LEADING ACROSS BOUNDARIES RUSSELL M. LINDEN

Transcription

1 RUSSELL M. LINDEN... an invaluable contribution to anyone charged with shaping organizations, big and small. DON KETTL, author, The Next Government of the United States LEADING ACROSS BOUNDARIES CREATING COLLABORATIVE AGENCIES IN A NETWORKED WORLD A COMPANION TO LINDEN S WORKING ACROSS BOUNDARIES

2

3 Collaboration in the nonprofit world is very complex. You try to collaborate with people who share your values, but who also compete for the same funds and often work with the same constituencies. Yet collaboration is critical because it can create the power necessary for positive social change. Russ Linden s book gives us excellent guidance, useful ideas, and inspiring examples of people who overcame the collaboration obstacles to create exciting change. It is highly recommended for anyone who wants to promote social change in collaboration with others. Rachel Liel, Israeli executive director, New Israel Fund Russ Linden has written a book that is at once practical and inspiring. Collaboration is learnable, and he shows us how with compelling stories from education, government, industry, and real life. All health care professionals will benefi t from Linden s approach and the thoughtful ideas in this important book. Dorrie K. Fontaine, Sadie Heath Cabaniss Professor of Nursing and dean, University of Virginia School of Nursing, and author, Critical Care Nursing Collaboration is vital in our networked society and this book offers great insight into the collaborative process. This book is a must-read for anyone interested in better problem solving and decision making. Tom Martin, captain, Virginia State Police (retired) Hard knocks have taught the big lesson: we need far better collaboration in doing the public s work. Saying it and getting it, however, are two different things. In this imaginative and creative new book, Linden not only nails down the case for stronger collaboration, but he also identifi es in clear and convincing language the steps leaders need to take to achieve it. That s an invaluable contribution to anyone charged with shaping organizations, big and small. Don Kettl, dean, University of Maryland School of Public Policy, and author, The Next Government of the United States Government is increasingly turning to non-hierarchical ways of doing business, often called collaborative networks and boundary-less organizations. Linden has written a practical guide to collaborative leadership,

4 providing policy makers and program managers a clearer understanding and examples showing how to become collaborative leaders who can work across organizational boundaries in ways that achieve broader outcomes. Jonathan D. Breul, executive director, IBM Center for The Business of Government, and former senior executive, U.S. Office of Management and Budget Linden s book challenges us to re-think how we work and to step outside our comfort zone into new ways of interacting. He gives numerous examples of the synergistic effects of collaboration leading to new and sometimes unanticipated levels of productivity, effi ciency, and innovation. This is a must-read for administrators who strive for success, regardless of setting! Timothy W. Griffith, director, Baltimore County Department of Social Services I read Russ Linden s book Leading Across Boundaries and found it immediately relevant to my own work. This book is a desktop manual for public sector and nonprofi t practitioners who truly want to understand the mechanics of collaboration in a Web 2.0 world and practice it effectively to make a difference. Cristine Nardi, executive director, Center for Nonprofit Excellence In the mid-90s, as we in Army Intelligence formed the National Ground Intelligence Center, we could have done the job with much less broken china had we applied Linden s collaboration concepts! He provides an exceptionally clear treatment of a complex issue a comprehensible road map for establishing a collaborative environment. This work is a must read for any mid- to senior-level managers and executives who want to enhance cooperation, information sharing, and overall mission accomplishment among independent organizations. Bill Rich, former executive director, National Ground Intelligence Center

5 Leading Across Boundaries Creating Collaborative Agencies in a Networked World Russell M. Linden

6 Copyright 2010 by John Wiley & Sons, Inc. All rights reserved. This publication is a companion to Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, , fax , or on the Web at Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, , fax , or online at Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifi cally disclaim any implied warranties of merchantability or fi tness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profi t or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Jossey-Bass books and products are available through most bookstores. To contact Jossey-Bass directly call our Customer Care Department within the U.S. at , outside the U.S. at , or fax Jossey-Bass also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. Additional credits are listed on page 319. Library of Congress Cataloging-in-Publication Data Linden, Russell Matthew. Leading across boundaries: creating collaborative agencies in a networked world / Russell M. Linden. 1st ed. p. cm. Includes bibliographical references and index. ISBN (cloth/website) 1. Interorganizational relations. 2. Organizational change. 3. Corporate culture. 4. Complex organizations Management. 5. Business networks. 6. Strategic alliances (Business) I. Title. HD30.3.L '.044 dc Printed in the United States of America first edition HB Printing

7 Contents Tables, Figures, and Exhibits Major Case Studies Web Contents Introduction Self-Assessment ix xiii xvii xix xxix Part 1. Creating the Foundations of Collaboration 1 1. The Promise, and Challenge, of Leading in a Networked World 3 The consequences of poor and of strong collaboration, the reasons why we need to surmount our individualistic natures and fragmented agencies, and ways to meet both me and we needs 2. AGEP: A Collaborative Project That s Making a Big Difference 25 The example of a leader who developed and managed a collaborative project in which universities formed an alliance to signifi cantly increase minority enrollment in graduate programs v

8 vi Contents 3. A Framework for Collaboration 37 The structure of collaboration, and key factors that form the foundation of success 4. The Power of Relationships Built on Trust 55 Why trust is the glue in most successful collaborative projects, and strategies for creating trust 5. The Art of Collaborative Leadership 71 The fi ve characteristics of collaborative leaders, and the story of a successful effort to rejuvenate an old industrial city Part 2. Getting Started: Dealing with Process and People Issues Getting the Collaborative Process Started 95 The steps for creating collaborative teams, and the story of how an alliance supporting small businesses got off to a great start 7. Getting Commitment on a Common Direction 123 Methods for getting a collaborative team to agree on goals and strategies, and the example of an unlikely partnership among tobacco growers and public health advocates 8. Working Effectively Across Different Cultures 137 Ways of dealing with different values, norms, and procedures, and the inspiring example of Israeli Jews and Arabs who are doing just that 9. Dealing with People Problems in Collaboration 157 A methodology for anticipating and coping with diffi cult people and situations, and two cases studies of virtual collaboration in the intelligence community

9 Contents vii 10. Dealing with the Most Diffi cult Situations: Huge Egos, Empire Builders, Information Hoarders, and Cultures That Reinforce Them 177 Lessons from fi nancial agency leaders who created successful collaboration in the toughest of cultures Part 3. Developing Sustainable Collaborative Cultures Co-Locating Operations: Using Shared Space to Foster Information Sharing and a Culture of Collaboration 197 Three examples from nonprofi t and government agencies that demonstrate both the benefi ts from co-location and some critical success factors and issues 12. Using CompStat: A Structured Method for Generating Collaboration and Accountability 219 Washington State s adaptation of a method pioneered by the New York City Police Department, which generates collaboration on high priorities and makes a difference in people s lives 13. Using the New Web to Help Stakeholders Collaborate in Value Creation 239 How innovative agencies are using Web 2.0 tools to break down barriers, share information, and engage stakeholders in producing quality outcomes and fostering change, and how you can do the same 14. Developing the Leadership to Create Tomorrow s Collaborative Cultures 257

10 viii Contents Lessons from Cisco Systems transformation to a decentralized culture that rewards collaboration, how the Millennial Generation can transform your agency, and how collaborative leaders develop and foster a collaborative mindset to make a difference Resource A: Create Your Own Game Plan 275 Resource B: Country Rankings on Five Cultural Factors Related to Collaboration 283 Bibliography 287 Acknowledgments 297 About the Author 299 Index 301

11 Tables, Figures, and Exhibits Tables 1.1 Dealing with Katrina: Comparing the Approaches of Michael Brown and Thad Allen Individualism Scale Scores of Selected Countries AGEP Results, University of California AGEP Results, University of Iowa AGEP National Results, 1997/1998 to 2005/ Skill and Experience Matrix for Collaborative Groups Cultural Differences at the Child Advocacy Center VRS Employees Satisfaction Compared to Satisfaction of Virginia and U.S. Employees Baltimore County CAC Results, for Indicated Cases Social Worker Response Times to Child Abuse Reports Millennials and the Three Previous Generations 264 Figures I.1 Collaboration Continuum xxvii 1.1 Causes of Our Fragmented Organizational Responses The Nine University of California Campuses Collaboration Framework 38 ix

12 x Tables, Figures, and Exhibits 4.1 Collaboration Framework Extract from a Jamestown SPPC Report Card Collaboration Framework The S Curve Tool for Identifying Stakeholders Partial Model of Collaborative Team Development Model of Collaborative Team Development Force Field Analysis Force Field for the INEAP Partnership Structure of the Southern Tobacco Communities Project The Two S Curves of the Tobacco Initiatives The JIVA Structure The IADS Structure Internal Revenue Service Organizational Chart, Late 1970s Continuum of Co-Location Options GMAP Logic Model for Ensuring Vulnerable Children Are Safe GMAP Logic Model for Ensuring Vulnerable Children Are Safe, Including Performance Data I m ok at VT Facebook Page Cisco s Networked Structure 259 Exhibits 1.1 Common Collaboration Hurdles The Seven Key Collaborative Factors Strategies for Establishing High Commitment to a Project Finding Appropriate People for a Collaborative Project Key Tasks of Project-Level Champions Key Tasks of Senior Champions 52

13 Tables, Figures, and Exhibits xi 4.1 Challenges to Forming Trust Among Collaborative Partners Character + Competence: Nine Ways to Build Trusting Relationship on Collaborative Teams Five Qualities of Collaborative Leaders The Differences Between Pull and Push Collaborative Leadership Self-Assessment Tasks Before the First Meeting Political Rules of the Road for Collaborative Leaders Making the Go/No-Go Decision Tasks for the First Few Meetings Sample Agenda for the First Meeting To MOU or Not to MOU? Perceptions Held by Tobacco Farmers and by Public Health Advocates Strategies to Gain Commitment on a Common Direction Frank Dukes s Observations on Facilitating Diffi cult Groups Effective Strategies for Working Across Different Cultures Michael Rawlings s Views on Working in International Settings Five Strategies for Preventing or Addressing Diffi cult Behaviors in Collaborative Projects Methods for Raising Project Stakes Looking at Problem Behaviors Through the Lens of People s Roles Some Results at VRS Dealing with Powerful or Control-Oriented Personalities and the Cultures That Reward Them Co-Location Benefi ts for Buffalo Arts Organizations Fusion Center Benefi ts 210

14 xii Tables, Figures, and Exhibits 11.3 Critical Success Factors During the Co-Location Planning Phase Critical Success Factors Once Co-Location Is Operational Key Stat Characteristics Characteristics That Distinguish GMAP from Other Stat Methods Some GMAP Results in Washington State Web 2.0 Characteristics Web 2.0 Realities Strategies for Tapping the Power of Web 2.0 to Promote Collaboration Strategies for Developing a Collaborative Mindset 268

15 Major Case Studies The following table summarizes the major case examples presented in this book. Case Chapter Sector and Issue Hurricane Katrina 1 Federal government. FEMA got all the (terrible) headlines, but Thad Allen and the Coast Guard made a positive difference after Katrina struck. Alliances for Graduate Education and the Professoriate 2 Academia. Nine universities form an alliance to increase the number of minority students in graduate school programs. Jamestown, New York 5 Local government. A strategic planning commission works with the mayor, city council, and key stakeholders to improve economic conditions in an old industrial town. Interagency Network of Enterprise Assistance Providers 6 Federal government. Agencies form a network to share information and improve services to businesses. Tobacco initiative 7 Nonprofi t sector. Tobacco farmers and health advocates join forces to improve health and create sustainable options for tobacco communities and families. xiii