This post is an shortened version of a plenary talk delivered in Cardiff for the Wales Audit Office
Depending on your age it’s likely that the two things you were not taught in school were:
a) how to collaborate effectively
b) how to use technology to connect and share with others
And yet these – the essential skills of the digital economy – are hardly ever talked about, much less taught and promoted, in our places of work.
Our 21st century economy demands workers excel at collaborating through technology, but as employers we struggle to work out how to equip our people with these vital skills.
There’s a reason for this of course, most of our organisations are still obsessed with organising ourselves into neat little directorates with clear accountabilities and reporting lines. This creates a very efficient looking functional silo system – encouraging employees to stay in their lane and get things done.
However in a digital economy we can no longer afford to think in conventional terms of efficiency. The more interdependent the world becomes, the less it needs lone problem solvers and the more it needs great collaborators and orchestrators. How to collaborate productively is a skill we all need to learn as it’s essential to our having greater impact in the digital world.
Problem-solving, creative thinking, digital skills and collaboration are in greater need every year yet are not the focus of our learning and development.
We still spend most of our time and resources on leaders. This incessant focus on ‘leading’ ‘and ‘leadership’ is actually a throwback to an industrial model and unwittingly acts against collaboration. When we continually promote the importance of leaders we imply that they are ones to take charge of situations. They are the the ones to sort our problems out.
However, this concept of the heroic leader is fundamentally anti-collaborative as it compels those being ‘led’ to be submissive and unquestioning.
How can our organisations become more collaborative?
Ultimately , we’ll only build collaborative organisations if we design them that way.
At its best, collaboration in the workplace can help people think more deeply and creatively about a subject and develop more empathy for others’ perspectives. It can boost productivity and innovation and create better workplace engagement.
But, it takes time and requires space and patience. And – it’s incompatible with cultures built on ego and fiefdoms.
As I’ve written previously, if we don’t teach, measure, encourage or reward collaboration it doesn’t tend to happen.
Yesterday my team @BromfordLab ran the first test of our Introduction to Design Thinking workshops as part of our Essential Leadership Academy. Here’s a #sketchnote I created on the double diamond #design process for our delegates. Please feel free to share and use. pic.twitter.com/akzRx47ERC
— Adam Boyes (@aboyes) October 25, 2019
At Bromford we’ve begun the process of democratising innovation and design by training all our colleagues in collaborative problem solving and cross-team working. It won’t happen overnight, but it’s supported by an organisational DNA that has a design thinking – and hence a collaborative – mindset at its core.
What are the challenges?
The technology is there to enable cross-team, cross-sector, and cross-country collaboration. Much of it is free to use.
Legacy thinking is more of a barrier to this than legacy IT.
We still have a tiny percentage of leaders who are really living a digital lifestyle. There are still relatively few having open debates , showing transparency in public discourse , answering questions online and sharing progress.
Too many of us are hiding behind unfounded concerns about data privacy and fear of working in the open.
We need to teach and support people how to make the best use of social technologies to connect and collaborate at scale.
Barriers to collaboration include *dropping the GDPR bomb* Lets not use privacy law as an obstacle @PaulBromford @WalesAudit You heard it here first!
— Mind Of My Own (@MindOfMyOwnApp) October 24, 2019
What are the opportunities?
For the first time in history, we now have the ability to ‘go beyond’ our organisational boundaries, connecting and sharing with the public and each other.
The basic unit of innovation is not a creative individual, nor even a team, but a creative community.
Millions of people connected without hierarchy and working together to solve some of our biggest challenges. This provides the opportunity for a 10x improvement in our communities.
For organisations and systems that are used to ‘providing services’ rather than ‘connecting people’ that’s clearly a challenge – but it is one we can and must step up to.
We can’t change the world on our own. We need to build movements.
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