Sharing: The Foundation of Social InstitutionsCan we bravely collaborate?

Stephen AbramOttawaOct. 18, 2014

Where I’m coming from…

The Obligatory Definitions Collaboration the action of working with someone to produce

or create something. Wikipedia -- “Collaboration refers abstractly

to all processes wherein people work together.”Oxford Dictionary -- “United labour, co-operation; especially in literary, artistic or scientific work.”Webster -- “To work jointly with others or together especially in an intellectual endeavor.”

The Obligatory Definitions Collaborator A person who works jointly on an

activity or project; an associate.

The Obligatory Definitions Risk and Risk Taking A person or thing regarded as likely to

turn out well or badly in a particular context or respect.

The Obligatory Definitions Risk Taker Someone who risks loss or injury in the ho

pe of gain or excitement

Not a bad definition… Collaboration is highly diversified teams

working together inside and outside a company with the purpose to create value by improving innovation, customer relationships and efficiency while leveraging technology for effective interactions in the virtual and physical space. (Cisco)

What Collaboration is NOT Used interchangeably with

“innovation” – There is clearly some confusion with the relationship between collaboration and innovation.  By being innovative you aren’t necessarily being collaborative and vise versa.  There are interdependencies between the two but they are not the same thing.

Collaboration is NOT Simple Cooperation A Buying Club Old-style Consortia Teamwork Partnerships A Confederation of Equals

Collaboration IS… Collaboration is both a process and an

outcome for people and by people who work together to create value and solutions they could not create individually.

Collaboration IS … Goal driven Common goal(s) Agreed goal(s) Measurable (caution – a measurement

such as savings, client growth or surpluses are not goals but measurements of goals achieved.)

The BIG decision Bad collaboration is a waste time and

resources and produces no results.  Deciding not to collaborate is a better option than bad collaboration.

Basic Principles Win Win Win Failure as milestones and learning moments A partnership of equitable participation (not

necessarily equal and no junior partners) Everyone has a valid role or isn’t invited Everyone brings something of value to the

table Openness Shared technology (as a tool) Risk – but no one dies(!)

Teeny Bit of Library History Various levels of success… OCLC – global non-profit ‘co-operative’ Open Source initiatives Consortia Associations Vaults and standards Infrastructure Data collection (e.g. IMLS, ODI, ARL, etc.)

Collaboration Technology ToolsKnowledge Management Intranet ToolsBookmark Sharing Systemse-Book Management SystemsPresentation Management SystemsCourse Management SystemsLearning Management SystemsCollaboration EnvironmentsSocial Networking

Obligatory Dilbert

Barriers(?) Culture Fetishization of rules – especially unwritten rules Turf and Competition, Hoarding Bad History Not Invented Here Failure to Act Lack of a common vision Leadership Gaps Competency Gap Minimal Organization Structure links Over coalitioned community Cash Investment viewed for short-term benefit 20th C rules applied to 21st C context

7 Tactics aimed at Results

What is it? What outputs do

we need to achieve?

How do we adapt over the longer term, maintain relevance, and evolve?

What are the Benefits?

Scalability Sustainability Replicability Measureable

Success

Tactic One

What is it?What are the Benefits?

The Cloud and Our Back Room

Tactic Two

What is it? Integrated

marketing and communication that is opt-in and driven in a cost-effective way

Branding Communication Cost-effective Integrated story-

engine

What are the Benefits?

Social Networks & Community Engagement

Tactic Three

What is it? Beacons are

awesome (latest shiny thing)

NFC, post QR codes

Everything digital Can be interactive

Hyper-local Contextual Inexpensive

What are the Benefits?

Beacons and Reaching Out

Tactic Four

What is it? Public Opinion Technology Trends Market Research Local

demographics Economic Studies

Less cost per system

More knowledge driving decision-making

What are the Benefits?

Research for Ourselves

Tactic Five

What is it? Responsive design Multi-platform Multi-device National and Global –

not a per-library system island

Shared library cards and cardholders

E-Commerce

Distribution Diffusion Initial Development Long term upgrades

as the word adapts and changes

What are the Benefits?

Mobile and Avoiding Isolation

Tactic Six

What is it? Program ideas LibGuide

Frameworks Website Templates API Vaults Document

Libraries

Speed to implementation

What are the Benefits?

Program Replicability & Diffusion

Tactic Seven

What is it? Shared state- or

province-wide LMS Self directed Competency-based and

needs gaps analyzed Mentoring Hundreds of trainers and

programs Supervisor involvement

Shared Structure Saveability Coordination Asynchronous and

Asymmetrical 24/7/365 Certificates

What are the Benefits?

Staff Training and Community Programs

The List of Opportunities1. The Cloud and Our Back Room2. Social Networks and Community

Engagement3. Beacons and Reaching Out4. Research for Ourselves5. Mobile and Avoiding Isolation6. Program Replicability and diffusion7. Staff Training and Virtual Programming

Manifesto Start to collaborate more! Address and align with the culture Agree on the outcomes Remove the barriers

Takeaways Collaborate for Results (but know your real

measurements) Define the REAL problem (not the

measurement) Focus on the Long Term (But know your

milestones) Spot and tear down barriers Keep competition on the outside, collaboration

on the inside Focus on people and culture, not just tools and

technology Celebrate successes along the way

All organizations exist to make a difference,but the most admired ones distinguish themselves by putting their people first.

When the fear of meeting expectations overtakes the trust you have in your people,you’ll paralyze their ability to make decisions.

The modern organization creates engagement because they ditch hierarchies, and instead build a cohesive culture whereeveryone works in tandem towards a common purpose.

Evolved leaders make it a priorityto contribute more to the organization than they consume.

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:Connect with others first & always

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:Consider options

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:Communicate your decisions

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:Create opportunities

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:Confirm what you did is what you wanted to do

Building a collaborative culture starts with appreciating the human condition.Remember the 6 C’s:Congratulate the results, efforts and learning - celebrate

Modern learning structures are part formal, part informal, and part social - because ‘the best meetings were meetings that happened spontaneously in the hallway.’

In an era of ‘Lean In’ women leaders,it’s wise for males to ‘lean back’ and leverage more of their soft skills.

Astute leaders rarely talk too much.They listen instead to what others have to say.

Talent is attracted first to purpose, and then they evaluate the opportunity.Present work that matters.

We’re not here to see through each other,we’re here to see each other through.

REALLY REFLECT...Do others see in you what you think you see in yourself?

5 Frameworks to be Flat but Connected Open Leadership Attributes CLAM: Collaborative Leader Action

Model PLN: Participative Leader Framework Pervasive Learning – Ubiquitous Collaboration Technologies

Stephen AbramLighthouse Consultingstephen.abram@gmail.com@sabramStephen’s Lighthouse blog416-669-4855