Collaborating Across Organizational Boundaries: It’s No Longer Optional Russ Linden Russ Linden & Associates russli

1. Collaborating Across Organizational Boundaries:It’s No Longer Optional Russ Linden Russ Linden & Associates www.russlinden.com; russlinden@earthlink.net “You have to learn to manage in situations where you don’t have command authority, where you are neither controlled nor controlling. That is the fundamental change.” -- Peter Drucker, management theorist, on the key leadership challenge of the future.

2. About Russ Linden Russ Linden is a management educator and author who specializes in organizational change methods. Since 1980, he has helped government, non-profit and private-sector organizations develop leadership, foster innovation, and improve organizational performance. He is an adjunct faculty member at the University of Virginia and the Federal Executive Institute. He writes a column on management innovations for Management Insights, an online column sponsored by Harvard’s Kennedy School of Government and Governing Magazine. In 2003 he was the Williams Distinguished Visiting Scholar at the State University of New York (Fredonia) School of Business. He has published numerous articles, and five books. His book Seamless Government: A Practical Guide to Re-engineering in the Public Sector (Jossey-Bass, 1994), was excerpted in the May, 1995 issue of Governing Magazine, and has been translated into Chinese. His book Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations, is now in its 7th printing. It was a finalist for the best book on nonprofit management in 2002 (awarded by the Alliance for Nonprofit Management). His most recent book, Leading Across Boundaries, focuses on the leader’s role in promoting collaboration. His clients have included the National Geographic Society, several military and intelligence agencies, the Archdiocese of Washington, D.C., a partnership of the Forest Service and Bureau of Land Management, Drug Enforcement Administration, National Parks Service, U.S. Departments of State, Treasury, Interior, HHS and Education, one member of Congress, one governor, two state attorneys general and over four dozen state and local government agencies. He’s also worked with several non-profit agencies in the U.S. and Israel. Before beginning his full-time practice, Russ was a Senior Faculty Member at the Federal Executive Institute. He served as the Director of Executive Programs at the University of Virginia's Center for Public Service, taught at the UVa McIntire School of Commerce, and worked in the human services field for 10 years. His volunteer commitments include scholarship programs that help low-income youth afford college. Russ Linden's bachelor's and master's degrees are from the University of Michigan. His Ph.D. is from the University of Virginia. He and his wife have two adult children. They live in Charlottesville, VA. For more, see his web site: www.russlinden.com.

3. Why this topic? Why I’m passionate about collaboration… What prompted you to take this course?

4. Collaboration – The Walls AreCrumbling: • Between agencies • In academia • Using social networks to foster information sharing and collaboration.

5. Intellipedia: Removing walls between intelligence agencies • “Intellipedia,” created in ’05, based on the Wikipedia model: a self-governing system written/edited by consumers • Like Google, it offers a way to show which postings are most used and cited • Anyone with appropriate security clearance can post entries, add information and opinions • This is peer-based evaluation: if a fact or opinion strikes a cord with enough analysts, it’s widely read • Intellipedia contributors are not anonymous; errors occur, but contributors are accountable • For more: “Open-Source Spying,” by Clive Thompson. New York Times Magazine, 12/3/06

6. Intellipedia • Some advantages: speed; ease of idea exchange; younger analysts can offer input; analysts find others with similar interests; chance to spot patterns earlier • Caveats: it’s not official IC opinion; it lacks the rigor of a formal review process; and security concerns • Many young analysts are comfortable with this system – they’re “digital natives,” idea exchange is their norm. Older ones face a cultural sea change

7. Removing walls in academia For 100 years medical education was delivered through lectures; students regurgitated facts on exams. The emphasis was on individual student learning; the tradition was “one patient, one doctor.” The model is changing. Two of the reasons: • About half of all medical knowledge becomes obsolete every five years, and 2. An increasing amount of medical care is handled by teams.

8. Removing walls in academia Today students learn in teams. The emerging medical model: “one patient, one doctor, and a team.” From: “Adjusting the Prescription,” in The University of Virginia Magazine, Spring, 2011.

9. Using social networks to help people collaborate “Facebook Cements No. 1 Status” -- headline in Washington Post, 12/31/’10 • Facebook was the most visited website in 2010. • Americans spent almost 23% of their online time using social networks in 2010 (more than any other Internet activity). • “We’re moving from a Google-centric Web to a people-centric Web,” noted one media analyst.

10. Collaboration – The need is apparent at the organizational level: • Lack of resources to do it ourselves • Highly complex problems that require multiple skill sets and mindsets • Create more integrated product for customers • Learn from others • Grow your network • Improved mission accomplishment

11. But collaboration can be very difficult: The National Park Service • NPS mission includes preserving resources in our nat’l parks • Its leadership emphasizes the use of partnerships • Major partnership opportunity: Maintenance • Maintenance function very large: sometimes ½ of a park’s FTE • Maintenance staff may work in same park entire career • Pay not high, but great pride in their work • Often understaffed • The issue: How help maintenance staff get comfortable working with volunteer partners, to maintain parks?

12. The National Park Service Superintendents offer many incentives to partner: • Volunteers eager to help, will do work maintenance doesn’t have time for • They’ll do low-skill work, free up maintenance for higher skill, more interesting tasks • They’ll spot unmet needs • Volunteer partners increase public support for parks • Working with volunteers gives maint. staff good experience that enhances their careers • Forming partnerships is one of the agency’s priorities

13. The National Park Service Maintenance staff know that their superintendents want them to welcome and work with the volunteer partners, but many oppose it. Why?

14. The hurdles are apparent Lack of trust among principals Great amount of time and effort required Hurdles to Collaboration Fear of losing: control, autonomy, quality, resources Narrow (“silo”) mentality Different funding streams, measures, and/or goals among the partners Turf concerns, and the “self serving bias”

15. Collaboration hurdles No perceived reward for individuals/orgs. that try to collaborate Different org. cultures Hurdles to Collaboration “Perverse incentives” Lack of leaders’ support Concern that the exchange between partners won’t be reciprocal The costs are born up front; benefits may not appear for years “Almost nothing about the bureaucratic ethos makes it hospitable to interagency collaboration.” -- Prof. Eugene Bardach

16. Another kind of hurdle

17. And another …

18. Collaboration in your agency Which collaboration hurdles need to come down in your agency?

19. Exercise Four people need to cross a bridge. It’s the dead of night, there’s no light, and there is a man-eating shark in the water, so swimming isn’t an option. They must take the bridge to get across. Their goal: Get across the bridge as quickly as possible!! Here are the constraints: • The group has only one flashlight, it lights up one half of the bridge, they can’t make it across safely without it. • The bridge can only handle the weight of 2 people at a time. • Once someone crosses the bridge with the flashlight, it can’t be thrown back to the other side. Someone must walk it back. • The four people move at different speeds. It takes each this long to cross the bridge: Mary: 1 min. Al: 2 mins. Bob: 5 mins. Carol: 10 mins.

20. Exercise Their goal: Get across the bridge as quickly as possible!! Mary: 1 minute Al: 2 minutes Bob: 5 minutes Carol: 10 minutes Question: What is the shortest time for all four to cross?

21. Collaboration requires a collaborative mindset

22. A collaborative mindset Hockey great Wayne Gretsky was asked how he performed at such a high level (he wasn’t very big, wasn’t the fastest or most aggressive player on the ice by any means). He said: “I don’t skate to where the puck is, I skate to where I think the puck will be.” Wayne Gretsky had a different mindset. That’s the collaborative mindset.

23. A collaborative mindset Collaborative leaders need to: • Think creatively: Who are some non-traditional partners to involve? What are some new ways to do this work? • Think horizontally: who else can help with this project? Who else needs to know about our work? What’s the larger picture? • Think strategically: where is the “puck” going to be? How do we position this project for success? That’s the collaborative mindset.

24. Collaboration: What? Two or more organizations (within one agency or across agencies) with a common goal, sharing: • Staff • Resources, • Decision making … and sharing ownership of the final product or service.

25. Collaboration: one of a continuum of approaches Cooperating Coordinating Collaborating Integrating Merging Less formal / intensive More formal / intensive

26. Collaboration example: JNET • Begun by Former Gov. Tom Ridge in 1996 • Goal: Enhanced pub. safety through access to agencies’ offender information and other criminal justice data • Two earlier efforts toward same goal failed due to low trust, a top-down one-size-fits-all approach, & lack of funding • Before JNET, these agencies couldn’t share electronic data; took several days to get records, photos, warrants, etc. • A cop’s killing (by a convict with 6 aliases) spurred interest • JNET’s multiple capabilities include: • share offender information • access driver license information • access digital mug shots • exchange photo images • use secure email • access searchable on-line reference libraries

27. JNET (cont) • JNET uses open Internet and Web technologies and the XML language to help agencies exchange information • Ridge provided $11M in funding, kept it a priority • Agencies control JNET through a 2-part governance structure: • Steering Team designed/developed the system; met weekly throughout the project (still meets to this day), • Executive Council (politicos) developed policy, strategic direction – met occasionally, but needed to be involved • The two-part structure helped build ownership, trust, relationships. No one agency owns it; all own it

28. JNET (cont) • St. Team had great autonomy and control: each JNET agency decides what to share, who may access it • Agencies didn’t have to let go of their legacy systems • JNET was built in “chunks;” first phase stood up in 2.5 years, fully operational in 4 years • Confidence and trust grew over time; as functionality was delivered and agency input used, concerns about control and micro management lessened • JNET is shared with fed. agencies, and all PA counties. It created a constituency of support among county leaders, who help keep its funding stable in the legislature

29. JNET – Some results • Catching those with false IDs trying to enter prisons • Apprehending suspects/known criminals on the spot (often through instant access to people’s photos and background information) • Catching absconders who avoided police for years • Using JNET’s multiple data bases and photos to make the largest seizure of cocaine in Philadelphia’s history • Quickly learning that a suspect in one case is wanted elsewhere, or is out on bail (thus, a poor risk for bail) • Using facial recognition software to identify and arrest those suspected of identity theft. For more: http://www.pajnet.state.pa.us/portal/server.pt/community/pennsylvania_justice_network/4424

30. JNET (cont) 1. What do you think were the key factors leading to JNETs success? 2. Which of those factors would be especially helpful in your agency’s culture?

31. Force Field Analysis: A tool for planning collaborative projects, anticipating hurdles

32. Using the Force Field Analysis tool • Write the goal of the initiative • Identify the driving forces – those internal and external factors that can help achieve the goal • Identify the restraining forces – internal/external factors that are hurdles to achieving the goal • Decide the length of each line (length = its strength) • Identify a few restraining forces that you/your team can influence: how can you or your team reduce or neutralize those forces?

33. Using the Force Field Analysis tool Apply the tool to the JNET project: Driving forces? Restraining forces? Which restraining forces did the Governor and Steering Team address upfront?

34. 1. The collaboration method The collaboration method requires these elements: • A specific shared purpose or goal that the parties can’t achieve on their own • The parties want to meet now • The appropriate people are at the table • An open, credible process • A champion(s) for the initiative • Trust: candid, open relationships

35. Why it’s sometimes hard to get the appropriate people to the table • The “appropriate people” are often needed on many task forces. • They may have higher priorities • Their bosses may have a hard time justifying the time When you invite people to join a collaborative group, realize they’re probably asking themselves two questions: • What’s in it for me (or, for us) to work on this? (WIIFM?), • What’ll it cost me (WICM?)

36. How to answer the “WIIFM” question? • The best answer for some is, “it’s the right thing to do.” Other people need more tangible benefits: • We need you to achieve the project mission • Resources are available • An executive sponsor supports the project • Emphasis on sharing credit for results • Capable, team players are involved • Early, visible successes • Playing to each person’s strengths • Important customers talk about why this matters to them

37. We also have to answer the “WICM?” question What’ll it cost me? (“WICM?”) is also on people’s minds when asked to collaborate. This is a reasonable question, and needs to be addressed. Will it cost members: • Resources? • Time? • Reputation (fear the project will fail)? • Ability to focus on their high priorities? • Control over their programs/mission? A good way to reduce perceived costs: Show your willingness to “pull the plug” it things are going poorly.

38. Another key element: An open, credible process • Joint ownership for the process • Agreed-upon ground rules (the “70% rule” is a good one) • Clear roles: who’s responsible for what • Agreed-upon game plan: phases/steps, decision-making and problem-solving methods • Metrics, and a method for holding the parties accountable • Transparency; no behind-scenes decision making • A skillful convener

39. Exercise Think of a collaborative project that you’re working on. Fill out the first 3 questions on the Collaboration Worksheet. NOTE: First discuss the Stakeholder Grid (next slide)

40. Stakeholder Power/Interest Grid High Actively Involve Them Keep Satisfied Power Keep Informed (invite in?) Monitor Low Low High Interest

41. The power, and importance, of a passionate champion

42. The tasks of the working-level champion • Articulate the project’s purpose in a way that excites others • Get appropriate people to the table, and keep them there • Help parties see common interests, and the benefits from joint effort • Generate trust • Celebrate small successes, share credit widely • Find a senior champion for the effort • Provide confidence, hope, resilience

43. The working-level champion : Self Assessment How do you see yourself? 1 2 3 4 5 Poor Excellent • Articulate the project’s purpose in a way that excites others ____ • Get appropriate people to the table, keep them there ____ • Help parties see common interests/benefits ____ • Generate trust ____ • Celebrate small successes, share credit widely ____ • Find a senior champion for the effort ____ • Provide confidence, hope, resilience____

44. What can we learn from the Miles Davis quintet?

45. The power of trusting relationships * Handling the 9-11 attacks at the Pentagon “You can’t hate someone whose story you know.” - Management consultant Art Cross

46. The importance of trusting relationships Causes of Alliance Failures in Business:* • Inability to manage the relationships 52% • Poor strategy and planning 37% • Bad financial and legal conditions 11% * From a study of 130 companies, by Vantage Partners

47. The Importance of Relationships “In Congress in the 70’s, most members stayed in DC on the weekends. They got to know each other and their families. Today, almost all members fly home from every weekend; we don’t know each other … If I’ve learned anything, it’s that a legislative body is built on relationships.” - Idaho Congressman Mike Simpson

48. To build open, trusting relationships • On p. 60 of Leading Across Boundaries, see list of 9 approaches for building trust on collaborative teams (spelled out on pp. 61-70). • Which of these has worked for you? • Which would you like to use more effectively? • Are there other approaches that help you develop trust on collaborative teams? • An excellent book on this topic: The Speed of Trust, by Covey.

49. Successful collaboration requires thinking politically • Identify key “veto holders”and learn their interests • Learn if some of the principals are rivals • Avoid any appearance that the lead agency(ies) are in this to grab power/resources • Widen the “arena of engagement” • Connect the initiative to the agenda of senior agency people

50. Thinking politically in collaborative projects • “Frame” partnership’s goal in a simple way, make benefits clear • Learn what key stakeholders think they have to gain, and lose • Pay attention to timing: is this the right time to move forward? • Remember one of the rules of politics: we gain power when we share it