Beware of Pseudo-Collaborators

Pseudo-collaboration often happens when powerful individuals and/or powerful groups initiate a change process designed to produce key outcomes that they define as desirable. In the circles of my life these days, the word collaboration keeps popping up in conversations and PowerPoint presentations about the many transformative changes necessary in the way we deliver services and get work done. It’s a warm and fuzzy word, much like teamwork used to be in the heady days of the empowerment movement. Personally, I’m a big fan of collaboration. In fact, the need for authentic collaboration in building effective and healthy workplaces has been a consistent theme in my writing and consulting over the years. But I get concerned when that word is used in an undisciplined way to mask the soft manipulation of people and conversational outcomes. Frankly, there are lots of pseudo-collaborators out there, talking a great story about collaboration while engaging in not-so-subtle politics. In conflict management, collaboration is only one of the ways in which we humans sort out differences, share ideas, and divide scarce resources. It is often called a “win-win” approach to managing scarcity and differences of perspective and opinion. That’s because, unlike other approaches, those involved are working with integrity and energy to explore solutions that will be good for everyone concerned. Each side (or person) honestly shares concerns and needs, while intentionally and respectfully listening to the other side’s position. The mutual goal is to find a great solution through dialogue —an outcome that is viewed positively by all concerned. That makes it fundamentally different from compromise, which involves debate, attempts to influence, and deal making. In that approach, we search for a solution that we can live with while minimizing our sense of loss, of giving up something. Collaboration takes time and is inherently messy, especially at the outset. Making the process work requires trust and better-than-average communication skills. We have to be good at asserting our views and diligently listening to the views of others. Both sides need to have a sense that the “others” are sincerely interested in finding a win-win solution through respectful dialogue between people with equal voices. If one side feels pressured, or is afraid to honestly share their concerns and perspectives, collaboration simply won’t happen. We end up engaging in pseudo-collaboration, with cynicism, hidden agendas, and games-playing as the inevitable consequences. Pseudo-collaboration often happens when powerful individuals and/or powerful groups initiate a change process designed to produce key outcomes that they define as desirable. They invite others, usually less powerful (smaller), individuals and/or groups to collaborate in producing those outcomes. The playing field, the rules of the game, the scoring system, and the rewards are largely pre-determined. All that remains is for the players to come to the table and agree, ideally with hearts and minds. And the process continues until that happens. In short, it’s like a meeting with one’s opinionated and confident boss: it will last as long as it takes for the participants to come up with his or her idea! Coming up with the idea quickly will drastically shorten the process, and thus the meeting ends early. Authentic collaboration allows all participants to have an opportunity to shape how the issues are framed, in designing the process, and the identification of key outcomes. It matters not whether one is a whale, a shark, a minnow or a shrimp. But when the minnows and shrimps perceive that their voices are not likely to count for much, they get skeptical, cautious, and political rather quickly. And that’s a shame, because they become pseudo-collaborators too! So how can you recognize when you are dealing with a pseudo-collaborator? One useful clue is that you are invited to collaborate by being a passive audience member at mind-numbing PowerPoint presentations about exciting new models for your organization or workplace. Especially when the presentation leaves very little time for feedback and dialogue. And when you do offer insights or suggestions, you are thanked for a great idea that will be taken into consideration as the future unfolds. Or you hear the word “but” coming back toward you. Authentic collaborators are very careful about using that word, preferring “and” in its place. Pseudo-collaborators will often approach you privately to suggest ways that you might contribute more “effectively” to the process. Or they may send a messenger with the same goal: here’s how to get with the program! That’s influence and manipulation, not collaboration. Remember, in authentic collaboration your voice deserves to be heard. Others should be working hard to listen to you and understand your point of view. Perhaps it would be better if we all were much more cautious about collaboration. It might be better to be clear and truthful at the outset, describing the official plan and its intended outcomes, inviting cooperation in making it happen. Who knows? It just might reduce the cynicism and fear that’s all too common these days. Especially among the minnows and shrimps.

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Beware of Pseudo-Collaborators

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