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Authentic Collaboration
Learning Journey

Do you seek more collaboration in your organization?
 

The word collaboration is being highly valued in current times. It is widely known that collaboration helps organizations maximize the deployment of employee knowledge, capabilities, ideas and information across functional and departmental boundaries, which can have a positive impact on organizational performance.

Our work reality has been transformed by different technology, the culture of working from different locations and the emerging global challenges. The pandemic has reinforced the importance of being able to operate both as an empowered individual and as part of both traditional and collaborative teams.

The ways we find to work have changed, but we keep being challenged on basic issues such as appreciating others' contributions, having focused dialogues, resolving conflicts and disagreements positively, embracing diverse opinions and insights and being able to see issues from another perspective. 

  • How can we develop trust when physical face to face interactions become less of a feature in the workplace?

  • How do we create a shared sense of purpose so that the workforce gets the most out of what they do and achieve at work?

  • How to build or restore a sense of community amongst the members of the organization?

  • What improvements can be made in the organizational design that may be favorable to collaboration?
     

Often collaborative processes and models are hired by the organizations, in seminars, workshops and training programmes. However, the fundamental skills in how to collaborate isn’t necessarily always there to sustain these processes, refraining the outreach of these solutions, which often become frustrative.

In truth, there is no magic bullet to resolving the collaboration conundrum: it is a matter of changing organizational culture. And cultural transformation begins with individuals who find inner resources and create resonance with others, until a new pattern becomes the reference to be followed. 

This programme aims at organizational leaders who are willing to strengthen collaboration within their organizations and open to do this by working on the most important asset they will ever find: themselves.

Goal

to support leaders to unravel inner capacities and create pathways to foster authentic collaboration within their organizations.

Cost

800 Euro

Participants

up to 6 people who are in leading position in their organizations. This enables a space of deep sharing and mutual learning from experience.

Duration

8 weeks

2 hours of meetings each week

1 hour of complementary readings

Begin date: May 2nd

End date: June 27th

Please join me in a presentation meeting on April 25th, 17h GMT

or send a whatsapp message to let me know of your interest:

 

A few writings on collaboration

Below you will find the translations of a few parts of my books "Collaboration for Governmental Transformation",
published in portuguese by ENAP - National School of Public Administration (Brazil) in 2022, and "Void in Power - the reinvention of the political being", published in 2018. 

Collaboration for Governmental Transformation

In the context of a network society, as Manuel Castells argued, no actor – or even sector – alone can satisfactorily address a public problem. These problems have become more unstable,
multidimensional, difficult to understand, with complex causalities and, therefore, increasingly require more collaborative arrangements to be addressed.

Collaboration therefore becomes an essential component of the concept of public governance, of a bureaucracy that relates and articulates with other spheres of society to leverage the generation of public value.

While in hierarchical systems problem solving and decision making are carried out based on
in institutional rule, in command and control, the processes collaboratives include non-institutional elements and a openness to possibilities that are not yet given. There is, therefore, a tension between hierarchies and networks, between vertical and horizontal dynamics. Collaborative processes focus precisely on this point of meeting, establishing environments of a hybrid nature
which are not easy to manage.

( read more below  or download the full book in portuguese )

1. Integrating verticality with horizontality

While in hierarchical systems problem solving and decision making are carried out based on institutional rule, command and control, collaborative processes include non-institutional elements and an openness to possibilities that are not yet given.

 

There is, therefore, a tension between hierarchies and networks, between vertical and horizontal dynamics. Collaborative processes focus precisely on this meeting point, establishing environments of a hybrid nature that are not easy to manage, named by Robert Agranoff as self-managed “collaborarchies”. Sometimes the logic leans towards hierarchy, sometimes towards horizontality, and in an unstable way. How can we make this tension a positive element for decisions and actions in the transformation into government?

 

Collaboration establishes links that horizontalize the internal environment, without violating hierarchical rites and responsibilities. This horizontality allows collective intelligence to be activated and improved. Important insights are incorporated into the diagnostic, decision-making and planning processes and help to see beyond apparent circumstances.

 

Perhaps this is the great benefit of collaboration: on the one hand, it improves the quality of decisions, the conception of new projects and the capacity for implementation, on the other, it makes it possible to generate and disseminate knowledge to drive transformations that go beyond the scope of these projects.

Void in Power

Read some parts of my second book which are related to collaboration.

1

Dialogue: Through Logic

2

Amor Mundi

3

Beyond the Crystal Cage

4

The art of the Invisible

vaziocapa.webp

5

The vastness of the void

6

Dreaming Together

7

Trusting the Differences

  1. DIALOGUE: THROUGH LOGIC

 

The coexistence of different visions, values, interests and needs is present in any human society. The more diversity of lifestyles, the more opportunities to choose how we want to be. The threshold of coexistence of differences is when one life puts the existence of another at risk. As we are members of such a vast population, which produces so many things that require natural resources and the occupation of preserved spaces, we have the great challenge of making this coexistence possible, so that we can all flourish together, and each one according to their own singularities. 

Physicist David Bohm delved deeper into this issue when he discovered that science committed serious errors of perception due to the inability of mutual understanding between truths that coexisted: the fragmenting vision of rationalist thinking prevented them from understanding the complexity of the phenomena they were researching. Bohm dedicated many years of his life to promoting conversation circles between people who had different knowledge and knowledge, and sought to create ways for these meetings to generate in their participants an expanded capacity to understand some phenomena in life.

His greatest quest was to find meanings that could be more relevant than our particular beliefs and assumptions. One of his conclusions was that, within the scope of our thinking, it is possible to change the meanings that prevent us from coexisting harmoniously in diversity. For him, the system of thought does not only include thoughts and feelings, but also the state of the body: “thought is passing back and forth between people, in a process by which it has evolved since ancient times”, he argues.

And how can we change our thinking and make it better suited to understanding the world? Bohm's great banner in life was that this “something beyond'' capable of crossing our barriers can be found through dialogue.

For many years I thought that in the word dialogue, “day” referred to “two”, therefore “two logics”. Thus, it was a synonym for “conversation” or “debate”. But, when a friend returned from a course at the School of Dialogue, he told me about this other concept, inspired by Bohm:

 

Etymologically, the term “Dialogue” results from the fusion of the Greek words dia and logos. Dia means “through”. Logos was translated into Latin as ratio (reason). But it has several other meanings, such as “word”, “expression”, “speech”, “verb” and, mainly, “meaning” itself. In the oldest sense of the word, logos means “relationship”, “relationship”.

In this way, Dialogue is a way of circulating meanings and meanings. This means that when we practice the word ligainstead of separating. Brings together instead of dividing. Thus, Dialogue is not an instrument that seeks to get people to defend and maintain their positions, as happens in discussion and debate. [...]

Dialogue is, par excellence, the process through which we identify and question crystallized ideas and positions — the assumptions on which our judgments, choices, preferences, actions are based. Dialogue is more than a technique: it is a way of conducting conversations that brings a new view of the world, relationships and processes. At the same time, it resumes ancestral practices of contact and group integration.

 

Bohm was a pioneer in the formation of a field of knowledge aimed at qualifying our conversations so that we can transform ourselves and the world. Nowadays, there are countless innovative dialogic practices in the field of education, science and in the area of ​​organizational management. A common point between these practices is the understanding that through dialogue we create new meanings for our existence and can transform the way we think, feel and act in the world.

We can then meditate a little on this question from David Bohm: “Suppose we could share meanings freely, without a compulsive impulse to impose our vision or to conform to others and without distortion and self-deception. Will this not constitute a true revolution in culture?”

If you would like a direct collaboration with me, please come and see my offerings.

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