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Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, by Morten Hansen
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In Collaboration, author Morten Hansen takes aim at what many leaders inherently know: in today's competitive environment, companywide collaboration is an imperative for successful strategy execution, yet the sought-after synergies are rarely, if ever, realized. In fact, most cross-unit collaborative efforts end up wasting time, money, and resources. How can managers avoid the costly traps of collaboration and instead start getting the results they need?
In this book, Hansen shows managers how to get collaboration right through "disciplined collaboration"-- a practical framework and set of tools managers can use to:
� Assess when--and when not--to pursue collaboration across units to achieve goals
� Identify and overcome the four barriers to collaboration
� Get people to buy into the larger picture, even when they own only a small piece of it
� Be a "T-Shaped Manager," collaborating across divisions while still working deeply in your own unit
� Create networks across the organization that are not large, but nimble and effective
Based on the author's long-running research, in-depth case studies, and company interviews, Collaboration delivers practical advice and tools to help your organization collaborate--for real results.
- Sales Rank: #154152 in eBooks
- Published on: 2009-05-12
- Released on: 2009-05-12
- Format: Kindle eBook
Review
“Hansen’s book is a good and practical read — an excellent example of making academic research accessible” – Federal Computer Week
About the Author
Morten T. Hansen is a professor at the University of California, Berkeley, and INSEAD in France. Previously, he was an associate professor at Harvard Business School, where he taught leadership and general management. In addition to his academic career, Hansen has been a management consultant for a number of years with the Boston Consulting Group. He holds a PhD from the Stanford Graduate School of Business.
Most helpful customer reviews
44 of 47 people found the following review helpful.
The definitive book on collaboration
By Theresa Sull
Increasing collaboration sits at or near the top of most executives' to-do list, and much has been wrttten about it. A search of amazon's business and investing books for the keyword "collaboration" turns up nearly 37,000 books. Why, you might ask, do we need another one? Hansen has not written "a" book about collaboration, he has written "the" book on the topic. Hansen's "Collaboration" makes a bold promise--to provide the definitive treatment of the topic. It delivers on that promise.
Hansen starts with fundamentals. Firms exist to create economic value (as well as to capture and sustain value into the future). In most business books, collaboration is unmoored from any consideration of economic value creation and treated as an inherent good. Hansen, in contrast, anchors his analysis in a hard-nosed economic analysis of when collaboration creates value, that includes not only a project's benefits, but also the costs of collaboration and the opportunity cost of foregoing alternatives. The author's analysis leads to counter-intuitive findings--not all collaboration is good and more is not better. His analysis slices through the fluff of so many books on collaboration and brings readers to the hard edges of value creation.
The book follows a clear structure. After framing collaboration in terms of its benefits, Hansen provides a systematic list of obstacles that inhibit cooperation in many firms. His list is the closest to a mutually exclusive, collectively exhaustive taxonomy of barriers that I have seen. Hansen also includes a diagnostic to help managers assess the specific barriers to cooperation that they face. The book then provides extremely practical steps to enhance coordination within a firm. It closes with reflections on the leadership traits required to foster collaboration. The writing is clear, and the examples--a mix of familiar and novel--illustrate Hansen's points to a tee.
Many business books fall short in the solutionons they offer, veering at one extreme into a long laundry list of superficial or obvious actions or at the other into a "one size fits all" solution ill-suited to the complexity of real world organizations. Hansen strikes just the right balance. He introduces three actions, that are non-obvious and eminently practical. Among his many useful suggestions, I found T-shaped management and the simple rules for nimble networks to be particularly powerful. Hansen clearly spends a great deal of time with managers in the trenches, and his deep knowledge of the real world shines through in the recommendations.
This book is "academic" in the best sense of the word. Hansen does not conjure up his conclusions based on superficial observation or war stories. Rather, he draws on a rich body of scholarly research on collaboration that stretches back over decades. This firm grounding in research gives the book a solidity and credibility that many business books lack. Although the author is too humble to trumpet his own achievements, much of the best research is his own. The book achieves both academic rigor and practical relevance.
31 of 33 people found the following review helpful.
Excellent book on executive collaboration, falls a little short in other areas.
By Mark P. McDonald
Every company wants collaboration, but few know how to go about it.
Collaboration by Morten Hansen is highly recommended reading for those who want to create collaboration rather than just read about it. Collaboration is often held up as a universal virtue - something we all should do to be good citizens. This makes books on collaboration preachy, reading more like a sermon than a serious analysis. This book is serious analysis presented in a clear, logical and actionable way.
Hansen covers this complex issue in 169 pages of tightly focused, well researched and action oriented approach. This makes the book, highly recommended for executives and managers looking to figure out how to create the right kind of collaboration in their companies.
However, the book has some serious limitations and hence the 4 star review. First it does not address technology at all. This is a major weakness given the flowering of collaboration technologies and systems. A book in 2009 without a discussion of this is somewhat incomplete. The second major weakness is that Hansen talks almost exclusively about executive/corporate collaboration - head office type of work rather than the operational, sales, service problem solving collaboration that drives and sustains performance. Both of these gaps seem to be due to his limited research base (large companies and product development)- perhaps areas for a second book, which would be welcome.
Hansen provides a realistic and practical view of collaboration. He points out that the need for collaboration is a balance and that there are four traps for collaboration:
* Collaborating in hostile territory
* Over collaborating
* Overshooting the potential value
* Underestimating the cost
* Misdiagnosing the problem
* Implementing the wrong solution
These traps cause collaboration that is characterized by high friction and a poor focus on results (p.14) Hansen then goes on to provide insight into how to address these traps through overcoming four barriers and their root causes. The list is provided here so you can see the depth contained in this book.
The not-invented-hear barrier
Insular employees
Status gap between employees
Self-reliance as a virtue in the management culture
Fear that keeps people from sharing and working together
The hoarding barrier
Competition keeps people from sharing
Narrow incentives
Too busy to help others
Fear in the loss of power from sharing
The search barrier
Company size
Physical distance
Information overload
Poverty of networks
The transfer barrier
Tacit knowledge
No common frame
Weak ties
These barriers and how you overcome them are the focus of the book. They create a clear set of actions and tools that make this recommended reading.
Strengths:
Well reasoned and structured: Hansen uses his extensive research to create a logically structured argument that he lays out clearly rather than embarking on a preachy discourse of the merits and virtues of collaboration. This is what really sets the book a part.
Tools and tables: the book has multiple assessment tools, tables and graphics that support both Hansen's argument and your application of the ideas in the book. Tools on how to assess the business opportunities for collaboration (p. 37), creating unifying goals (p. 78) and assessing your personal barriers to your collaborative leadership (p. 161) are particularly helpful.
Comprehensive: the book looks at social, technical and managerial issues related to collaboration proving that this is a complex challenge without a single simple solution. This book goes beyond collaboration in the small to challenge larger management issues of leadership, measurement, organizations structure and mission/vision.
Failure mode/barrier construct: the book is practical and focuses on what does not work and how to fix it. This gives the reader a clear and concise discussion of the issues and focused actions rather than a virtuous lecture.
Challenges:
The book is based largely on research conducted in the 1990's so it has little to say about technology in general or new collaboration technologies. This is a gap and one that could have been plugged, but it is dismissed in the final chapter as the author resets his goals on formulating the underlying management architecture for collaboration. This is unfortunate particularly for a book published in 2009.
The issues of collaboration are mainly discussed for corporate/ executive/higher management tasks such as decision-making, product development and the like. It does not address lower level collaboration required for customer service, sales, operations, etc. This is a big gap in the book and part of its 4 star rating.
The use of "T" skills in the book is more aligned with how you spend your time than the knowledge you have--this may be confusing to people using the "T" skill term in other ways.
Overall a good book, recommended but the challenges are pretty big given the importance of this issue, the use of technology available, and the need to focus on lower level collaboration.
9 of 9 people found the following review helpful.
Favorite Book on Collaboration
By John Gibbon
Recently I read a few books on the general topic of collaboration. My favorite was Morten Hansen's "Collaboration." Published by Harvard Business Press and written by an INSEAD/Berkeley professor, it is naturally very business focused. It emphasizes the importance of cultural issues, it suggests several best practices, and it provides many case studies.
Hansen begins by enumerating several collaboration "traps":
-collaborating in hostile territory
-overcollaborating (it is refreshing for an author to suggest that his thesis and the title to his book isn't universally applicable)
-overshooting the potential value
-underestimating costs
-misdiagnosing the problem
-implementing the wrong solution
He suggests that the solution to these traps is "disciplined collaboration ... the leadership practice of properly assessing when to collaborate (and when not to) and instilling in people both the willingness and ability to collaborate when required"
The three steps in disciplined collaboration are to:
-evaluate opportunities for collaboration
-spot barriers to collaborate
-tailor collaboration solutions
In general, his case for collaboration is that it provides better innovation, better sales, and better operations - all of which can lead to sales growth, cost savings, and asset efficiency.
The four barriers to successful collaboration are:
-not invented here syndrome
-hoarding
-search problems
-transfer issues
The three levers to tear down these barriers are:
-unify people, reduce motivational barriers and get buy-in toward a common goal
-encourage T-shaped management that rewards both independent results and cross-unit contributions.
-create nimble, not bloated networks across organizations that deliver results
Finally the author discusses how you grow to be a collaborative leader.
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