It starts with U

It is true that the contexts influences our behaviour. We can look at the context as something external to us that we suffer or that we enjoy, or we can see ourselves as part of it, considering the fact that our actions influence and create that context (among other´s actions). You are a group of 20 leaders of an organization of 90 people. You are the core group of CIC. You are critical in creating a certain “working culture”.

Everytime…

  • you value diversity of views,
  • you challenge the assumptions about others and about how things work,
  • you share the information you think others might value,
  • you ask another person or team what do they need from you to reach thier goals,
  • you make time to communicate and share our ideas with clarity,
  • you commit yourselves to filling up the container of trust,
  • you see “the whole picture” instead your own room,
  • you ask for what you need, instead of complaining about it,
  • you are punctual and therefore you are being respectful with the collective time,
  • you try to understand the reasons behind other lines, groups, projects or department´s decisions,

… you are contributing to a more collaborative environment.

We  share 3 min of this Ted Talk video with you. There are other very interesting videos in TedTalks about communication and collaboration, you might be interested in.

Vesper Team

P.S.: Next friday we will be sending the last entry of this blog. We will attach the list of behaviours that create TRUST, so that you can make a self-evaluation and make decisions about what behaviours you are going to reinforce, and which ones are you going to stop. We will also summarize some of the issues and proposals to share them with the management team, involving the in the purpose of gaining collective capability to communicate and collaborate. 

The superpower of collaboration

super-hero-battery-wraps-1-300x271We are living in a complex world: the challenges are global and bigger and the changes becoming faster and faster. This situation forces us to change a paradigm with which we have lived for centuries: only the strongest will survive

This belief has been useful for humanity for years but we are sure that it will not be enough for the future. In the past, competition was the key to success but right now, we need another superpower: the capacity to collaborate with others.

So we need engineers, economists, artists, politicians, teachers…who collaborate with each others but especially, we need scientists who are willing to share their knowledge and experience with companies and colleagues to solve huge problems … and enjoy doing it.

Here we have valued examples of joint collaborating work between scientific individuals and groups to solve increasingly complex problems. Alfons Cornella, in his book “The solution begins with CO“, talks about a radical exam­ple of scientific collaboration in the Atlas Experiment where “more than 3,000 scientists in many dif­ferent specialties contributing to solve the most complex questions about the structure of matter at the CERN in Geneva. It is this convergence of disciplines that helps science to advance”.

However, we know that it’s necessary to develop new skills and we are looking forward to sharing them in this Programme.

Vesper Team

 

Welcome to the Programme!

cicWelcome to the 10 week “Communication & Collaboration” Programme.

As you already know, we will work together in a learning process, seeking to improve your individual and collective skills to think and act “as a team”.

One year ago, you held an internal workshop and you identified some challenges you think it could be useful to improve:

• The quality of communication in the groups and among the different groups.
• The individual focus of work and results.
• To gain shared vision and motivation to collaborate.
• The resource allocation process looking for the benefits of the collective.

To change the working culture of an organization requires three levels of intervention:

1) Each of us needs to find “reasons to”… we need to connect with this simple question: what´s in for me? What´s in for us?

2) We need to make an effort to develop the necessary skills, and that requires intention and practice. Listening, communication with clarity, giving constructive feedback, building effective commitment, generating trust, etc… are skills we can learn and develop…but only if we “want”.

3) We need to commit ourselves and contribute to generating a favorable context. Often, we tend to say “the problem is the culture of this organization”, ignoring the fact that we are the ones to build it, with our day-to-day actions and attitudes.

We have pre-designed a learning process to move a step forward in these challenges. But to be more specific and to help you the best we can, we would like to hear your needs and expectations about it before we start. That´s why we enclose 4 questions for you to answer, in the next few days:

Communication and Collaboration Programme Survey

We are convinced the effort will be useful for you. We are convinced that the future is CO- and that the investment in developing these skills will be very profitable for you and for the whole organization.

Vesper team