CAD Manager: Keys to Collaboration, Part One
Definitions of collaboration span a wide range of ideas. Many of them are overly simple and others very complex. I would not be splitting hairs to separate collaboration from teamwork, contribution, or cooperation. Teamwork is task-oriented and combines individuals working separately on efforts that are then combined to make the output successful. Contributing is when you provide something that others need, but has little effect on your personal outcome. Cooperation is when individuals work on complementary or combined efforts at the same time to achieve similar goals.
Collaboration is more interdependent and interwoven into the fabric of a group’s effort. Most of us think that we are collaborating, when actually we are just contributing or assisting in an effort. It might actually be a collection of all the above that makes it all work together, but collaboration is the elusive process that many never achieve.
Here is my working definition for collaboration:
A process that combines individuals into a group with a single, interdependent focus on a united beneficial outcome.
The entire perspective as to which process is being used—teamwork, contribution, cooperation, or collaboration—might hinge on the leadership of that process.
Here are some keys principles and perspectives that will assist in having everyone understand and participate as collaborators.
Key One: It Is Not about the Software
Software can aid in collaboration, but it does not make it happen. This magazine issue outlines many fantastic tools that help you collaborate, but I assure you that all of these features can be ignored, avoided, and broken apart by one or two individuals who either don’t get it or don’t want to bother. Countless hours are often spent trying to get the model back into shape, the files reorganized, and the project back on track because someone did not understand the process. While all the tools being used today reinforce and assist in collaboration, they cannot make up for the unified approach to using those tools by the team members.
Key Two: Unified Purpose by All Team Members
All participants must have a shared purpose. This goes beyond just the concept of getting the job done. It has to be an understanding of all the components of collaboration and how each step is connected to the whole. Interdependence must be accepted by all and discouraged by none. When the action of one affects the whole, everyone needs to be devoted to a shared outcome. If one member does not win, all members lose. If one team member loses, the entire group is impacted.
Key Three: Shared Motivation
The team must drive toward a consensus in the way problems are addressed and remediated. When troubles come, and they will, the team cannot split apart to define the best way to address them. They must work together to gain the best progress for all. If one team chooses to protect only its interests, collaboration starts to break down.
Key Four: Coordinated Self-Scheduling
The entire team works toward coordinated schedules. Even when parts of the team may work apart from others, they schedule based on the entire team’s needs. If they miss a deadline, the entire team is impacted. If they deliver too early, it may cause an imbalance as they run ahead. There is no individual schedule change without informing the entire group and adjusting as needed. It is just-in-time and coordinated scheduling of all events and deliverables across the spectrum of the project. I have seen this in action at BIM coordination meetings—all stakeholders talking about all areas at the same time. Everyone in the same room. Working it out together.
Key Five: Constant Participation
Those who join in collaboration must understand that they have to be constantly vigilant about participating in all areas of the project. No longer can it be thought of as “not our problem” or “not my concern.” Everything is a concern to all members. Not only should they monitor their own team members, but also the participation of other firms’ teams. When someone misses a meeting or two, it needs to be addressed by all.
Key Six: Compromise
Team members and firms are joined together in the success of the project at such a high level that balancing individual firm goals has to bow to collective goals for success, outcome, and profit. It is similar to a joint venture project without the binding agreements. I have seen some projects actually define the collaboration process via agreement with all firms involved. When this kind of relationship is established, all parties must agree on the methods of mediation when disagreements come up. All are devoted to talking it out. Striving together for a win-win outcome.
Next month I will continue to outline the key ingredients for true collaboration. Until then, read this entire issue to gather more tips on working together in teams.
