Is Collaboration Slow? — The Illusion of "Non-Partner Collaboration" and the Theory of Relationship Design
Introduction: Is it true that "doing it alone is faster"?
In the previous articles,
I have written about these topics.
In that context, I received comments like these:
"But in the end, it's faster to do it alone, right?"
"The cost of collaboration is not trivial, is it?"
At first glance, this sounds plausible.
In fact, there are likely moments in many workplaces where people feel this way.
However, there is a misalignment in the premise of this statement.
In this article, I would like to resolve this misalignment and explore the nature of "true collaboration."
■ Why is the "cost of collaboration" so heavy?
When we feel that "collaboration is slow," what is actually happening?
There is a lot of coordination
Approvals take time
Explaining things takes effort
Waiting times are long
All of these are realities.
But if we look at them calmly, these are
not "costs of collaboration," but "costs of the organization"
after all.
■ "The number of stakeholders" and "collaboration" are different things
In many workplaces,
there are many stakeholders
roles are fragmented
decision-making is decentralized
People call this state a "team."
However, the reality is,
division of labor + coordination
.
In that environment, only procedures following organizational rules are being carried out, and "collaboration" does not yet exist.
■ What I Define as a "Peer"
Let me share a definition I arrived at through my own personal experience.
I have experienced many times that "mere procedural complexity" and "true collaboration" are completely different things.
The definition I reached through this is as follows:
A peer is someone who understands each other's purposes and goals, is emotionally invested in their progress or stagnation, and is in a relationship where they dedicate their time to one another through collaboration.
The "emotional investment" mentioned here is not just about being friends.
It is about whether you can rejoice in the other person's progress as if it were your own, and feel frustrated by their stagnation or setbacks as if they were your own.
It is about whether you can share that level of intensity.
■ Why is "Collaboration Without Peers" Painful?
You really want to be peers. But you cannot.
There is nothing more painful than interactions that continue in this state.
This is because,
the objectives are slightly misaligned
there is no emotional involvement
the priorities for time differ
As a result,
everything turns into 'tasks' and 'coordination'
that is why.
In such a state, it is difficult for creativity, immersion, or a sense of accomplishment to emerge.
■ Collaboration is the 'Gateway to Partnership'
So, what is true collaboration?
This is what I think.
True collaboration is a process for becoming partners
You do not need to be partners from the start.
Rather,
thinking together
trying things together
getting lost together
through these processes, the relationship changes.
However, this is not easy.
There is a reason why many organizations appear 'unsuited for building partnerships'.
That is because the division of labor and functional organizations that pursue efficiency are taken as a given, and this 'togetherness' has been left out.
■ Why is collaboration with allies so effortless?
On the other hand, what happens when 'true collaboration' with allies is achieved?
Less explanation is needed (premises are shared)
Decisions are faster (standards are aligned)
Conflict becomes a value (differences create innovation)
In other words,
the cost of collaboration decreases, and the return on creativity increases
.
■ The true nature of the 'it's faster to do it alone' problem
Once we reach this point, the meaning of this phrase also changes.
'It's faster to do it alone'
This is certainly true in some situations.
However, the essence is this:
If you're going to work with someone who isn't an ally, it's faster to do it alone
And what is even more important is the 'time axis'.
The results of one person are additive.
Collaboration with allies is amplified exponentially.
At first, it may look like doing it alone is faster.
But as time passes, that gap reverses, and eventually, it becomes incomparable.
'If you want to go fast, go alone. If you want to go far, go together.'
This saying captures that essence well.
■ Connecting with the three 'ichi's
This story also connects to the first one.
No peers → Collaboration becomes a cost
Collaboration is a cost → Do it alone
Do it alone → Perspective narrows
And then, it returns to 'one' again.
In other words,
The 'quality' of collaboration determines whether things 'close or open'
Endeavors like new business development or organizational transformation
cannot be completed by one person alone.
■ Can relationships be 'designed'?
So, do peers only emerge by chance?
I do not think so.
Relationships can be designed through actions and ways of engaging
The starting point for that is
Trying to do small things together
Sharing time
Experiencing both success and failure together
and other concrete collaborative actions.
For example, just by slightly changing a progress check meeting (Doing)
into a 'space for listening to each other's' underlying thoughts and discomforts (Being),
relationships begin to change significantly.
The true nature of the pain is an 'incomplete relationship'
The true nature of the pain of not being able to become peers is
The relationship may be stuck in an incomplete state.
Perhaps.
Not quite becoming partners,
yet still having to remain involved.
This halfway state creates wear and tear.
However, by changing how you engage just a little bit,
that relationship may begin to move in a different direction.
Collaborating with people who are difficult to partner with
Having read this far, some of you may feel this way:
“What do I do about people I don't want to be partners with in the first place, or people who have no intention of becoming partners?”
First, as a premise,
not everyone can become a partner.
This is a fact.
However, there is no need to be pessimistic because of that.
Rather,
“do not close off the possibility of becoming partners someday.”
Just doing this will change the relationship significantly.
It might be in three days.
It might be in three months.
It might be in three years.
Even if it is not the case now, relationships can change.
The person who appears to be hindering your project's progress may also simply be doing what is “right” from their position.
If the environment or roles change,
there may come a day when you are saved by that very sense of rightness.
Therefore,
even if you are not partners right now, there is no need to become enemies.
That is the point.
Conclusion: It is not about who you work with
What is important in a new business is,
not 'who you work with'.
It is whether you have become partners with that person.
Collaboration is not just a division of roles.
It is a process of reweaving relationships.
The person you are working with right now,
are they a stakeholder?
Or are they a partner?
Thank you for reading until the end☆
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