Problems with collaborating? Excuses, excuses!
In our recent presentation at the ICW Members Day we explained why managers fail to collaborate. The evidence comes from our research over 25 years of strategic relationships in 242 organisations and over 4K comments made to us by 1200+ senior managers.
Unlike traditional generalised investigation approaches, our methodology uses a research tool developed with Cranfield School of Management. It looks at pairs or groups of ‘collaborating’ organisations. It quickly identifies specific root causes such as communication breakdowns and process problems and, highlights sources of good practice. Moreover, it tells managers where to remove partnership irritants, build mutual loyalty, create awareness of opportunities and confirms that improvements made have actually worked.
We have put our conclusions into our latest book Why Managers Don’t Collaborate where we describe the two main myths which dominate managers’ attitudes and decisions:
Of course, we do it - it’s common sense, so we do what we’ve always done, it’s business as usual. Although we are not very happy with the results. The profits aren’t what we thought they’d be!
It’s all too difficult, we’re too busy, there’s no money to spend on extras.
These attitudes can be summarised as Socio-Economic Investitude, where human and business pressures and behaviours obstruct investment in relationship management.
The real fault lies with senior leaders “that do not understand the power of collaborative management,” leaving managers unsupported, overworked and unprepared to adopt the additional responsibilities collaboration demands. The main cause is a pervasive misunderstanding that collaborative working is a distinct professional discipline. Thus, they fail to invest in the structures, skills, long-term thinking and leadership that make collaboration succeed.
Sadly, these attitudes are widespread and have persisted over the years. Effective Enterprise Relationship Management creates an environment that energises fully committed and involved staff. This widespread enthusiasm feeds back into the alliance, creating an upward spiral of continuous success.