How to Design for Collaboration
I love working with people. When people in a workshop are in a flow state, completely in the moment, working together on the issue at hand, it feels magic. When people get creative, when they push the boundaries of what they are used to do, free themselves of the embarrassment of what they can possibly do, show, or allow to happen, especially in front of others. Even when conflict arises, when teams refuse to collaborate, I see it as a form of energy which you can make use of.
I am a facilitator, a hypno-systemic coach and design thinker. I work with teams and individuals, with networks, businesses, organizations and with very large groups of people, online and offline. What I do, in a nutshell: I help people get stuff done. Because I help to enhance collaboration.
Collaboration, I find, is crucial for success. And for collaboration to thrive, there’s a lot you can do.
People like to be invited to participate. And generally, they like to contribute – as long as their experience, their time and their personal integrity are being respected.
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Start with the purpose and character:
What do you want to come out of your workshop? Who are the people you need, in order to achieve this? Should it be done online or in person? Design your workshop accordingly. And be aware that whatever decision you make, will be an intervention: location, time, people, format, structure, tonality.
Invitation:
People like to be invited to participate. And generally, they like to contribute – as long as their experience, their time and their personal integrity are being respected. A true invitation leaves space for a yes and a no - without negative consequences if it’s a no. There will be a good reason for it.
Orientation:
When participants say yes to an invitation, they still need a good orientation regarding what exactly they are committing to. So, before and during a workshop, let them know what is going to happen. Give them a clear structure, communicate the purpose and goal of the workshop, allow time for the participants to land safely in the setting that you chose, and ideally visualize everything that you do during the workshop.
Expectation management:
You will want to give your participants a good sense of what is expected of them, too. How can people contribute, and what will be done with the results of all the work? Are they really able to make a difference? Be mindful of what you ask for.
Safe space:
The most critical factor for successful collaboration is psychological safety. This is what the Google Aristotle project found out about ten years ago. It is important that I can be comfortable with my vulnerability and take risks, e.g. ask questions or address difficult topics. Some ground rules can help create a safe space in your workshop.
Pace it.
A workshop is not only about the steps you go in your process and rushing to your goal in the most efficient manner. It is equally about the breaks. Because it is during the breaks that people connect, relax, and refill their batteries. And this is when serendipity can thrive and the best ideas come into life.
It is your responsibility as a facilitator to safeguard that people stay happy and healthy during the collaboration process. Take the body into account, don’t just cater for the mind. An online format shouldn’t be the same length as an in-person workshop. Take more breaks! Vary the format, so the participants include non-virtual tasks and materials, or they go out in pairs and talk over the phone, instead of sitting in front of their screens all the time.
Play, experiment, laugh a lot!
So this is my experience and heart-felt appeal: No matter if you work online, or physically in a room: encourage playfulness! Growth happens where you leave your comfort zone. When you enter into the “as if”-zone, don’t take it too seriously just yet. Draw, build, role-play, tell stories. Include the subconscious, go onto inner journeys or experiment with objects as
representatives of stakeholders. Experimentation helps to climatize to a future which is still to emerge, and find flaws in your solutions early. And it creates – in a safe space – an atmosphere which invites opportunities.