Nov 07, 2014
A"ributes of Successful Collabora2on
Observa2ons on observable a+ributes of successful
collabora1ons
Problem Defini1on
• “What problem are you solving?” • Collabora2ons are an opportunity to solve a problem, or a challenge, or a puzzle.
• These are opportuni2es to accomplish together what we can’t do alone.
• Take the 2me to define the common problem to solve
• Avoid leaping to solu2ons before adequately iden2fying the problem
Problem Defini1on
• In sustained collabora2ons all of the roles represented clearly see the value.
• It is clearly ar2culated and easily communicated to others.
Problem Scope
• “What can we realis2cally accomplish?” • The opportunity must be is scoped appropriately:
• It is big enough to require collabora2on . . . • . . . yet small enough to actually accomplish the objec2ve.
• Defining the problem and scoping it well helps define the limits of what can be accomplished.
Sponsorship
• Sustained collabora2ons benefit from execu2ve sponsorship
• The defined problem is clear and sponsors can easily get behind it in a produc2ve and persistent manner.
• While not a guarantee, sponsorship will be helpful in weathering organiza2onal and funding storms down the road.
Champion(s)
• Successful collabora2ons have one or more public champions who are willing, able, and eager to go to bat for your collabora2on.
• Champions can be found in campus presidents, provosts, deans, CIOs, Librarians,
• technologists, faculty, corporate and industry leaders.
Structured external evalua1on
• sustained, collabora2ons benefit from external reten2on of individual or agency to document progress.
• Having an unbiased eye review the program plan, objec2ves, and scheduled outcomes can provide u2lity during and aPer the program.
• Grant funded programs benefit from scheduled reports and can inform repor2ng.
Path towards meaningful inclusion and expansion
• Successful collabora2ons go beyond the individual and the immediate.
• When thinking through problem defini2on and scope, include the means to create a conduit to present the work through case studies, ar2cles, essays, and workshops.
• Build this poten2al into the program plan and schedule the resources to execute a communica2on plan.
Opera1onal adaptability
• Sustained collabora2ons become more than a project temporarily layered over pre-‐exis2ng responsibili2es of an individual.
• Sustained collabora2ons are programma1c. • Sustained collabora2ons become a program that is a part of the organiza2onal DNA.
Opera1onal adaptability
• Projects that remain isolated to a personality, or are persistently separate will not be sustained.
• The work is in danger of being deemed a distrac2on rather than fundamental and programma2c.
• This is where sponsorship and clearly defined problems statements come into play.
Organiza1onal capacity
• “Are you actually organized to accomplish this?”
• Inter-‐ins2tu2onal collabora2ons are frequently ini2ated in a flurry of enthusiasm.
• Before commiWng to a collabora2on, review the problem defini2on, scope, and project plan to iden2fy required organiza2onal resources and departmental rela2onships.
Trust and vulnerability
• Collabora2ons require trust. • Collabora2on requires that we are vulnerable -‐ and that requires a safe environment
• Be ready to – work together in a public manner – allow others to work collabora2vely on it before it is "polished" to your sa2sfac2on
– show your work before it is "finished”
Transparent technology
• Keep technology placed appropriately: Not in the background but not center stage either.
• Technology tools change quickly. Don’t make it about the tools.
• Be cau2ous about leaping to a technology solu2on before you have fully defined the problem.
• Don’t get stuck because you commi"ed to a technical solu2on to a pedagogical problem.