High Stakes Collaboration
It can feel like a collaboration tug-of-war but this tension is essential for solving the big challenges.
You can almost hear the buzz of energy from some of the team as they come up with ideas for how to solve the big problem that they face. Some of the team is genuinely excited with the prospect of finding a solution that has so far eluded them. Another part of the team is initially carried along by this enthusiasm but questions start to multiply in their heads and doubts emerge. Whilst they are encouraged with the range of ideas they are concerned around the practicalities of implementing some of the proposals. The tension rises. Will they find the balance of a solution that can be implemented?
Collaboration and VUCA problems
Collaboration on high value and complex problems and opportunities requires expertise and input from multiple sources to find a solution and achieve a desired outcome. One key element of successful collaboration is understanding and balancing the behavioral dimension known as Complex - Concrete. This dimension, rooted in the personality trait Openness to Experience, can significantly influence how individuals approach and solve problems, thereby enhancing or impeding collaborative efforts.
Understanding the Complex-Concrete Dimension for Collaboration
The Complex - Concrete dimension is a tendency that reflects an individual's attraction to complex versus concrete solutions to problems. People on the Complex end of the spectrum enjoy engaging with abstract, philosophical, and theoretical concepts. They are driven by curiosity, enjoy exploring new ideas, and thrive on variety. In contrast, those on the Concrete end prefer practical, proven solutions. They value clarity and are often skeptical of new ideas until they see tangible evidence of their effectiveness.
The Psychology of Collaboration and Problem Solving
Openness to Experience is a well-documented personality trait that encompasses a person's proclivity for novelty, variety, and complexity. It is closely linked to creativity and the ability to think abstractly. Studies by McCrae & Costa (1997) and DeYoung (2013) have established this trait as integral to identifying opportunities and market scanning (Schere, 1982; Rigotti et al., 2008). Individuals high in Openness to Experience are more likely to embrace and address complex, ambiguous problems, seeing them as opportunities for innovation.
Smart Collaboration and Complex - Concrete
Dr. Heidi K. Gardner, a Distinguished Fellow at Harvard Law School, introduced the concept of Smart Collaboration to emphasize the need for integrating diverse expertise to tackle today’s intricate problems. Her research highlights that firms engaging in effective collaboration generate higher revenues. The Complex - Concrete dimension is one of seven collaboration dimensions measured by the Smart Collaboration Accelerator, a Thrive Matters tool designed by Communication Labs’ Portia Hickey and Dr Gardner, to enhance collaboration within organizations.
Attraction to Innovation to Solve Problems
High Complex individuals are drawn to theoretical and philosophical discussions. They excel at identifying and framing issues, often proposing conceptual or theoretical solutions. Their inclination towards innovation and novel ideas makes them invaluable in the initial stages of problem-solving, where identifying and understanding the problem is crucial.
Attraction to Practical Solutions to Solve Problems
On the other hand, High Concrete individuals are practical and action-oriented. They prefer dealing with clear, tangible problems and are adept at translating abstract ideas into actionable plans. Their skepticism towards unproven concepts ensures that only viable, well-thought-out ideas move forward, providing a crucial sense-check for more abstract thinkers.
Finding Balance in High Stakes Collaboration
Addressing VUCA (volatile, uncertain, complex, ambiguous) problems requires a balanced approach. Complex thinkers are vital for identifying and framing the challenges, generating innovative solutions, and navigating ambiguity. However, without the practical input of Concrete thinkers, these solutions might remain theoretical. Concrete individuals ensure that ideas are grounded in reality, creating detailed action plans and executing them efficiently.
Measuring Team Dynamics for Collaboration
The Smart Collaboration Accelerator measures the extent to which an individual is drawn to complex, abstract problems versus concrete, practical ones. This helps organizations understand the collaborative dynamics at play and leverage the strengths of both Complex and Concrete individuals.
Harnessing the Power of Collaboration
For effective collaboration, it’s essential to recognize and appreciate the strengths of both Complex and Concrete thinkers. Complex individuals can guide teams through ambiguous and high-value problems, while Concrete individuals ensure that solutions are practical and executable. By balancing these tendencies, organizations can foster a collaborative environment that leverages the best of both worlds.
Do you have a Complex or Concrete approach to collaboration?
Reflect on your collaborative tendencies. Do you lean towards theoretical and abstract problem-solving, or do you prefer practical, tangible outcomes?
Understanding where you fall on the Complex - Concrete spectrum can help you navigate and enhance your collaborative efforts, contributing to more effective and innovative problem-solving within your organization.
Collaboration is essential for success. Recognizing and integrating different approaches to collaboration should be embraced in order to tackle high value challenges and opportunities.
By appreciating the contributions of both your Complex and Concrete thinkers, organizations can get the most from the talent and expertise of their people.
References:
DeYoung, C. G. (2013). The neuromodulator of exploration: A unifying theory of the role of dopamine in personality. Frontiers in Human Neuroscience, 7, 762.
McCrae, R. R., & Costa, P. T. (1997). Conceptions and correlates of openness to experience. In R. Hogan, J. Johnson, & S. Briggs (Eds.), Handbook of personality psychology (pp. 825-847). Academic Press.
Mehdi, S.A. and Singh, L.B. (2023), "Linking Entrepreneurial Orientation Dimensions to Entrepreneurial Intention: Role of Openness to Experience as a Mediating Variable", Saini, A. and Garg, V. (Ed.) Transformation for Sustainable Business and Management Practices: Exploring the Spectrum of Industry 5.0, Emerald Publishing Limited, Leeds, pp. 247-266.
Schere, J.L. (1982). Tolerance Of Ambiguity As A Discriminating Variable Between Entrepreneurs And Managers. Academy of Management Proceedings, 1.
