In thinking about the Coherent Organization, the original proposal from my colleague Harold Jarche was that  were two key  attitudes: collaboration and cooperation. And I find myself talking about collaboration and communication.  It’s time to try to reconcile those, and propose why I think collaboration is a new business watchword.

So, Harold argues that there are two key ways of working, collaborating and cooperating.  To him, collaboration is when you’re committed to a goal to achieve, whether involuntarily or voluntarily.  Cooperation, for him, is when you have the willingness to continue to contribute on an ongoing basis: putting out your own work, commenting on others, and answering questions. And he suggests that cooperation is the more important, as it’s more voluntary. And I agree that it’s likely that needs  will drive collaboration, and cooperation comes from within (and in a safe environment).  I think he’s talking about personal commitment, and rightly so.

So why do I talk about communication and collaboration? Because the vehicle for cooperation is communication, and so we not only need the impetus to contribute, but the skills. He’s talking about creating an effective network, and I’m talking about getting the job done.  He’s nurturing a culture, and I’m about developing practices.  Which are both needed and mutually reinforcing, and so I think we’re agreeing furiously.

And as I write this, my own thinking is changing. I do believe  collaboration is what’s going to get things done for organizations in the short term, but I think there are two notions of collaboration.  One is the traditional form of a team working on a project. However, there’s another approach that takes the longer term view.  Here, it’s about people keeping a casual eye on what’s going on and serendipitous sparks fan flames.  That does require cooperation, of course.

I’ve recently been reading  Stephen Johnson’s  Where Good Ideas Come From, and Keith Sawyer’s  Group Genius    (both recommended), and  it’s clear that true innovation  is  about getting people to work together over time.  Real innovation percolates, suffers  mistakes, and can’t be forced or planned. While  I think progress can be made by teams working on specific needs, the change in my thinking is realizing that the longer term process of real innovation requires continual contribution in networks. What Sawyer terms ‘collaboration webs’.  And this will require cooperation.

As an aside, there are still big opportunities for collaboration tools.  On a recent #lrnchat, a colleague shared how she was collaborating on presentations using Google Slides. And I’ve done much important work with others using Google Docs and Sheets.  And tools exist for diagramming, and white boarding, and more.  Still, the tools feel embryonic. I want voice  and text live as well as comments. I want to have flexible representations mixed in, so I can be working on numbers and diagrams and text in one doc (a brief eulogy here for the fabulous program Trapeze that had a revolutionary  document  model decades ago).

While collaboration may get the immediate focus and the ink inches (I guess pixels these days :) – because of new tools, and the immediate business benefits – I think the longer term need will be to create an environment where the culture, the practices, and the tools are aligned for successful learning.  I think there’re reasons to focus on both, but the important thing is to recognize the differences and get both  right.  Amy Edmondson, in her book on organizational agility Teaming,  suggested using the term ‘learning’ instead of innovation, as it focused on longer term and made it safer.  So perhaps I’ll talk about organizational learning for the long term, and use  collaboration for the short term work.  What do you think?

In a couple of recent posts, I’ve been telling tales of helping organizations, and I wanted to tell at least one more. In this case, I’m extending the type of work I’ve done to have a real impact, still with a low overhead.  The key is to include some followup activities.

Serious eLearning

In one  instance, a person who’d attended my game design workshop wanted to put it into practice.  With a colleague, they were wanting  to improve  their online learning to better support their stakeholders, and wanted to deepen the experience.  The goal was to provide their learners opportunities to practice success skills.

We knew they were were going to be developing scenarios, so the key was the develop the skills of these two. Consequently, we  arranged a series of meetings where they’d deliver their latest work, and I’d not only critique it, but use it as opportunities to deepen their understanding. This occurred  over a period of a couple of months, on calls for an hour or so.  Each call would occur a short time after they delivered their latest version.

It took several iterations, but their outputs improved substantially.  When we  were comfortable with their progress, the engagement was over.

Learning Strategy

In another instance, a company was moving to a ‘customer experience’ focus, and wanted to workshop what this meant for the training function.  They had already planned on using a particular process that involves a team of stakeholders on a week-long meeting, and in particular that process called for one outsider (yours truly).  Beforehand, I got up to speed on their business and current status.

During that week, I found my role to continue to advocate for taking a bigger picture of meeting customer learning and performance needs.  They found it easy to slip back into thinking of courses, but continued to ‘get’ that they should look at augmenting their work with performance support. Given that their product was complex, it became clear that ‘how to’ videos were a real opportunity..    They were particularly excited about the concept of ‘spacing’ practice, and loved the spacing diagram originated by my colleague Will Thalheimer.

What’s more important is that we also built in several ongoing reviews. So, their process had a few subsequent deliverables, and we worked out that they would come through me for feedback.  In general, new ideas can backslide if not reinforced, and this process helped them cement in several new features, including a new emphasis on the videos.

The point being, extending engagements with a few simple followups provides a much higher likelihood of improvement than just a one-off.  It doesn’t take much, and the outcome is better.  It  is a spaced practice, really, and we know that works better.  I reckon the marginal extra investment yields a much bigger benefit.  Does that make sense to  you?