Times of Uncertainty - Nurture Collaboration
Times of Uncertainty - Nurture Collaboration
In times of great uncertainty, it is often our human instinct to find comfort by thinking and acting on our own, focusing more on the things we can control. The current turmoil in the business climate call for people to do the precise opposite – what we need more than ever is collaboration. What are the psychological reactions that cause us to retreat in this way and how can leaders go about encouraging collaboration across their organisation?
In the face of turbulence and ambiguity, it's a natural human instinct to seek solace within the confines of our own thoughts and actions. This retreat into oneself often manifests as a reluctance to venture into the unknown, a increased sense of competitiveness, and a narrowing focus on personal interests and controllable variables. While this response may provide a sense of security in the short term, it is precisely the opposite approach needed to navigate periods of uncertainty effectively. In times of great uncertainty, it is paramount to nurture collaboration and avoid isolation. It's a time for individuals and communities to come together, pooling their diverse perspectives, insights, and expertise to inform and execute better decisions. Rather than solely focusing on immediate gains or safeguarding individual interests, there's a critical need to shift our gaze towards long-term value creation.
Compelled to think beyond the conventional and explore innovative solutions to emerging challenges, creativity becomes a powerful ally, which is also best nurtured collaboratively. Encouraging more creativity within your organisation demands a departure from siloed thinking, towards a mindset that embraces interdisciplinary collaboration and cross-pollination of ideas.
Organisational Psychologist and Senior Consultant, Alumni
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“In times of uncertainty, identifying efficiencies and harnessing synergies becomes imperative. By leveraging collective strengths and resources, we not only enhance our resilience but also maximize our capacity to adapt and thrive in dynamic environments”
As the speed of change in almost all dimensions of life increases, the business landscape is affected and the ingredients in the recipe for great leadership will also be challenged.
Our recent research into what it means to practice “good leadership” in today’s context found that it is key to nurture the type of collaboration that help organisations move away from siloed thinking, and instead harness a cross-pollination of ideas and build on collective strengths. This is the way to successfully build durable businesses creating value long term.
“When partnering with our clients to identify the type of leadership that will be key for future success, it is clear that we need leaders that on top of their experience and expertise, show characteristics that include a strong sense of humanity, authenticity, a drive for growth and an agile mindset”
5 things to help you increase collaboration in your organisation
Practice and encourage active listening skills.
Instead of waiting for your turn to speak your mind, actively listen and capture what is being said amongst the people around you. Being a good listener fosters a greater understanding, empathy and trust between you and your team. Key to building a psychologically safe workplace, you will want to incorporate active listening practices to help improve team dynamics and build stronger relationships within the workplace.Have an exploratory mindset.
Encourage and allow different perspectives to be voiced, exploring one perspective at a time. As a leader you will often be better received if you yourself jump into the boat and row together with your team, instead of standing on the sidelines shouting instructions.Nurture relational coordination to help shape how your team(s) approach one another and work together, across organisational boundaries.
Dealing with complex issues in a workplace with often highly interdependent work is most effectively coordinated through relationships of shared goals. Identify who needs to collaborate and how. This relates to the management team and throughout the organisation.Identify the problems vs paradoxes to navigate.
You need to come to terms with those complexities within your organisation that cannot be solved in the more traditional way, such as two opposing sides and a problem that can be solved and checked-off the list. Learning how to pick up on and endure cognitive dissonance within your organisation will help you address those conflicting sides and help foster understanding and empathy within your organisation.Adapt a growth mindset.
Experimenting, valuing process and progress and learning from others and each other will help you and your team thrive on challenge. Practice seeing failure as a springboard for growth and an opportunity to develop abilities.
While the instinct to retreat inward is understandable, it's precisely during such moments that we must resist this urge and instead embrace collaboration, creativity, and synergy. By doing so, we not only boost our collective resilience but also pave the way for sustainable growth and progress in the face of uncertainty.
Alumni
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