Why do we all suck at collaboration?

Most will agree that collaboration is essential to designing impactful solutions, but to collaborate effectively, we must work with people with different experiences, opinions, and motivations. Of all the problems we must solve, people problems are the most complex and also the most rewarding ones to tackle. In this talk, I explore the challenges of collaboration and how designers can use the skills they already have to confront those obstacles.

Transcript

1. K A R E N V A N H O U T E N
2. AC TV-MA THE FOLLOWING PROGRAM IS RATED AND CONTAINS ADULT CONTENT AL ADULT LANGUAGE RF RED-HEADED FURY SS SOCIAL SITUATIONS TD TEAM DYSFUNCTION
3. JUST…NO.
4. COLLABORATION a diverse team, with a shared understanding of goals, collectively generating solutions, with the result being greater than any one individual could achieve alone.
5. IF YOU PUT FIVE WHITE GUYS FROM STANFORD IN A ROOM…
6. ( K A R E N ’ S I N I T I A L R E S P O N S E )
7. Collaboration is difficult and complicated, because… …some people are just assholes.
8. WALLFLOWER Protective of their own position. Quick to blame, slow to take responsibility. More interested in manipulating reactions than providing honest feedback. Afraid of making mistakes, looking stupid, retribution… Risk-averse. Conflict avoidant. Self-aware. Willing to take calculated, informed risks. Neither seeks nor retreats from conflict. MENSCH ASSHOLE Lacking CONFIDENCE Lacking EMPATHY Appropriate CONFIDENCE Healthy EMPATHY
9. PSYCHOLOGICAL SAFETY To build confidence, focus on establishing COOPERATION OVER COMPETITION To encourage empathy, focus on rewarding
10. IT’S DIFFICULT TO CALL FOUL WHEN WE ALL SEEM TO BE PLAYING BY A DIFFERENT SET OF RULES
11. BUT…WHAT IF WE ALL HAD THE SAME PLAYBOOK?
12. WE CREATE A CODE OF CONDUCT THAT OUTLINES THE RULES OF PLAY.
13. WHAT WOULD MY IDEAL CODE OF CONDUCT LOOK LIKE?
14. HOW WILL WE TREAT EACH OTHER? C O D E O F C O N D U C T We strive to be trustworthy. We begin the practice of empathy with our own team. We assume good intent. We replace defensiveness with curiosity. We are forgiving of well-intentioned mistakes.
15. HOW WILL WE APPROACH OUR WORK? C O D E O F C O N D U C T We begin projects when there is a demonstrated need and appropriate resources. We collectively articulate specific goals for each project. We assign the right kinds of roles & responsibilities. We don’t stop at the first idea but push through to the best idea. We recognize the value of exploration for learning’s sake.
16. HOW WILL WE COMMUNICATE? C O D E O F C O N D U C T We actively work towards alignment, not agreement. We debate ideas, not character. We evaluate ideas based on their merit, not their source. We agree that any idea that promotes discussion is useful. We confront directly and in the moment.
17. HOW WILL WE MAKE DECISIONS? C O D E O F C O N D U C T Everyone gets a voice, even if they don’t get an equal vote. We test proposed solutions against defined benchmarks of success. We call out assumptions. We trust our designated decision-makers. We are transparent with our decision-making process.
18. HOW WILL WE DEFINE SUCCESS? C O D E O F C O N D U C T We are constantly learning. Each team member is contributing at an appropriate level. The team grows equally in confidence and empathy. We are as focused on the evolution of our process as our products. This way of working together becomes habitual.
19. THE TEAM MUTUALLY AGREES HOW TO ENFORCE THE CODE…
20. …AND COMMITS TO ANNOYINGLY VIGILANT PERSISTENCE IN FOLLOWING IT.
21. UM...AND WHAT ABOUT MANAGEMENT’S ROLE IN ALL THIS?
22. OK, SURE. MANAGEMENT CREATES THE CONDITIONS THROUGH ACCOUNTABILITY AND EMPOWERMENT.
23. SINCE WHEN HAS REVOLUTION COME FROM THE TOP DOWN? REVOLUTION STARTS WITH TAKING RESPONSIBILITY FOR CHANGE
24. STOP ASKING FOR PERMISSION TO DO YOUR JOB. FOCUS ON WHAT YOU CAN DO, AND DO SOMETHING.
25. Grant me the serenity to accept the things I cannot change, Courage to change the things I can, And wisdom to know the difference.
26. FUCK SERENITY
27. YOU WILL NEVER FIND MORE INTERESTING PROBLEMS TO SOLVE THAN THE MESSY HUMAN ONES.
28. GIVE UP THE PURSUIT OF PERFECTION, AND ENJOY THE PURSUIT OF PROGRESS.
29. REMEMBER, BAD IDEAS AND UGLY OPINIONS ARE COMPOST FOR YOUR GARDEN OF BRILLIANT IDEAS.
31. READY? LET’S GET CURIOUS! K A R E N V A N H O U T E N