A"ributes	
  of	
  Successful	
  
Collabora2on	
  
Observa2ons	
  on	
  observable	
  
a+ributes	
  of	
  successful	
  
c...
Problem	
  Defini1on	
  
•  “What	
  problem	
  are	
  you	
  solving?”	
  
•  Collabora2ons	
  are	
  an	
  opportunity	
 ...
Problem	
  Defini1on
	
  
•  In	
  sustained	
  collabora2ons	
  all	
  of	
  the	
  roles	
  
represented	
  clearly	
  se...
Problem	
  Scope
	
  
•  “What	
  can	
  we	
  realis2cally	
  accomplish?”	
  	
  
•  The	
  opportunity	
  must	
  be	
 ...
Sponsorship
	
  
•  Sustained	
  collabora2ons	
  benefit	
  from	
  
execu2ve	
  sponsorship	
  
•  The	
  defined	
  probl...
Champion(s)
	
  
•  Successful	
  collabora2ons	
  have	
  one	
  or	
  more	
  
public	
  champions	
  who	
  are	
  will...
Structured	
  external	
  evalua1on
	
  
•  sustained,	
  collabora2ons	
  benefit	
  from	
  
external	
  reten2on	
  of	
...
Path	
  towards	
  meaningful	
  inclusion
	
  
and	
  expansion
	
  
•  Successful	
  collabora2ons	
  go	
  beyond	
  th...
Opera1onal	
  adaptability
	
  
•  Sustained	
  collabora2ons	
  become	
  more	
  than	
  a	
  
project	
  temporarily	
 ...
Opera1onal	
  adaptability
	
  
•  Projects	
  that	
  remain	
  isolated	
  to	
  a	
  personality,	
  
or	
  are	
  pers...
Organiza1onal	
  capacity
	
  
•  “Are	
  you	
  actually	
  organized	
  to	
  accomplish	
  
this?”	
  	
  
•  Inter-­‐i...
Trust	
  and	
  vulnerability
	
  
•  Collabora2ons	
  require	
  trust.	
  
•  Collabora2on	
  requires	
  that	
  we	
  ...
Transparent	
  technology
	
  
•  Keep	
  technology	
  placed	
  appropriately:	
  Not	
  in	
  
the	
  background	
  but...
Attributes of successful collaboration
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Attributes of successful collaboration

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Attributes of successful collaboration

  1. 1. A"ributes  of  Successful   Collabora2on   Observa2ons  on  observable   a+ributes  of  successful   collabora1ons  
  2. 2. Problem  Defini1on   •  “What  problem  are  you  solving?”   •  Collabora2ons  are  an  opportunity  to  solve  a   problem,  or  a  challenge,  or  a  puzzle.   •  These  are  opportuni2es  to  accomplish   together  what  we  can’t  do  alone.   •  Take  the  2me  to  define  the  common  problem   to  solve   •  Avoid  leaping  to  solu2ons  before  adequately   iden2fying  the  problem  
  3. 3. Problem  Defini1on   •  In  sustained  collabora2ons  all  of  the  roles   represented  clearly  see  the  value.   •  It  is  clearly  ar2culated  and  easily   communicated  to  others.  
  4. 4. Problem  Scope   •  “What  can  we  realis2cally  accomplish?”     •  The  opportunity  must  be  is  scoped   appropriately:   •  It  is  big  enough  to  require  collabora2on  .  .  .     •  .  .  .  yet  small  enough  to  actually  accomplish   the  objec2ve.   •  Defining  the  problem  and  scoping  it  well  helps   define  the  limits  of  what  can  be  accomplished.  
  5. 5. Sponsorship   •  Sustained  collabora2ons  benefit  from   execu2ve  sponsorship   •  The  defined  problem  is  clear  and  sponsors  can   easily  get  behind  it  in  a  produc2ve  and   persistent  manner.   •  While  not  a  guarantee,  sponsorship  will  be   helpful  in  weathering  organiza2onal  and   funding  storms  down  the  road.  
  6. 6. Champion(s)   •  Successful  collabora2ons  have  one  or  more   public  champions  who  are  willing,  able,  and   eager  to  go  to  bat  for  your  collabora2on.   •  Champions  can  be  found  in  campus   presidents,  provosts,  deans,  CIOs,  Librarians,   •  technologists,  faculty,  corporate  and  industry   leaders.    
  7. 7. Structured  external  evalua1on   •  sustained,  collabora2ons  benefit  from   external  reten2on  of  individual  or  agency  to   document  progress.   •  Having  an  unbiased  eye  review  the  program   plan,  objec2ves,  and  scheduled  outcomes  can   provide  u2lity  during  and  aPer  the  program.   •   Grant  funded  programs  benefit  from   scheduled  reports  and  can  inform  repor2ng.  
  8. 8. Path  towards  meaningful  inclusion   and  expansion   •  Successful  collabora2ons  go  beyond  the   individual  and  the  immediate.   •  When  thinking  through  problem  defini2on   and  scope,  include  the  means  to  create  a   conduit  to  present  the  work  through  case   studies,  ar2cles,  essays,  and  workshops.   •  Build  this  poten2al  into  the  program  plan  and   schedule  the  resources  to  execute  a   communica2on  plan.  
  9. 9. Opera1onal  adaptability   •  Sustained  collabora2ons  become  more  than  a   project  temporarily  layered  over  pre-­‐exis2ng   responsibili2es  of  an  individual.     •  Sustained  collabora2ons  are  programma1c.   •  Sustained  collabora2ons  become  a  program   that  is  a  part  of  the  organiza2onal  DNA.    
  10. 10. Opera1onal  adaptability   •  Projects  that  remain  isolated  to  a  personality,   or  are  persistently  separate  will  not  be   sustained.   •  The  work  is  in  danger  of  being  deemed  a   distrac2on  rather  than  fundamental  and   programma2c.   •  This  is  where  sponsorship  and  clearly  defined   problems  statements  come  into  play.  
  11. 11. Organiza1onal  capacity   •  “Are  you  actually  organized  to  accomplish   this?”     •  Inter-­‐ins2tu2onal  collabora2ons  are   frequently  ini2ated  in  a  flurry  of  enthusiasm.   •  Before  commiWng  to  a  collabora2on,  review   the  problem  defini2on,  scope,  and  project   plan  to  iden2fy  required  organiza2onal   resources  and  departmental  rela2onships.  
  12. 12. Trust  and  vulnerability   •  Collabora2ons  require  trust.   •  Collabora2on  requires  that  we  are  vulnerable   -­‐    and  that  requires  a  safe  environment   •  Be  ready  to     –  work  together  in  a  public  manner   –  allow  others  to  work  collabora2vely  on  it  before  it   is  "polished"  to  your  sa2sfac2on   –  show  your  work  before  it  is  "finished”    
  13. 13. Transparent  technology   •  Keep  technology  placed  appropriately:  Not  in   the  background  but  not  center  stage  either.   •  Technology  tools  change  quickly.  Don’t  make   it  about  the  tools.   •  Be  cau2ous  about  leaping  to  a  technology   solu2on  before  you  have  fully  defined  the   problem.   •  Don’t  get  stuck  because  you  commi"ed  to  a   technical  solu2on  to  a  pedagogical  problem.  

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