I will demonstrate these behaviours)
Sponsors and sponsor organizations often think about the mechanics and logistics of collaboration. Things like meeting design, location, costs. But this question points to how a sponsor will behave in the room with participants, and outside the room as part of everyday business. It is likely you would see descriptors such as: positive, advocate, supportive, and flexible in the answers to this question.
This behaviour question is powerful, because it can create positive reinforcement for collaboration within the sponsor organization and with participants (and their organizations). For sponsors who are reluctantly collaborative, having documented expected behaviours in a Collaboration Agreement can prevent some of those negative tendencies from emerging and damaging collaboration.
What actions am I responsible for? (I am responsible for these actions)
This question is intended to capture the nitty-gritty details, such as showing up at meetings or being part of discussions. In most cases, sponsors won’t be the ones running the collaborative project, so knowing what specific actions are needed will help them with accountability and scheduling.
Once critical aspect of this question relates to what happens at the end of the collaborative project. What happens with what the project creates? Is there a commitment to implement? Will the sponsor report back to stakeholders on what is happening? Thinking through the end of the project before you begin and being able to layout for participants how their work will be used will go a long, long way to making your fellow collaborators feel like their efforts are appreciated and valued.
What are the collaborators responsible for?
At the beginning of a collaborative project, it is very important for the sponsor to understand what the group they’ve assembled is responsible for undertaking. Scope-creep is a real thing, especially the group’s energy is running high and when potential solutions to secondary and tertiary questions emerge from the group’s discussion. A highly collaborative group can produce a lot of ‘extra’ solutions; ones that may be beyond the sponsor’s ability to address. Sponsors can mitigate the expectations that every recommendation will be acted upon by clearly describing the primary focus for the group’s work, and indicating that those recommendations not directly tied to that focus will be considered at some other time, or when resources permit.
How do you create a Collaboration Agreement?
The basis for a Collaboration Agreement is a discussion, or more likely a series of discussions, with the collaboration sponsor to capture answers to the questions above. The document itself is signed by the sponsor, as an indication of their commitment, and should be made available to everyone involved in the collaborative project.
While the agreement is akin to a contract, it is not binding or enforceable in the traditional legal sense. And so, it is advisable to keep the agreement in plain language and avoid the use of legal language. This makes it more relatable to everyone involved.
Give your collaborative group a chance to review your Collaboration Agreement and suggest changes. They may see valuable additions or changes that you do not. And, the simple fact that you have offered the opportunity to shape an agreement that governs your conduct and actions speaks volumes to the value you are placing on collaboration.
With these guidelines, you should be able to put together a well-rounded Collaboration Agreement with you sponsor. Feel free to share your ideas or suggestions for what you would include in a good Collaboration Agreement.
Happy collaborating!
Scott Millar 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. Through Collaboration Dynamics, he offers a program in High Performance Collaboration, where he guides groups to explore the nature of collaboration, inclusivity, and innovation, and acquire new abilities to create the conditions that enable groups to contribute and thrive in challenging environments.
