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By Laura Peck, Claros Group June 24, 2008

Building the Capacity for Effective Collaboration. By Laura Peck, Claros Group June 24, 2008. Welcome & Orientation. Who’s here: our useful diversity What you told me you wanted to know Depth/Breadth Self-care/ Misery is optional Can follow up over lunch/email

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By Laura Peck, Claros Group June 24, 2008

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  1. Building the Capacity for Effective Collaboration By Laura Peck, Claros Group June 24, 2008

  2. Welcome & Orientation • Who’s here: our useful diversity • What you told me you wanted to know • Depth/Breadth • Self-care/ Misery is optional • Can follow up over lunch/email • Look for practical applications

  3. Workshop Overview • An overarching framework: Plan, Act, Reflect • Get Clear: context, outcomes & intention • Get Moving: Organizing for Success • Get Results: Building Effective Collaborations • Reflection

  4. What you Told me... Questions, we have questions... • dealing with difficult personalities • creating shared accountability for budget and reporting requirements. • When organizations have different cultures • Making progress with phone meetings • How do we unify around a common goal • Sustaining commitment over time and transitions in leadership and membership • Does partnership mean equal contribution?

  5. Plan Reflect & Evaluate Act The work of an organization is always iterative. Planning sets the context for Action which is then the source of data for Reflection to guide further Planning.

  6. Working Assumptions • One has more leverage for successful engagement prior to the first convening. • Temporary groups need to invest in the hard work of formation: getting clear on goals and roles, resources and authority. • Harnessing collective intelligence requires gathering and honoring and drawing on diverse perspectives. • The perception of fair (and transparent) process is more important than a compromise that avoids conflict.

  7. Get Clear Before You Get Moving • Map the context • Start with the end in mind! A useful model • Clarify your own role

  8. Begin by developing your story why this, why now: what has led to this opportunity, what is at stake? what is possible if we are successful? Identify stakeholders: what concerns are central to them? what resources can they bring? (political, financial, human) Map their relationships: to the focal work of the collaboration to each other Where do you and your organization fit? What are your concerns? What resources can you bring? Who are your allies? Map the Context

  9. Start with the end in mind Goals Roles Processes Interpersonal Dynamics

  10. Get clear: who owns what decisions & how will you make them • Tell/Sell: Leader decides and offers information about how decision was made and the need to implement it. • Consult: Leader may propose a decision and invite feedback or solicit solutions and make the final call. • Majority Vote • Delegate: Leader may delegate authority to make decision to the group or an individual. • Consensus: Leader set constraints; all develop solutions and decide by consensus.

  11. Considering One’s Role: Domains of Being and Doing

  12. Get Moving • Assess readiness and resistance • Determine who needs to be at the table • Extend the right invitation

  13. Assessing Readiness: D X V X F > R Dissatisfaction (D) with things as they are - the reasons we need a change* A Vision (V) of what is possible - a positive picture of the future* First Steps (F) toward reaching the vision-worthwhile actions to begin the change* Resistance (R) is natural and must be overcome to move toward the new *Each of the elements must be present. If any of the elements = zero, the resistance will not be overcome.

  14. Inclusion Checklist

  15. Get Results Design an architecture for Effective Collaboration • Healthy Start(s): context, clarity & connection • Messy Middles: Navigating the Groan Zone: feedback loops • The work of endings

  16. Opening a Meeting • Create hospitable space • Visual orientation • Welcome people • Set context and orient to the flow of the session • Surface useful diversity • Use check-in question if appropriate • Offer useful practices • Provide clear instructions What if you thought of yourself as a “host”?

  17. Useful Practicesfor Productive Deliberations • Listen for understanding • Share your line of reasoning & inquire into that of others • Defer judgment; cultivate curiosity. When you disagree, get curious • Be willing to shift perspectives • When you speak, be concise and avoid repeating. • Misery is optional

  18. THE DYNAMICS OF GROUP DECISION MAKING Adapted from Sam Kaner CLOSURE ZONE DIVERGENT ZONE √Decision Point NEW TOPIC Groan Zone CONVERGENT ZONE TIME

  19. Discussions that result in sustainable agreements require time spent in each of the 3 zones

  20. Feedback loops • Learning from experience • Meeting evaluations • Progress updates • Process check ins • Staying connected to others • Between meetings • To sponsors • To critical stakeholders

  21. The Work of Endings • Celebration • Acknowledgments • Reflection • Clean up

  22. Claros Group Laura Peck 969 Kains Ave. Albany, CA 94706 Tel: 510.524.3150 Fax: 510.524.9307 Lpeck@clarosconsulting.com www.clarosgroup.com

  23. Learning from Success Describe a time when you were part of a powerful and productive collaboration, a situation that brought out the best in all involved and made a difference in the world. • What was going on? • What made it so powerful? • Who else was involved? Were there some “significant others”? Why were they significant? • What was your unique contribution? • What conditions supported your and others doing great work?

  24. Design Principles • Set the context • Create hospitable space • Explore questions that matter • Encourage everyone’s contribution • Cross-pollinate & connect diverse perspectives • Listen together for patterns, insights, and deeper questions • Harvest and share collective discoveries

  25. After Action Review

  26. AAR: Questions to Ask

  27. Dimensions of Conversational Leadership • Individual Practice: Being & Doing Curious, listening, inquiring Disciplined cultivation of inner stability & spaciousness • Relational Field: Convening & Hosting Framing strategic questions Engaging diverse perspectives Creating and holding hospitable space

  28. Dimensions of Conversational Leadership • Organizational Context; connecting & sustaining inquiry & learning • Social architecture: how we meet, share information, make decisions • Methods, tools, technology • Space/place: the built environment • World as Café: the living web of connections, conversations & relationships

  29. Discussions that open new possibilities, build on new information, and result in sustainable agreements require time spent in each of the 3 zones – Divergent, Groan Zone and Convergent. Sometimes a group will go through all three zones in one meeting, and sometimes it takes several meetings to converge on a decision

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