Most leaders are acutely aware of the time and energy wasted when collaboration fails. In this interview, workplace conflict researcher, independent trainer and consultant Thomas Jordan shares five tangible conditions that strengthen collaboration. It is on how organisations structure forums, roles, and culture to enable people to raise challenging issues in a timely manner and resolve them collaboratively. The following ideas provide a practical basis for leadership teams seeking to reduce unnecessary conflicts, enhance learning, and achieve more sustainable outcomes.
As an experienced workplace conflict resolution expert, Thomas Jordan has explored the traits of cultures in which collaboration flourishes, rather than focusing solely on conflict.
Providing leaders with the foundations for effective leadership
A key insight is that outstanding leaders alone are insufficient. To really succeed in building a robust culture of collaboration, leaders must be equipped with the appropriate organisational conditions.
– It will not be enough to be an excellent leader if the leader themselves faces an unsustainable workload or is required to lead in an ambiguous environment. Organisations aspiring to foster such a culture must invest in the foundations of effective leadership, which means ensuring the right conditions are in place. From there, we can further develop leadership by enhancing communication skills and cultivating a psychologically safe environment, says Thomas Jordan.
The five traits of a robust collaborative culture
According to Thomas Jordan, there are five prerequisites for establishing a robust collaborative culture:
- The organisation has set up effective forums where employees can voice concerns and discuss significant matters.
- Leadership ensures that reasonable conditions are in place for effective management.
- The organisation encourages employee engagement by providing appropriate opportunities for staff to assume and embrace responsibility.
- The organisation and its leaders consistently nurture culture and core values over the long term.
- Senior management offers clarity regarding organisational structures, responsibilities, delegation, and policies.
Acknowledge conflict potential
Furthermore, a robust collaborative culture recognises potential sources of conflict at an early stage. Conflict potential refers to organisational issues that may give rise to tensions or disputes.
– Typically, this revolves around resource allocation, clarity of responsibilities and workload, organisational structure and order, and mutual expectations regarding behaviour, says Thomas Jordan, adding:
– The strategies for addressing these issues will vary depending on whether they are structural or interpersonal in nature.
Take the time to prioritize critical issues
A robust culture of collaboration does not form by incident, but by investing time and resources. Although management teams may struggle to allocate time for long-term strategic work, Thomas Jordan recommends taking the time to identify and prioritise issues which, if left unaddressed, could escalate into future conflicts.
– Management teams often face considerable operational pressures. I suggest bringing in consultants with expertise to help teams clarify these issues and develop suitable strategies for managing them.
Ideally, every employee would be fully mature, self-aware, and confident, but this is rarely the case.
– Therefore, leaders must foster psychological safety and adopt a constructive, solution-oriented approach that does not trigger defensive reactions. We should strive for mutual understanding rather than seeking scapegoats, says Thomas Jordan.
How the robust culture of collaboration boosts learning
A robust collaborative culture is closely linked to organisational learning. In fact, creating such a culture also provides a strong foundation for building a learning organisation, says Thomas Jordan.
– The key to learning lies in being able to openly discuss important matters—not just sharing ideas, but also acknowledging problems or conflicts, so that the organisation can remain focused on its mission, respectfully. This is fundamental.
AI – a possibility for better collaboration
How the evolution and adoption of AI will impact collaboration within organisations remains to be seen. It is likely that AI will become a common team member, placing new demands on collaborative practices. Thomas Jordan is both optimistic and apprehensive about the future of AI as a colleague and teammate. While AI is a fundamental and versatile technology, and there are legitimate concerns about its potential downsides, he also believes it could support the creation of more collaborative organisations.
– It is such a fundamental and versatile technique. And though I fear many things which AI can destroy, I also think it can provide us with help regarding building more collaborative organisations.
Thomas Jordan envisages AI-based tools that teams could invite to observe and provide feedback on their communication and creative thinking. Such tools would not only contribute creative ideas but also help teams better understand how to communicate more effectively with one another
– There is real potential for AI to enhance the quality of workplace communication and relationships.
ABOUT: This is Thomas Jordan
Thomas Jordan is an associate professor and former lecturer in work science at the University of Gothenburg. He now works as an independent trainer and consultant. This winter, he will publish a new edition of the book Att bygga en robust samarbetskultur: förebygga konflikter i arbetslivet (Building a Robust Collaborative Culture: Preventing Conflicts in the Workplace), co-authored with Hélen Carlson and Anette Olheim (Gleerups utbildning AB, 2019).
Thomas Jordan is also exploring the potential of AI in organisational development and conflict management. He has created several chatbots, available free of charge for anyone interested (a ChatGPT account is required).
Resources: Here you will find materials to support the development of a robust collaborative culture
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