“Through trustful communication, we find ways to leverage
individual differences and create a whole that is greater than the
sum of the parts.Through mutual trust and understanding, one
often can solve conflicts and find a better solution than would
have been obtained through either person's own solution”
(Covey 1989)
The New Form To Achieving Results
Dr. Jorge “Chevy” Chavarin
What is Collaboration?
 General: Cooperative arrangement in which two or more
parties, which may or may not have any previous
relationship, work jointly towards a common goal.
(Business Dictionary, n.d.)
Teamwork vs. Collaboration
 Teamwork
 Members work towards a




common goal
Members actions are
independent but
committed to a goal
Requires leadership to
provide vision, guidance,
direction and resolve
dispute and conflict
Effective over short term
Control is key
 Collaboration
 Members work towards a




common goal
Members actions are
interdependent and demands
sharing
Requires equal partnership
with no true leader therefore
must resolve disputes on
their own
Sustainable over long term
Trust is key
(Campbell, 2011)
Teamwork vs. Collaboration (cont.)
 Teamwork Process (Competition based)



Focus is task oriented not problem solving
Encourages competition
Results in win-lose scenario
 Collaborative Process (Consensus based)



Focus is on problem solving
Encourages knowledge sharing
Results in win-win scenario (joint gains)
(Yaffee, 2002)
Overview of Paradigm Shift
 Traditional
 Collaboration
 Competition
 Consensus
 Win-lose
 Win-win
 One view
 Multiple views
 One right answer
 Numerous answers
 Carrying out isolated
 Solving shared problems or
authorities and
directions (tasks)
 Reactive
 Fragmentation
 Them (= their
fault/problem)
pursuing shared objectives
 Proactive
 Integration
 Us (ownership)
(Yaffee, 2002)
 Shift requires an emphasis on “Relationships” (Daft, 2001)
 Key component of relationships is “Trust”
(Covey, 2006)
Key Component of Collaboration
 “There is one thing that is common to every individual,
relationship, team, family, organization, nation, economy and
civilization throughout the world — one thing which, if
removed, will destroy the most powerful government, the most
successful business, the most thriving economy, the most
influential leadership, the greatest friendship, the strongest
character, the deepest love. On the other hand, if developed and
leveraged, that one thing has the potential to create
unparalleled success and prosperity in every dimension of life.
That one thing is trust” (Covey, 2006, p. 1)
Root of Relationships
 The concept of “Trust”
 One of the strongest indicators of high performance
 Not an act or set of acts but the result of repeating actions
and variables
 Not a one-time event but rather recurrent and ongoing
process
 One of the most important factors for team success
 Lack of trust will damage the dynamics of team
(Harvey & Drolet, 2005; Derosa & Lepsinger, 2010)
Mutual Trust
 Five Conditions for Trust to evolve
 Interdependence
“When I need you, you need me”.
o When both sides acknowledge needing one another,
trust is more likely to evolve
o The more two-way transactions take place, the higher
the capacity for trust
• The opposite is also true.
o The more we need each other, both in reality and
perception, the more we can build on trust.
 Consistency
 Behavior needs to be consistent with verbal commitments
o People are more likely to trust those who adhere to their
words/promises
o Walk the talk

(Harvey & Drolet, 2005)
Mutual Trust
 Honesty
People who are honest are honorable in principle, their
intentions and ultimately their actions.
 Those who lie, cheat, or omit full disclosure display actions
of dishonesty which takes away from building on trust.
 When one is known to be honest and committed to
integrity, they build on trust (reputation)
 Affability
 Individuals who are approachable and easy to talk are
more likely to create a positive relationship.
 Likable people are easier to trust
 Extension of Trust
 “Those who give trust, get trust”
 When these five conditions are present, there is a higher
probability for trust to evolve.

(Harvey & Drolet, 2005)
Establishing a Collaborative Community
 Four requirements
 Requires a shared purpose (what brings them together)
 Vision statement
A description of the overall goal
o Desirable future or outcome we seek
 Serve as a constant reminder
 Shared understanding of the competitions position
 Understand the stakeholders and their needs

(Adler,, Heckscher, & Prusak, 2011)
Establishing a Collaborative
Community
 Requires an ethic of contribution
 Going beyond one’s formal responsibilities to solve complex
problems
 Reject individualism and promote collectivism through a
collaborative culture
 Manage conflict immediately
 Encourage face-to-face meetings regularly
 Members trust in one another to further promote the shared
purpose
 Members are willing to share resources
 Knowledge sharing
 Access to one another’s technologies and markets
(Adler,, Heckscher, & Prusak, 2011)
Establishing a Collaborative
Community
 Requires interdependency
 Members need to cooperate with each other in order to attain
something that cannot be achieved independently

Requires measurable goals that are realistic and attainable
with respect to time
 Protocols are generally written and revised continually


Includes “norms of the group”
Anyone can initiate change if his or her work demands it
o Change is communicated and discussed in depth
• 2nd and 3rd effects of change
(Adler,, Heckscher, & Prusak, 2011)
Establishing a Collaborative
Community
 Requires collaboration be valued
 Understand the benefits (not all inclusive)

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
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Encourages brainstorming
Offers various perspectives to problem solving
through knowledge sharing
Increases speed of decision making
Provides every team member with equal
opportunities to participate and communicate their
ideas.
Fosters ownership of collective problems
Promotes change
Reduces boundaries
Allows for optimization of available resources
Facilitates capacity to replicate success
Increases performance
(Adler,, Heckscher, & Prusak, 2011)
Collaboration as a Paradigm Shift

Behavior/Action
Ethical Boundary
Attitude
Mindset
Belief System, Assumptions, Culture,
Values, Norms, Perceptions of Reality
Warning Signs of Low Levels of Trust
 Four warning signs of low levels of trust within a
collaborative setting
 Members referring to themselves as “I” or “We”
 Members do not appear to know one another very well
 Members are distant and negative
 Members do not regard the commitment of others as
credible
;(Derosa & Lepsinger, 2010)
Conclusion
 Collaboration has numerous benefits
 Presents a greater challenge than the old concept of
competition
 Implementing a collaborative community will require
 Valuing collaboration
 Shift from traditional processes
 Emphasis needs to be placed on “Relationships” (people)
 Fluid and ever shifting
 Members need to build on “Trust”
 The higher the trust, the higher the probability for success
 WITHOUT “TRUST”, THERE IS NO COLLABORATION
References
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Adler, P., Heckscher, C. & Prusak, L. (2011). Building a collaborative enterprise. Retrieved from
https://hbr.org/2011/07/building-a-collaborative-enterprise
Anderson, D.L. (2012). Organizational Development. The process of leading organizational change.
Thousand Oaks, CA: Sage Publications.
Business Dictionary (n.d.). Definitions. Retrieved from
http://www.businessdictionary.com/definition/collaboration.html
Campbell, A. (2011). Collaboration is misunderstood and overused. Retrieved from
https://hbr.org/2011/09/collaboration-is-misunderstood
Covey, S. (1989). The 7 habits of highly effective people. Retrieved from
https://www.depts.ttu.edu/upwardbound/books/the-7-habits-ofhighly-effective-people.pdf
Covey, S. (2006). Executive book summary. The one thing that changes everything; The speed of trust.
Retrieved from https://www.cu.edu/sites/default/files/ExecSummaries-The_Speed_of_Trust.pdf
Daft, R.L. (2001). The leadership experience. Orlando, Florida: Harcourt Publishers
DeRosa, D.M. & Lepsinger, R. (2010). Virtual Team Success. A practical guide for working and leading
from a distance. San Francisco, CA: John Wiley & Sons
Harvey, T.R. & Drolet, B. (2005). Building teams, building people. Expanding the fifth resource. Lanham,
Maryland: Scarecrow Education.
Yaffee, S. (2002). Benefits of collaboration. Retrieved from
http://www.snre.umich.edu/ecomgt/lessons/stages/getting_started/Benefits_of_Collaboration.pdf