Coastal CxO Services, Inc.

Collaboration is crucial in a knowledge economy. It's how we generate new knowledge and shared value. However, the process of developing collaborations needs more clarity. It's helpful to distinguish among coordination, cooperation, and collaboration, and we now know enough from the “swampy lowlands” of real world practice to provide more precision. THE STATE OF PLAY IN THE SCHOLARLY LITERATURE In 2020, two scholars in the Journal of Management presented a systematic review of definitions from nine top-tier management journals covering 1948 to 2017. They concluded that the existing confusion and lack of clarity in the definitions of collaboration, coordination, and cooperation within the scholarly literature has led to overlapping meanings that undermine conceptual precision. To try to clarify the concepts, here's how they defined the three terms: >> Coordination: Jointly determining common goals in inter-organizational relationships. >> Cooperation: Implementing the common goals established during the coordination phase. >> Collaboration: Voluntarily helping other partners achieve inter-organizational relationship common goals or one or more of their private goals. From a practitioner's viewpoint, it's all a bit muddy. TIME TO PRESS THE RESET BUTTON We can eliminate the confusion by focusing on three critical dimensions of working together. 1. Outcomes: Are the outcomes of joint work individual or shared? Are outcomes clear or indeterminant? Do we already know how to do the work? Or are we starting from a position of creating something new from assets at hand? 2. Conversation Patterns: How frequent are the conversations between partners? How structured are they? Are conversations limited to sharing information, or are partners also sharing ideas and co-creating knowledge? 3. Trust levels: Do partners expect each other to behave reliably and support their joint work? Does fairness characterize the relationship? Are partners behaving in ways that build trust and mutual respect? When we focus on these three dimensions, we develop the following definitions: >> Cooperation: Partners exchange information while each pursues their separate outcomes. Trust levels are minimal. >> Coordination: Partners modify their behavior toward a shared, clear outcome. They know what to do. Their communication is more regular. Trust is sufficient to include sharing and co-creating knowledge. >> Collaboration: Trust levels are high. Partners share assets to generate new solutions through recombinant innovation. Their outcome is shared and indeterminant. The graphic below provides a summary. #strategicdoing evolved from a core question: How do we collaborate when no one can tell anyone else what to do? Over 15 years of testbeds at Purdue University, we developed simple rules to increase the volume and velocity of our collaborations. Now, our open-source practice is spreading globally to generate solutions to complex challenges.

Informative history and opinions on George Will.

Our team at Purdue University validated Strategic Doing to scholarly standards over 15 years of testbed with NASA, Lockheed, and others. It is an open-source, evidence-based discipline that accelerates collaborations and generates solutions to wicked problems. You don't license it. You learn it. Mastery comes with practice. Learn more. Start doing. Website: https://strategicdoing.net Management Book: https://bit.ly/3UD6MOe Dissertation in Economics: https://bit.ly/SDPhD To participate in Strategic Doing Talks with a global network of practitioners every Friday, join the Strategic Doing Open Community on CONNECTS (it's free): https://lnkd.in/gKCwQSBn

Breaking headline ICYMI.

We are pleased to host our bimonthly educational series sponsored by American Heritage Financial.?Michael Wimmer, CFP??, will be presenting. Mike is a Marine Veteran and if you have not heard him speak before, you will be impressed. ? His talk is based upon the writings of one of my favorite authors and researchers, Robert Cialdini, Ph.D. His book, ‘Influence: The Psychology of Persuasion’, is a foundational work which introduced me to the science of psychology applied to effective business and relationship development processes, which I read as part of sales training in my 1st?tech startup. ? Please let me know if you plan to attend so we can plan for a light lunch headcount. Seating is limited and open to the public and our Tenants, Staff, and Alums, too. Please RSVP by email to [email protected] to ensure space and food is available. ? Thank you for investing in your personal and professional development!

As I learn more about the practice of collaboration, I am increasingly convinced that the solutions to complex challenges will come from communities, regions and collaborations. Strategic Doing has become a way of being for some of us. How can we share our knowledge for good? How can we support each other to find solutions to our challenges? Here is a snapshot of a productive conversation I had with Ed Morrison, Chrystia Chudczak and Mani Vannan about the role of Strategic Doing. #StrategicDoing #collaboration #complexchallenges Beatrice McAlister Elizabeth Bott Strategic Doing Institute Joost Visser Gayle Dallaston Jennie McGhie Jennifer Witheriff Neil Paulsen Lasida Sutharoj Prof. Dr. Bushra Yasmin afia salam Sadaffe Abid Elise Parups Andrew Hammonds Antony Stinziani Luke McGrath Aaron Hayes Mark Paddenburg

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Breaking: We may get a new downtown Pensacola post office branch!!!! https://lnkd.in/e5q2NWgW

During this week's learning session, we will be exploring a case study of systems mapping presented by Viliana Dzhartova. She will illustrate the makings of this systems map of Early Childhood Development in Emergencies. Full event info here: https://bit.ly/4fVK64W Find the map here: https://bit.ly/3Mj4i3e You can find more resources on systems mapping on our site here: https://bit.ly/3MhU8zB