Collaborations can be very productive. There are some traps though, especially when the collaborators are of different rank, with the partner of lower rank reporting to a peer of the other. Here are some tips for preventing conflict in diagonal collaborations.
hil was feeling frustrated. He and Jake had been at it for two hours, and they had made little progress. From the beginning, Phil felt that Jake hadn't been receptive to his ideas, so after a while he just stopped offering them. Now he felt like little more than a typist and mouse jockey.
Jake was no happier. He was a peer of Phil's boss, which made the collaboration with Phil "diagonal." To Jake, Phil seemed to have his mind on other things. Jake wondered, "Why did Phil agree to work on this, if he didn't really care about what went into it?" Jake had much to do that was more important, and now he was wondering why he was caught in this situation again — spending time on the wrong things with the wrong people.
They were both locked in — by different locks.
When hierarchy is unimportant, diagonal collaborations aren't especially risky, but when hierarchy counts, diagonal collaborations have traps for both partners. Here are some tips for preventing conflict in diagonal collaboration.
Have a good reason to collaborate
Perhaps you want to learn something, or to get to know your colleague. Perhaps you have critical skills, knowledge, or talents. These are all good reasons to collaborate. But if your motive is to mentor, to be mentored, to block, to overtake, to justify your existence, or to grab some of (or all of) the glory, don't sign up.
Take reasonable risks
When Fun is missing, the simplest explanation is that you forgot to bring the Fun with you
Anticipating a problem sometimes becomes the problem. Collaborate as if with a peer, until you can tell whether your partner is comfortable with that. It's best if the two of you can discuss this issue openly, but if you can't, assume the best, unless you discover otherwise.
Focus on content and communication
Emphasize content instead of the status gap between you and your colleague. Assume that you're working with your partner because somebody thought that you could team up effectively, and because you had something to contribute. Contribute it.
Work out the kinks
However difficult you find the collaboration, it can be just as difficult for your partner. Things are unlikely to change for the better if both partners keep their misgivings to themselves. If necessary, ask for help from an impartial third party.
Enjoy yourself
Working with the right partner can be fun. Look for ways to create that kind of experience. When Fun is missing, the simplest explanation is that you simply forgot to bring the Fun with you. Take a break, find the Fun, and start again.
Remember that collaboration is a partnership
Think of your partner as a peer. Be open to new approaches, and be open to moving in new directions. Let "mistakes" happen — they can lead to exciting, original creations.
You might have a choice that Phil and Jake did not. If you read this page together, right at the start, you'll both have these tips in mind, and that might help keep your collaboration in the safe zone. TopNext Issue
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hil was feeling frustrated. He and Jake had been at it for two hours, and they had made little progress. From the beginning, Phil felt that Jake hadn't been receptive to his ideas, so after a while he just stopped offering them. Now he felt like little more than a typist and mouse jockey.
Jake was no happier. He was a peer of Phil's boss, which made the collaboration with Phil "diagonal." To Jake, Phil seemed to have his mind on other things. Jake wondered, "Why did Phil agree to work on this, if he didn't really care about what went into it?" Jake had much to do that was more important, and now he was wondering why he was caught in this situation again — spending time on the wrong things with the wrong people.
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Next IssueThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More info
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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
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Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Save a bundle and even more important save time! Order the Combo Package and download all 21 ebooks and tips books at once, for one low price of USD 161.95 vs. USD 317.97, a savings of over 49% compared to ordering them separately.
