How can Robotics professionals build relationships with colleagues from other departments?

This is the most crucial step in building relationship. it is also multi-dimensional in its nature: are the 'other' departments complementary science/regulation/administration to robotics in the same institution or organization, or are they other robotic departments in different institutions, industries and organizations. In both cases the observation of one's role in the enterprise is important, because the content is different. A good knowledge of what is the part and to-be contribution of each actor is vital to the perennity of the project which embodies the robotics endeavour, or any other end for that matter. A key component to that is communication: clarity in each one's role, so that the built of the collaboration is successful.

Sharing expertise and insights with colleagues is an excellent way to build relationships. It involves offering assistance, providing feedback, or teaching new skills, like using a specific tool or explaining a concept. This approach not only showcases your value but also fosters trust and mutual learning.

Giving 'insights' is a complex task. If the endeavour is among departments of complementary nature (admin/business/law/...), sharing expertise is made in terms of results, reports and layman descriptions. If the collaboration is among organizations with different expertise in the same science (robotics), then the conversation is elevated to expertise, and the communication is publications , expert reports and scientific presentations. It is hard to share 'expertise' with everybody: it is provided in terms of: - 'advice' to non-initiated, - 'content', or 'body of work' to specialists, - 'demonstrations' to potential investors or customers, and - 'costs and revenues' to shareholders and business oriented people.

Better collaboration is not intrinsic to only better communication, but to better identification of tasks, responsibilities, and synchronization of the whole among different collaborators. Projects with this structure are the best exemple of a good and a bad collaboration: i both instances, valuable lessons are learnt...

Please see my input to this aspect in item 2. Additionally to reaching to people understanding by speaking their language; a key aspect in this matter is to avoid genericity in communication and to pinpoint the subjects where the collaboration is going to clearly struggle solutioning, and look at the problem from different angles. This way, all people ideas and opinions are perceived and considered, that is a solidification of the mutual respect of each other's views on the problem to solve or the collaboration to be dealt with properly.

To see someone else's failure = you should show them what you saw as an error, due to knowing what the outcome should/could become and suggesting/showing/explaining the way it does work... with the "learning experience" being your own perceived view, helping to create a better way forward.

Like with any job, to build relationships with colleagues from other departments, robotics professionals can focus on developing mutual learning opportunities. This involves creating forums or workshops where knowledge from different fields is exchanged, fostering an environment of cross-departmental education. They can also engage in active listening during interactions to understand diverse perspectives better, which aids in establishing a foundation of mutual respect and interest. Additionally, acknowledging and appreciating the contributions of other departments can go a long way in building solid interdepartmental relationships. This can apply for everyone!