Politics to siestas: Dealing with complexity in collaboration

This post is part 2 in a 3 part series on dealing with complexity in collaboration by veteran project manager, collaborator and management consultant, Lokesh Datta. Enjoy!

In an earlier post here on MTWblog, I addressed the trends in collaboration and the sources of complexity in collaboration.

Now let’s take a look at the practical application of managing that complexity. Note that many items below should look familiar, as they are a part of sound team and project management, but the list is not a meant to be a primer on project management. The focus is on dealing with the complexity of collaboration.

We know that effective collaboration requires a holistic approach. So, I shall start with the first 2 of  the 4 Ps of Effective Collaboration (Purpose, People, Process and Place) to organize some advice on handling the complexity of collaboration.

Purpose

• Define goals/objectives and outcomes/deliverables clearly: Bullet points on a PowerPoint slide are not particularly helpful or clarifying. Develop a level of detail and granularity that would minimize misunderstandings later. Gain a shared understanding and agreement among team members through discussions. There is the old “30-second elevator pitch” routine. (Elevator is ”lift,” by the by, for our friends across the pond in Britain and the rest of the world, with the exception of Canada, who speak the Queen’s English.) The point is, everyone on the team should have a clear and succinct grasp of the project goals and deliverables.
• Outline what success looks like: Articulate how we would know when we get “there” and pop champagne corks. Define success metrics. The cliché of project success being on-time and within budget is alright but lacks the desired precision to measure success. Visualization of success can be very helpful. In reference to our earlier analogy of constructing a building, note that architects and planners often create a scale model of the building.
• Articulate impact on the organization: Set the context for why we are doing what we are doing and its impact on the organization. Knowing what’s at stake focuses the mind and can be both empowering and motivating. I think it was Henry Kissinger who said something like, “The reason people fight in academia all the time is because there is so little at stake.”

People

• Use the minimalist approach for team size: Two heads are not always better than one. More is not merrier in collaboration, when it comes to the team size. Complexity of interaction, communications and relationships increases exponentially with the team size.
• Ensure clearly-defined roles: Poorly-defined roles create confusion and magnify complexity. Every team member must have raison d’être. Identify who should be on the team based on project needs, such as: expertise, skills, experiences, existing relationships, and so on. Going for the right people, without being constrained by affiliation, location and time zones, would add complexity. But this complexity can be managed. Avoid “observers,” for they add noise (complexity). If someone wishes to “observe” for learning & growth, carve out a role and make him/her learn-by-doing, thereby contributing to the project. There may be times when including an observer may be a shrewd political move, which is next.
• Go beyond the rational; account for the political: You know it will happen, so account for it up-front, to avoid later challenges, threat to project success and additional complexity in realizing the intended impact of the project. Take into account which departments should be represented and whether suppliers, customers and partners need to have a voice. You may not be able to adhere to the minimalist approach, but it is well worth the added complexity.
• Address cultural issues and language barriers up front: Culture refers to both the workplace and societal/community norms. Work norms vary not only by location within the enterprise, but they may vary dramatically as we go across to suppliers, partners and customers. Siesta is both a workplace and cultural norm in some European countries. People in some countries begin work at 9 am or even at 10 am. Understand work practices and personal styles, and balance the project needs with personal needs and constraints. Language barriers include not only different languages but dialects, accents, idioms and colloquialism. Determine the manner and modes of communication; for example, written communication may be more effective, video conferencing may be more participatory than audio conferencing and adjusting the pace and clarity of speech can make interactions more effective. Manage the complexity of different locations and affiliations by listening, learning, discussing and planning.
• Flatten hierarchy: Flatten hierarchy, and then walk the talk! It is, of course, a lot more than rearranging thewires on the org-chart. Organizational hierarchy in practice can make one uncomfortable in disagreeing with a superior’s opinion. Seeking permission before expressing opinions and actions, going through gatekeepers, waiting for instructions, and so on, adds to complexity, delays and lesser quality of work.
• Articulate impact of and for each team member: Knowing what’s at stake focuses the mind and can be a great motivator. Create the context for WIIFM (What’s in it for me?) and how they contribute to the projects success and thus its impact on the organization.
• And, other stuff: The usual fundaments of team management, such as identifying and managing conflicts, recognizing contributions, pitching in for helping team members, etc. go without saying, but in failing to observe these fundamentals, it can multiply complexity and threaten collaboration.

I am sure that there are many more suggestions you can come up with. Please offer your ideas and thoughts, so that we can improve this work in collaboration with you.

Lokesh Datta is a co-founder of All Collaboration. Focusing on collaboration, All Collaboration offers points-of-view, original research, reviews of products and services, interviews with industry luminaries, and the “best of” articles on the web. All Collaboration has a companion Discussion Group on LinkedIn. Follow Lokesh on Twitter: @LDatta.