Good Politics Makes Good Sense

1. Good Politics Makes Good Sense A common sense guide to avoiding perilous political landmines An ACL Webinar. March 25, 2009

2. Never do this:

3. Predictable Patterns of Collaboration • Research Shows: • Collaboration can be powerful – but 60% of all partnerships fail • For those partnerships that survive, the partners are more likely to have repeated contracts in the future (familiarity breeds trust and drives down transaction costs)

4. Predictable Patterns of Collaboration • Lessons? • The system for establishing and managing the partnership can make or break the initial transaction • Have tolerance for failure (not all your efforts will succeed) • Seize and build upon even modest success to set stage for next collaborative transaction

5. Partnerships are built on human systems The system for engaging people in your collaborative is the political context The political context is the second pillar to success (captivating idea + effective system for engaging people = action) It is your responsibility to establish a framework within which the entire effort makes sense to multiple players at multiple levels of the organization Coherent, consistent communication is the bedrock of political success

6. The Framework for Success

7. The Idea! (as dreamed up in your office) • We are going to build a common platform for course management across our colleges, unleashing the potential to share 25,000 courses. • (This is what you think you are communicating effectively)

8. As It is translated by a group so it is understandable to them • Πρόκειταιναχτίσουμεμιακοινήπλατφόρμαγιατηδιαχείρισησειράςμαθημάτωνστακολλέγιάμας, πουεξαπολύουντηδυνατότηταναμοιραστούμετις 25.000 προσφορέςσειράςμαθημάτωνσταμέλημας. • What they could be hearing/repeating: Faculty will lose jobs! Someone else will decide our curriculum! We’re going to have to learn a new course management system! (Irrational negativity) or • Irrational positivity: We’ll get free money for new courses! New immersion video technology for everyone!

9. As it is then translated back for others on the campus • We are to build a common platform for the management of line of courses in our colleges, that start the possibility of be shared the 25.000 offers of line of courses in our members. Tomorrow! • And now the original message is hopelessly garbled with little or no chance of being effectively taken up as a coherent, strategic opportunity.

10. And the result is predictable:

11. 1. Understand your members as individuals and institutions Pick up the phone! Visit campuses Get to know the key stakeholders Analyze their plans Read their writings If you don’t, you will inevitably start to “solve problems” they don’t even have – and certainly run the risk of being irrelevant

12. 2. Large Groups of People Act in Unpredictable Ways Groups are rarely capable of acting Build trust Support decision making Provide a coherent context transparent system for action If you are relying on a committee to take an idea and move it to action, you will soon be mired – you must use the group as part of the system for action. But you must build a coalition and develop a transparent way of moving forward.

13. 3. Avoid Unilateral Action Like the Plague Get out of your office Listen, listen listen Understand domain of control Be curious Never assume anything If you are not consulting broadly, you are not doing your job & you are missing out on the value in the wisdom and diversity of thinking offered by others.

14. 4. Communicate With Grace Self control is very important Tact & diplomacy are crucial If you are unsure, emulate You’ll all have to work together for many years on many projects – don’t throw a hand grenade in your own boat.

15. 5. Get Over Yourself Do not take anything personally There is no room for neurosis Focus on staying effective Be quick to give credit Be quick to accept blame Even if you don’t feel confident, you must act in a calm self-assured way. You gain that self assurance not through absolute mastery of all the content – but mastery of a system for broad consultation and action.

16. 6. Do Not Surprise People People want you to succeed Never withhold bad news Check in early and often Everyone wants to be part of a “going concern” – so engage them by sharing both good and bad news as a way to let them guide needed adjustments.

17. 7. Tell Them What You Are Going to Do: Do it: Tell Them What You Did Lather, rinse, repeat

18. 8. Be patient – but know when to exit There is a transaction pace Benchmark that pace and improve it Constantly assess and evaluate Be clear about how things will end Always have an exit strategy. Consult with other consortia on “transaction pace.”

19. 9. Develop and refine your skills Communication Project management Networking Leadership Always, always, always improve your performance.

20. By Applying These Skills Just another fabulous day in your magical consortium From pitchfork mob to…..

21. “Only connect. That was the whole of her sermon” E. M. Forster, Howards End Barbara McFadden Allen, CIC, bmallen@staff.cic.net, www.cic.net