This resource is for managers, project workers, and digital leads in charities who want to build a collaborative culture in their digital projects. <\/p>\n
It covers:<\/p>\n
Collaboration is an overused word. It\u2019s often used simply to mean \u201cworking together\u201d. <\/p>\n
But a truer definition is \u201cworking together consciously and effectively\u201d.<\/p>\n
Conscious and effective collaboration requires:<\/p>\n
It’s about creating a culture where everyone feels empowered to contribute and work towards a shared goal. <\/p>\n
Lets imagine what happens when you DON\u2019T collaborate\u2026 <\/p>\n
Without proper collaboration:<\/p>\n
You are probably familiar with at least a few of the above feelings or scenarios. They are all genuinely difficult things to do, but when a team is truly collaborating, you find that all of the above get better (that\u2019s not to say it\u2019s ever perfect, of course). <\/p>\n
Including tools and activities.<\/p>\n
Creating a culture of collaboration is not something which happens once at the beginning of a project, and then is over. It needs to be initiated, nurtured and developed. All of these approaches, tools and techniques can be useful from project start to project end. <\/p>\n
To get the most out of them, think about how and when to use each one.<\/p>\n
Start the project by getting everyone on the same page.<\/p>\n
Answer these questions:<\/strong><\/p>\n Have explicit conversations about communication systems and protocols (if they are not already in place).<\/p>\n Answer these questions:<\/strong><\/p>\n Useful tools and activities:<\/strong><\/p>\n See how some charities have used tools to work collaboratively:<\/p>\n Help the team members get to know each other, as whole people, and understand how each other likes to work. This is about helping your team to make things explicit. You want team members to feel genuinely able to communicate with each other, even when their needs and preferences are different. <\/p>\n Answer these questions:<\/strong><\/p>\n Useful tools and activities:<\/strong><\/p>\n Stick to the practices you\u2019ve decided on together. If something isn\u2019t working for you, suggest an alternative to the team and get consent. <\/p>\n Useful tools and activities:<\/strong><\/p>\n Notice how your team is forming, developing and collaborating. Share challenges and observations and ask for help. Model the collaborative attitude that you want to create within the team. <\/p>\n Useful tools and activities:<\/strong><\/p>\n Don\u2019t shy from difficult conversations. Acknowledge and celebrate difference rather than avoiding it. <\/p>\n Useful tools and activities:<\/strong><\/p>\n When wrapping up your project, <\/strong>bring your team together to reflect. Share and acknowledge joint and individual wins, challenges, learnings. Think how you might implement these learnings going forwards. <\/p>\n Useful tools and activities:<\/strong><\/p>\n Have a party when the project is completed and show your appreciation for your colleagues! Enjoy the feeling of having finished the project and gotten to know each other better through it. <\/p>\n Useful tools and activities:<\/strong><\/p>\n Getting clear on who is involved in making decisions and how you make those decisions can enhance the quality and efficiency of the project and the satisfaction of the project team. <\/p>\n Two key principles:<\/p>\n Often, however, people simply copy approaches they have seen elsewhere, without thinking about how they impact team culture. For example, some project teams make decisions by diktat \u2013 where the most senior person decides. Or by voting where one group wins but another loses. <\/p>\n Both these approaches cause problems and reduce collaboration. People feel alienated by these approaches and stop giving their best. And the chance of making the wrong decision increases, because the wrong people are making the decision based on wrong or insufficient information. <\/p>\n They should probably be a key person in making and informing that decision. This usually means that people other than team leaders or project managers should be making decisions. This doesn\u2019t mean there is nothing for team leaders and project managers to do. Instead of making all the decisions, their job is to create the conditions for good decisions to be made, by the right people. And to ensure people can follow through on decisions.<\/p>\n Typically they end up as the decision maker. Does it have to be that way? Can you get some or all budget responsibility handed over to the whole project team?<\/p>\n Usually not. If you clarify and agree which people need to make which decisions – and then leave it to them – it becomes easier and quicker. <\/p>\n This concept from Sociocracy is very useful in decision making. It asks us all to identify what we would tolerate, rather than what our preferred option is, and work with that when a team is making a decision. Learn more about preference, range of tolerance and objection.<\/a> <\/p>\n Working together consciously can seem costly. Maybe you think you don\u2019t have the money to give your team the time to truly collaborate. At this point ask yourself:<\/p>\n Remember there\u2019s a big difference between efficiency and effectiveness. Plus, what can seem like time costly exercises in listening and relationship building within your team can actually save time and money further down the line. Note what happens when you don\u2019t collaborate<\/p>\n If you\u2019re hungry for more, take a look at:<\/p>\n\n
2. Agree how you\u2019ll communicate<\/strong><\/h3>\n
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3. Lay foundations for understanding<\/strong><\/h3>\n
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4. Be consistent<\/strong><\/h3>\n
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5. Build relationships<\/strong><\/h3>\n
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6. Welcome difference <\/strong><\/h3>\n
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7. Reflect and learn<\/strong><\/h3>\n
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8. Celebrate the project and each other<\/strong><\/h3>\n
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Collaborative decision making and why it matters<\/strong><\/h2>\n
Why decision making matters<\/h3>\n
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4 questions to clarify your decision making<\/strong><\/h3>\n
1. Who will be responsible for doing the work that results from the decision? <\/strong><\/h4>\n
2. Who is responsible for the budget sign off? <\/strong><\/h4>\n
3. Does everyone need to be involved in everything?<\/strong><\/h4>\n
4. Are team members prepared to work within their range of tolerance, rather than with their preference?<\/strong><\/h4>\n
What to do if you don\u2019t have the resources to collaborate\u2026<\/h2>\n
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What next?<\/h2>\n