Thu, 23 February 2017
Last Updated: Thu, 23 Feb 2017 11am
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Collaboration - key priority

This is the right time for today’s generation to collaborate and cooperate in the various working places for the benefit of our future generation.

Talking with those in the public sector, private sector and civil society - we all need to collaborate.

Let us work as a team. Let us collaborate.

First, we must understand that the universe was created and operated or developed from integrations of these three sectors – the public, private and civil society.

The public sector refers to public servants or government employees.

The private sector consists of those private entrepreneurs, those who work for their own income.

The civil society is volunteers or community workers.

These sectors must contribute one way or another according to their existence in order to make the universe run.

Here are some insights for harnessing the power of collaboration, according to Kobaka and Utupe, for the development of our current and future generation.

  1. Collaboration as a leadership issue. In trying to capture and communicate the cumulative wisdom of a workforce, the public, private and civil society sectors must invest hundreds of good amounts of dollars in areas such as software, and internet (today’s technology).

    But according to Kobaka, collaboration is more than the technology that supports it, and even more than a business strategy aimed at optimizing an organization’s experience and expertise.

    Collaboration is, first and foremost, a change in attitude and behavior of people throughout an organization. Successful collaboration is a leadership issue. And a leader must be the vehicle or power house of this collaboration.

  2. Collaboration is essential for organisational change. Over the past 5 years, I’ve worked with a variety of very talented young leaders, says Kobaka as part of his volunteer work and one thing he know for sure: Regardless of how creative, smart and savvy a leader may be, he or she can’t transform an organization, a department or a team without the brain power and commitment of others.

    Whether the change involves creating new products, services, processes – or a total reinvention of how the organization must look, operate, and position itself for the future – success dictates that the individuals impacted by change are involved in the change from the very beginning.

  3. Visioning is a team sport. Today’s most successful leaders guide their organizations not through command and control, but through a shared purpose and vision.

    These leaders adopt and communicate a vision of the future that impels people beyond the boundaries and limits of the past. But if the future vision belongs only to top management, it will never be an effective motivator for the workforce.

    The power of a vision comes truly into play only when the employees themselves have had some part in its creation.

  4. Diversity is crucial. Experiences at the village communities found that, when challenged with a difficult problem, groups composed of highly adept members performed worse than groups whose members had varying levels of skill and knowledge, Kobaka says.

    Kobaka went on to say that the reason for this seemingly odd outcome has to do with the power of diverse thinking.

    Diversity causes people to consider perspectives and possibilities that would otherwise be ignored. Group members who think alike or are trained in similar disciplines with similar bases of knowledge run the risk of becoming insular in their ideas. Instead of exploring alternatives, a confirmation bias takes over and members tend to reinforce one another’s predisposition.

  5. Relationships are key. The outcome of any collaborative effort is dependent upon well-developed personal relationships among participants. Not allowing time for this can be a costly mistake.

    For example, all too often, in the rush to get started on a project, team leaders put people together and tell them to “get to work.” This approach proves less than productive, as the group hasn’t had time to get to know one another, to discover each other’s strengths and weaknesses, to build trust, nor to develop a common understanding and vision for the project. (Kobaka have got some experiences in NGOs work and very big in the volunteerism part, so he could share his experience’s as well)

  6. Trust is the glue. Kobaka says that trust is the belief or confidence that one party has in the reliability, integrity and honesty of another party.

    It is the expectation that the faith one places in someone else will be honored. He says, “I recently took part on a survey of middle managers in an attempt to pinpoint the state of trust and knowledge sharing in their various organizations.

    What I found is a crisis of trust: suspicious and cynical employees are disinclined to collaborate” – sharing knowledge is still perceived as weakening a personal “power base.”

    And, despite lots of lip service to the contrary, too many corporate leaders still don’t trust employees with the kind of open communication that is the foundation of informed collaboration.

  7. Body language matters. Kobaka once reads a new book on the role of body language in effective leadership, and his collecting examples of the “body language blunders” that leaders make.

    Here’s one that highlights the fact that when a leader’s verbal support for collaboration conflicts with his or her nonverbal behavior, an audience will disregard the words and believe the body language, he says:

    He says too that today’s corporation exists in an increasingly complex and ever-shifting ocean of change.


As a result, leaders need to rely more than ever on the intelligence and resourcefulness of their staff. Collaboration is not a “nice to have” organizational philosophy. It is an essential ingredient for organizational survival and success.

In conclusion, let us say that, in Collaborative Leadership, the process as "a mutually beneficial relationship between two or more parties who work toward common goals by sharing responsibility, authority, and accountability for achieving results."

Collaboration appeals to people from across the political spectrum, not because it offers everything to everyone—as some of the advocacy literature on the subject seems to suggest—but because it deals with a process, as distinct from a program, agenda, or outcome.

Collaboration requires that we look not only at the outcomes of our efforts, whatever they happen to be, but also at the process by which we arrive at those outcomes.

Collaboration might be used to resolve a neighbourhood or environmental dispute. It could be a springboard for economic development in a community or nation.

Or it could be used to promote greater civic participation and involvement. Generally speaking, the process works best when the problems are ill-defined, or people disagree on how the problems are defined.

Different groups or organizations with a vested interest depend on each other in some way. Those with a stake in a problem have yet to be identified or organized. Some stakeholders have more power or resources than others.

Those with a vested interest have different levels of expertise and access to information about the issue. The problems are often characterized by technical complexity and scientific uncertainty.

Differing perspectives on the problems lead to conflict or disagreement among the stakeholders. Incremental or unilateral efforts to address with the issue have been ineffective. Existing processes for addressing the problems have proved unsuccessful.

Thus, Kobaka says that building collaborative communities means finding new and better ways to work together. We need to create spaces where people can find each other, share ideas, and discover common ground.

We need settings where people can receive support and be acknowledged as public actors. And we need contexts in which people can begin to imagine and act from a new sense of possibility.

In all, building collaborations doesn’t stand with wrong intepretatitions and translations of the human rights ACT by creating avenues of paying compensation to the parliamentarians (wrong and very primitive practices) .

This is childish. Building collaboration is the involvement of community people in capacity building and partnership building.

 

Bentley Soreh
Uzamba village
South Vella

 


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