đ« Collaborative work over just working together
Collaborative work can be defined as:
A way of interacting among people who, with a common goal, work together through their different skills, perspectives, and knowledge, sharing responsibilities, open communication, and a cooperative attitude.
đč Key Elements of Collaborative Work:
đȘ Shared goal:
All team members are aligned toward a common goal. Itâs not just about âworking togetherâ but doing so with shared intention.
đ Positive interdependence:
Each person brings unique value, and oneâs success enhances the success of others. No one shines alone.
đŹ Open and empathetic communication:
Active listening is encouraged, with clear language and space to disagree without destructive conflict.
đŁïž Constructive feedback:
Feedback is frequent, useful, and mutual. It serves as a tool for continuous learning and collaborative improvement.
đ Individual and group responsibility:
Each member commits to their tasks, but also to the outcome of the team.
đ Trust and mutual respect:
Team members value each otherâs ideas and emotions, creating a safe space for creativity.
đ§ From the Perspective of Patrick Lencioni (The Ideal Team Player):
Lencioni highlights that a functional team is built on three essential virtues:
Humility: Prioritizing the teamâs success over personal ego.
Hunger: A strong motivation to contribute and grow.
People smarts: Being aware of how one affects others.
These traits are essential for healthy and effective collaboration.
â What Is NOT Teamwork?
đ Working in parallel without real interaction
Each person does their part without coordination, idea sharing, or reviewing progress together.
They resemble separate gears, not a cohesive engine.
This dynamic resembles more of a sequential task division than real collaboration. For instance, in an assembly line, one person can't proceed until the previous task is completedâbut this does not require dialogue, feedback, or joint adaptation. Itâs a dependency relationship, not active cooperation.
In contrast, in disciplines like rowing or canoeing, everyone must row in sync, with precise coordination and shared vision. No one advances alone; results depend on physical and mental alignment toward a common goal. That is true collaborative work.
đ Dominance by one person (authoritarian leadership)
One person makes all decisions and others only execute without input or questioning.
Thatâs not collaborationâit's obedience.
đŹ Meetings without balanced participation or listening
A few dominate the conversation while others stay silent due to fear, apathy, or lack of space.
Thereâs no dialogue, only one-way exposure.
𧩠Task division without a shared purpose
Tasks are assigned without explaining the âwhyâ or how they connect.
Leads to fragmentation and lack of commitment.
đ False harmony (conflict avoidance)
Everyone says âyesâ to avoid tension but doesnât express real disagreements.
Thereâs no trust or authenticity, just conformity.
đš Lack of shared responsibility
When something fails, blame is placed elsewhere (âI did my partâ) instead of owning it as a team.
No sense of collective ownership.
đ€ Fear of speaking up, criticizing, or proposing
An environment where people cannot express mistakes, new ideas, or personal needs.
Creativity and continuous improvement are stifled.
đŻ Focus on individual goals over team outcomes
People aim to stand out or meet personal KPIs without considering the group impact.
âI winâ kills âwe win.â
đ Disorganization and unclear roles
Itâs unclear who does what, when, or how. Everyone assumes someone else will do it.
Leads to chaos, blame, and frustration.
đ Lack of trust and mutual support
No one has each otherâs back or offers help when needed.
It feels like a room full of individuals competing instead of a team.
đ§ Dysfunctions of a Team:
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to collective results
â The Most Common Self-Deception: "Working in a team" without truly doing it
âWorking in a teamâ does NOT mean delegating your responsibility and expecting others to do the work.
NVC (Marshall Rosenberg):
When someone says they work in a team but doesn't collaborate actively, there's a disconnect between intention and action.
Jocko Willink (Extreme Ownership):
âThere are no bad teams, only bad leaders.â
Expecting others to carry your load is avoiding personal leadership.
đ Common Consequences:
Trust breaks down.
Some carry more weight while others disengage.
Efficiency drops, and passive-aggressive conflicts increase.
The team looks functional but is fractured underneath.
đ Manifesto for Collaboration
We are discovering better ways to collaborate by working together with purpose and helping others do the same. Through this practice, weâve come to value:
Shared responsibility over passive delegation.
Individual accountability more than shifting blame or avoiding ownership.
Active contribution more than mere presence in meetings.
Empathy and mutual respect over imposed hierarchies.
Honest, assertive dialogue more than superficial harmony.
Conscious adaptation more than rigid roles and processes.
Commitment to collective results over individual achievements.
Ongoing, two-way feedback more than occasional, top-down evaluation.
A culture of continuous improvement over settling for the status quo.
That is, while we see value in the items on the right, we value those on the left more.
đ References
Lencioni, P. (2016). The Ideal Team Player. Jossey-Bass.
Lencioni, P. (2002). The Five Dysfunctions of a Team. Jossey-Bass.
Whitmore, J. (2017). Coaching for Performance. Nicholas Brealey Publishing.
Rosenberg, M. B. (2003). Nonviolent Communication: A Language of Life. PuddleDancer Press.
Willink, J. (2020). Leadership Strategy and Tactics. St. Martinâs Press.
Scott, K. (2017). Radical Candor. St. Martinâs Press.
Cialdini, R. (2016). Pre-Suasion. Penguin Random House.
Thomas Erikson (2019). Surrounded by Idiots. St. Martinâs Essentials.