The Need for Control and the Impact on Collaboration
Where flex may be best.
Relinquishing Control in order to Succeed
We all like to feel in control but sometimes collaboration requires relinquishing control to others to be successful. You don’t want to be the person that impedes the group efforts by seeking a say in every part of the process. Those we often look up to are the ones that know when to step back. Self-awareness may be the essential ingredient to making this aspect of collaboration a skill for you.
Some individuals through their desire to be organised will seek a high level of control over their work. Their strong preference to achieve goals and outcomes can lead them to control processes and strongly influence how work is done, this behavioural dimension is called Hands Off – Hands On and it impacts collaboration. Understanding where you and others fall on this dimension can be very helpful for managing collaboration dynamics and effectiveness.
The Psychology of Control in Collaboration
The Hands Off – Hands On dimension is closely linked to conscientiousness, a well-established predictor of performance (Noftle & Robins, 2007). People who score high in conscientiousness tend to be methodical, organized, and deliberate in their actions (Roberts et al., 2012). These traits influence whether an individual is more Hands-On—preferring structured control—or Hands-Off—valuing flexibility and autonomy.
The Hands-On vs. Hands-Off collaboration behavior
Hands-On individuals thrive on structure, organization, and control. They prefer managing projects from start to finish and may find it challenging to collaborate in environments where they lack control. Their ability to keep projects on track, ensure deadlines are met, and maintain clear processes can be invaluable. However, their desire for oversight might make them hesitant to engage in Smart Collaboration, where autonomy is also important.
Hands-Off individuals are less structured in their approach and tend to be more agile. They can easily transition between multiple projects, making them highly adaptable. Their flexibility allows them to contribute across various collaborations without feeling constrained by rigid processes. However, they may benefit from project management support to maintain direction and consistency.
Hands-Off and Hands-On in Smart Collaboration
Smart Collaboration, as described by Dr. Heidi K. Gardner, highlights the importance of integrating diverse expertise to solve complex problems. Her research shows that organizations that embrace Smart Collaboration achieve higher revenues.
Influencing how individuals contribute to collaboration
Hands-On individuals ensure accountability, making them particularly valuable in distributed teams where monitoring progress is challenging. Hands-Off individuals are more likely to foster flexibility and may enable teams to be agile and responsive to changes without being bogged down by excessive process/structure.
How to use it for effective teamwork
Understanding the Hands-Off – Hands-On preferences within a team can enhance collaboration effectiveness. For Hands-On leaders, encouraging delegation and trust in team members to avoid micromanagement is important as well as establishing and communicating key milestones whilst allowing flexibility in execution. For Hands-Off leaders recognizing the need for structure and utilising project management support can help ensure that work progresses efficiently without compromising flexibility.
Is the need for control impacting your team dynamics?
Recognizing these tendencies can help individuals and teams optimize their collaboration approaches, ensuring that they leverage both structure and flexibility for maximum impact. The Smart Collaboration Accelerator provides valuable insights into this dimension, helping teams navigate their collaboration styles more effectively.
References:
Noftle, E. E., & Robins, R. W. (2007). Personality predictors of academic outcomes: Big five correlates of GPA and SAT scores. Journal of Personality and Social Psychology, 93, 116–130.
Roberts, B., Lejuez, C., Krueger, R., Richards, J., & Hill, P. (2012). What Is Conscientiousness and How Can It Be Assessed?. Developmental psychology, 50(5), 1315-1330.
