Interdependent Collaboration
Interdependent Collaboration

Productive interdependence moves relationships from protection to possibility. Exploration of this topic includes an understanding of how our traditional independent mindset is outdated, the need for greater skills to accomplish goals, forecast, inquiry and inspiration.

Traditional Approach: Independence

The foundation of our society is built on the self-determination and survival. Independence has important benefits. It yields greater focus, stronger boundaries. For strong enterprises that are self-contained with their own resources, knowledge and skills, independence is advisable. The issue with them today is that our world has become more complex, and connected in numerous ways (technical, communication, transportation, politically, etc.) The independent spirit can also isolate groups with unnecessary redundant processes, administration and staff in today’s complex environments.

Autonomy is a by-product when expertise segments one from other disciplines. Expertise is granted privileges over those without traditional skill sets. The problem is that experts from different fields do not share information, thus weakening their abilities to explore, discover! Independence is not comprehensively functional for all scenarios. Traditional organizations operate independently with their own administrative processes managed from within. This prevents them from associating outside the boundaries. “Silo’ed” independent groups, reduce effectiveness, communication, creativity and collaboration.

Interconnection Is Necessary

As individuals, our interdependence is a fundamental feature of existence. (Lai 2006) Studies have found that persons who have greater skill for independent relationships find that their friend was instrumental in their personal success in meeting their goals. (Chua, Milyavskaya, and Koestner 2015). For groups, interdependence is based on the environmental context. “The previous generation built its networks and assets during a time when nation-states reigned unchallenged.” (Altınay & Brookings 2011) Today we live in multi-disciplinary, technically connected and international environments. These respond well to many of the same approaches of those which are smaller and less interfaced. However, the conventional strategy of alignment towards mutual goals irrelevant in these complex systems. These groups do not have mutual goals.

In these environments mutual goals is an obsolete practice and pedantic. To effectively create solutions, the ability to relate and move interdependently is necessary. Interdependent behaviors include sharing information (i.e. resources, contacts), negotiation towards mutually satisfactory results, calm conversation, conflict resolution, and influence without manipulation. Traditional organizations have a boundary perimeter around them, holding all information and business within them. Interdependent organizations work beyond these closed structures. Compromise is required between systems, agreement between those who have different goals or different interests is absolutely necessary.

Best Practice: Interdependence

Interdependence has a largely overlooked role in the how systems operate. (Sun Young, Pitesa, Thau, and Pillutla 2015) Even though skills for interdependence exist in organizations, they are needed in greater magnitude and more focused toward goal achievement. Interdependence can be both an inertial influence or adaptive. It depends on the system’s interdependency patterns and rules. (Albert, Kreutzer, & Lechner 2015). Therefore, Grounded Change focuses on those patterns and rules that impact adaptive change. Introduction of the interdependent skill-set represents a disruptive transition with all the issues involved in change processes. Given our innate independence and the cultural reinforcement of detachment, interdependence must be learned. There are ways to minimize the resistance. Instruction is key to preparation for changes. When people learn these skills they develop new skills and moreover, new perspectives. Learning and practice of skills for interdependence upgrades the system’s capacity to manage resistance, overcome obstacles, and innovate. Regular interdependent skills ground the capacity for change in groups. The ability to affiliate with other systems broadens the scope of influence.

Fortunately, a cadre of skilled change agents can exponentially accelerate the dimensions of dexterity and sphere of interdependence.

Forecast

The United States’ independence was founded by its unification of contiguous, discordant groups. As Benjamin Franklin stated, “We must all hang together, or assuredly we shall all hang separately.” (Wood 2006) Today we are faced with similar need for hanging together. However, the challenge we face is to build functional processes that extend beyond the protective boundaries established for independence. That applies to individuals, groups, communities, organizations, and international transactions.

America’s and other countries’ activities this century are impacted by an interconnection of global economic, political, and social forces. To advance successfully, our functioning needs to progress so that we can exchange ideas, discoveries and commerce effectively. Skills for interdependence is not a sweet concept; interdependent intelligence is absolutely required for a competitive advantage. In fact, many industries have entered a stage where interdependence is alive and working. They need to both improve their interdependent change skills as well as apply advanced strategic approaches.

Inquiry

  • How well developed are your interdependent skills?
  • How well do you share information (i.e. resources, contacts), negotiate with different mindsets or culture, manage self, resolve conflict, or influence without manipulation?
  • How well does your organization interact with others?
  • Do you have interdependent processes that independent goals?
  • How well does your strategy move you towards your goals in this interconnected world?

Inspiration

Benjamin Franklin referred to a nation of unity within its own boundaries. (Wood 2006) A politician of this millennium, Cory Booker, commented on the country’s need to participate interdependently in the global arena; “In American…history, our advancements, our global strength all point to an America Declaration of Interdependence,” (Gilllespie, A. 2012)

REFERENCES

Albert, D., Kreutzer, M., & Lechner, C. (2015). Resolving the paradox of interdependency and strategic renewal in activity systems. Academy Of Management Review, 40(2), 210-234. doi:10.5465/amr.2012.0177Altınay, H., & Brookings, I. (2011). Global civics: Responsibilities and rights in an interdependent world. Washington, D.C.: Brookings Institution Press.

Benjamin Franklin. (n.d.). BrainyQuote.com. Retrieved December 17, 2015, from BrainyQuote.com Web site: http://www.brainyquote.com/quotes/quotes/b/benjaminfr151597.html

Cory Booker. (n.d.). BrainyQuote.com. Retrieved December 17, 2015, from BrainyQuote.com Web site: http://www.brainyquote.com/quotes/authors/c/cory_booker.html

Chua, S. N., Carbonneau, N., Milyavskaya, M., & Koestner, R. (2015). Beyond the self in self-control: The role of relational interdependent self-construal in goal pursuit. Journal Of Social & Personal Relationships, 32(3), 330-343 14p. doi:10.1177/0265407514533228

Gilllespie, A. (2012). The new black politician: Cory Booker, Newark, and post-racial America. NYU Press: 1st Edition, 1st Printing edition.

Lai, K. (2006). Learning from Chinese philosophies: Ethics of interdependent and contextualised self. Aldershot, England: Ashgate.

Sun Young, L., Pitesa, M., Thau, S., & Pillutla, M. M. (2015). Discrimination in selection decisions: Integrating stereotype fit and interdependence theories. Academy Of Management Journal, 58(3), 789-812. doi:10.5465/amj.2013.0571