Here's how you can cultivate collaboration and teamwork in your organization as a facilitator.

Enhancing team work and collaboration requires prioritizing team incentives and rewards over individual ones to celebrate team efforts and reduce the potential for competition and envy which might undermine team spirit

Building trust is a base line for facilitating all the rest of issues approached in this article. Trust within a team is about team members feeling that they are in a “Safe Space” for sharing ideas, certainties, doubts, fears and interests. This requires an environment where open communication is not only encouraged by practiced. Empathy is of course essential and if you want to facilitate this you need to be the first in being open about your own and your expectations. Active listening is the key tool. Go ahead and beyond “understanding” if you want to achieve engaged collaboration.

Building the trust among the members of the team is the key to collaboration and teamwork, each person has equal right to say it's not that one is dominating others. People refuse those who are like dominating nature and just say only words, nobody like to collaborate these kinda people. While doing facilitation, we just need to support each and every member so that they never deny to share their thoughtwork process although you know better still you need to ask to your team members for your satisfaction.

Engaged collaboration might take place even if some final level of objectives are not absolutely known or understood by team members. When one Trust the team one belong to, one then can trust that the objectives are clear for those working at that level and based on this trust, a team member can react with engagement to work in an urgent latter she/he is being told that needs to be solved "now". This particularity of trust in a team tell us that even if full clarity on objectives is desirable and of course can foster team collaboration, it is not always needed if Trust is genuine.

When roles are clear the operational tasks are easier to put in practice in automatic-pilot mode Efficiency requires role clarity. But collaboration can take place even before a stage of efficiency. On the other hand, role clarity when it comes to roles that are "fix" ones might generates a bureaucratic responses of team members. If one trust other team members, this should (or at least could) imply an expectation that others will react to a need of going beyond particular roles in order to collaborate with a team member that in a moment requires support to reach a needed output, what at the end of the day benefits the whole team.

As it was mentioned in the first chapter of this article, Trust (the base line for collaboration) requires highly open communication in order to go beyond understanding into engagement. Active listening is the corner stone and limiting factor or open communication. To facilitate this, one need to go ahead and show what this is and means with actions. Open communication requires empathy, which needs to be promoted and developed in the team. The ones with more level of empathy in communication processes should be identified and frequently asked to expose to the rest her/his ideas and concerns, making visible the positive effect of empathic behaviour.

Leaders often underestimate the value of creating space for employees to connect. Literally set a time, date, and location during the work week. This simple act can foster stronger relationships, enhance collaboration, and boost morale. You can organize activities like team lunches, group exercising, or afternoon games.