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Collaborate, Cooperate or Coordinate?  Which is Best?

3/7/2017

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In today's physical and virtual workplaces it seems we have unending opportunities to connect, create and consume.   How can we be more intentional in our requests of others?  How do we decide how much energy, time and interest to commit to what opportunities, and to what end?  Below is a suggested framework for evaluating how and when to work on with experts inside or outside of your organization.
 
Collaborate.  This is a true partnership that requires equal parts passion and commitment and shared decision-making.
In this scenario both parties bring something special to the party.  Each has a type of expertise that is required to create something new and unique. 
 
Success factors:  openness to learning and differing opinions.  A willingness to listen, adjust, and set aside judgments.  Excitement at the opportunity to create something entirely new. 
 
Examples:  two employees or groups work together on a new product idea or new business strategy.  Inventing a new technology or way of doing business.
 
Cooperate.  Two or more parties must work together to achieve a specific goal or solve a particular problem.  Each party has a particular stake, or body of knowledge required for success.  One party may have stronger power or influence base than another.  This is more likely to be an improvement than a new blue ocean idea (software upgrade, operational improvement, compliance issues). 
 
Success factors:  a common understanding of goals, expectations and outcomes.  A team operating agreement and clear delineation of decision-making authority.
 
Examples: R & D and Sales must work together on a product launch.
A school works with a specific community groups to address specific barriers or achievement gaps.   Businesses cooperate in order to influence legislation.   
 
Coordinate.  Coordination is often a maintenance activity or can be project-specific.  For a project, a Project Manager may be responsible for coordination and subject matter experts may be called upon during certain portions of the project. For an ongoing activity, once an activity is established, it is delegated to a particular individual or department is responsible for coordination.  Individual components may be outsourced, subcontracted or delegated. 
 
Success factors: consistent and repeatable processes, clearly defined roles.
 
Examples:  planning a repeated annual event (company picnic, gala).  Preparing for a financial or quality systems audit.
 
Hopefully this framework will help you be more intentional and explicit in your requests of others, and better positioned to ask clarifying questions when others ask for your participation.  
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