Phil 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
- 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. Top Next Issue
The 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
Your comments are welcomeWould you like to see your comments posted here? rbrenKWervtbfkqlJvUhfner@ChacZejQWyZPCeuQLkeyoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- How We Avoid Making Decisions
- When an important item remains on our To-Do list for a long time, it's possible that we've found ways
to avoid facing it. Some of the ways we do this are so clever that we may be unaware of them. Here's
a collection of techniques we use to avoid engaging difficult problems.
- How Not to Accumulate Junk
- Look around your office. Look around your home. Very likely, some of your belongings are useless and
provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we
get rid of it?
- Guidelines for Delegation
- Mastering the art of delegation can increase your productivity, and help to develop the skills of the
people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
- Deciding to Change: Trusting
- When organizations change by choice, people who are included in the decision process understand the
issues. Whether they agree with the decision or not, they participate in the decision in some way. But
not everyone is included in the process. What about those who are excluded?
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
Forthcoming issues of Point Lookout
- Coming February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
- And on March 7: Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies. Available here and by RSS on March 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenTzxvWFAwLwxrFUpuner@ChacOBmiHCmNaiFeJwtboCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.