Post on 29-May-2020
transcript
Keynote: What’s Your Collaborative Intelligence?Collaborative Intelligence?
9:15 – 10:45 am
Dale Ainsworth, PhDDale Ainsworth, PhDValley Vision
Keynote Session Sponsored By:
Collaborative Competence: How Collaborative Competence: How Does your Does your Organization Stack Organization Stack Up?Up?
The 27th Annual Rural Health Care SymposiumSymposium
February 29, 2012February 29, 2012
The California Hospital Associationp
What thehell is water?
A Short Story About CollaborationA Short Story About Collaboration
DefinitionsDefinitions
• Col-lab-o-rate [kuh-lab-uh-reyt] (verb): to work [ y ] ( )with others on a joint project.
1 ( )• 1Col-lab-or-a-tive [kuh-lab-uh-rey-tiv] (adjective): characterized or accomplished by collaboration.
• 2Collaborative (noun): a group of organizations, agencies, institutions, and/or individuals that g , , /have agreed to work together to accomplish a jointly held goal.
“Wicked Messes”“Wicked Messes”• Entangled, large-scale, intractable, and
complex societal problems and issues that have unique characteristics:&&
Big ProblemsBig Problems
have unique characteristics:
– Transcend and span known boundaries and domains (jurisdictional, (j ,functional, professional, organizational, generational)
d d k– Interdependent nature makes it difficult to disentangle root causes
Complexity makes them unyielding to– Complexity makes them unyielding to single, overly simplified efforts
– Beyond the capacity of any oneBeyond the capacity of any one agency, organization, government, or jurisdiction
BigBigBig Big Problems Problems Need Big Need Big SolutionsSolutions “No problem can be SolutionsSolutions
solved from the same level of consciousnesslevel of consciousness
that created it.”
Albert Einstein
Why is it so hard to Collaborate?Why is it so hard to Collaborate?
“ trying to build a [collaboration] is like a…trying to build a [collaboration] is like a polyglot crew of laborers constructing a
house out of misshapen fragile and costlyhouse out of misshapen, fragile, and costly lumber on a muddy hillside swept by
periodic storms ”periodic storms. Eugene Bardach, author, Getting Agencies to Work Together
“…simply agreeing to work together does not automatically ensure success.”
Barbara Gray, from The Oxford Handbook of Inter-organizational Relations
Why?Why?• Unique structures that require unique skills and
competencecompetence
• Society is built to support organizational y pp geffectiveness (not inter-organizational)– Schools seldom teach collaborative effectiveness
Over reliance on experts focusing on one topic or– Over-reliance on experts focusing on one topic or discipline
– Still hung up on the Cartesian view of reductionism
• Organizational sciences have not examined collaborationscollaborations
The “Science” of CollaborationThe “Science” of Collaboration
Elements Elements of of
StructureStructure
Shared Goals and Feedback Access to ResourcesShared Goals and Feedback Mechanisms
Access to Resources(Political, Social Capital, Economic)
The “Right” Stakeholders
Client CentrismLeadership & Administration
Function
Group Process Skills
Stakeholders Function
Group Process Skills(Functional norms, conflict resolution,
governance structures)
Information Distribution System(Supports real-time communications)
Foundation of Trust and Readiness to Act
"Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns — the ones we don't know we don't know.“
Defense Secretary Donald Rumsfeldy
Top Ten Issues that Keep Hospital CEOs Top Ten Issues that Keep Hospital CEOs Up at NightUp at NightUp at NightUp at Night
1. Financial challenges
2 H l h f i l i2. Health care reform implementation
3. Patient safety and quality
4 Governmental mandates4. Governmental mandates
5. Care for the uninsured
6. Physician-hospital relationsy p
7. Patient satisfaction
8. Technology
9. Personnel shortages
10. Creating an accountable care organization
Source: American College of Healthcare Executives, Annual CEO survey, 2011.
The Old and the NewThe Old and the New
Linear Strategy Adaptive Strategy
• Focuses on prediction based on past performance
• Assumes consistency — the
• Honors the past, but isn’t bound by it
• Assumes the future will be• Assumes consistency the future will resemble the past
• Assumes the future will be consistently inconsistent
• Goal is agility — to • Goal is stability — to
maintain stability and maximize organizational
maximize organizational performance through developing the ability tomaximize organizational
performancedeveloping the ability to integrate changes quickly and painlessly
Collaborative Competence as an Collaborative Competence as an Adaptive StrategyAdaptive StrategyAdaptive StrategyAdaptive Strategy
“The measure to which an organization can establish, maintain, and leverage productiveestablish, maintain, and leverage productive
relationships with other organizations, agencies, institutions, and community groups to attaininstitutions, and community groups to attain
mutually held goals.”
Dale Ainsworth
BuiltBuilt to Collaborateto CollaborateBuiltBuilt to Collaborateto Collaborate
“All organizations are perfectly designed to h l h !”get the results they get!”
Arthur Jones (from David Hanna’s Designing Organizations for High Performance)
HighHigh--Leverage Design ComponentsLeverage Design Components
Reward Systemsy
The manner and method in which Information
employees are both formally and informally remunerated for their
work in the
Systems
The method in which Measurement S twork in the
organization information is
distributed, and to whom, throughout and
beyond the
Systems
The methods of h i ibeyond the
organization gathering, assessing,
and disseminating organizational performance pinformation
Reward SystemsReward Systems“Th i b bl i l“There is probably no single
action management can take that will affecttake that will affect
credibility more than making sure that the
organization’s strategies, policies, and pay, as well as
informal rewards andinformal rewards and signals, are in conformity
with each other.”with each other.
Richard Beckhard & Wendy Pritchard, h hChanging the Essence
Assessing Reward Systems to Assessing Reward Systems to Produce CollaborationProduce CollaborationProduce CollaborationProduce Collaboration
• Do job descriptions include an expectationDo job descriptions include an expectation that individuals expend time and effort to collaborate both internally and externally?collaborate both internally and externally?
D i d i i• Do compensation and incentive systems include financial rewards for individuals
f ll i i i i ll b isuccessfully participating in collaborative efforts both internally and externally?
Information Information SystemsSystemsSystemsSystems
“Information is the oxygen of the modernoxygen of the modern age. It seeps through the walls topped bythe walls topped by barbed wire, it wafts across the electrifiedacross the electrified borders.”
Ronald Regan
Assessing Information Systems to Assessing Information Systems to Support CollaborationSupport CollaborationSupport Collaboration Support Collaboration
• Is information collected and cataloged at theIs information collected and cataloged at the “collaborative level”?
• Do individuals within the organization have d i f i d dready access to information needed to
support collaborative efforts?
• www.healthylivingmap.comy g p
Developing Collaborative Measurement Developing Collaborative Measurement SystemsSystemsyy
Point-of-Vi
Degree of Effectiveness
AlbView Tucson, AZ Akron, OHAlbuquerque,
NMProvidence, RI
Client &Family
Low Low Moderate High
Case ModeratelyL Hi h
Moderately Managers
yHigh
Low Highy
Low
Source: Provan, K. G., & Milward, H. B. (1995). A preliminary theory of interorganizational network effectiveness: A comparative study of four community mental health systems. Administrative Science Quarterly, 40:1, 1-33.
Assessing Measurement Systems Assessing Measurement Systems to Support Collaborationto Support Collaborationto Support Collaborationto Support Collaboration
• Do community level metrics exist that extend beyond organizational boundaries?
• Are there agreed upon goals and objectives that can only be attained through collaborative y gefforts?
f h h ll b f h• If so, are there metrics that allow members of the collaboration to assess progress toward these goals and objectives?goals and objectives?
Tolerance for DiversityTolerance for Diversity
"Human diversity makes tolerance more than a virtue; it makes it a requirement for survival "virtue; it makes it a requirement for survival.
René Dubos(1901-1982)
French-born American Microbiologist, Environmentalist, HumanistHumanist
Overwhelmed by Diversity
Toward greater effectivenessiv
enes
s Toward greater effectivenessup
Eff
ect
Gro
u
Diversity of Group Members
Assessing Tolerance for Diversity Assessing Tolerance for Diversity Withi th O i tiWithi th O i tiWithin the OrganizationWithin the Organization
• How diverse is the organization along multipleHow diverse is the organization along multiple dimensions, including, but not limited to?
Race/ethnicity
Generational
Gender
IdeologyIdeology
Economic status
OtherOther
ConclusionConclusion
“Change before you have to ”Change before you have to.Jack Welch
“The only way to make sense out ofThe only way to make sense out of change is to plunge into it, move with it,
and join the dance ”and join the dance.Alan Watts
Thank you
Dale Ainsworth, PhDValley Vision (916) 325-1630d l i th@ ll i idale.ainsworth@valleyvision.org