The Hunger Games of Corporate Ladder: when to collaborate and when to compete

October 17, 2024

The Delicate Dance of Organisational Dynamics: Navigating Collaboration and Competition

In the ecosystems of modern organisations, the interplay between collaboration and competition creates a rich tapestry of human interaction. This delicate balance is often oversimplified in management literature and deserves a more nuanced exploration. Whether you're navigating the corridors of a multinational corporation or the maze of government departments, understanding this dynamic is crucial for both personal success and organisational health.


At first glance, collaboration seems like the panacea for all organisational ills. "Teamwork makes the dream work," we're told, as if it's a universal truth. Yet, in practice, the picture is far more complex. Consider the paradox of the echo chamber: in highly collaborative environments, the pressure to conform can stifle the very innovation it aims to foster. It's a phenomenon that Cross, Rebele, & Grant explored in their HBR article "The Dangers of Collaboration Overload," highlighting how excessive teamwork can lead to groupthink and decision paralysis.


On the flip side, unbridled competition, often vilified as proft-driven corporate culture, isn't always the bad guy it's made out to be. In fact, a dash of competitive spirit can be the secret ingredient that spurs innovation and drives performance. The key lies in fostering what might be called "collaborative competition" – a culture where individuals strive to outdo each other not by pulling others down, but by raising the collective bar. This idea aligns with a concept that is often referred to as "coopetition".


The real skill in navigating this landscape comes from recognising that collaboration and competition aren't opposing forces, but rather two threads of the same organisational fabric. Take, for instance, the world of academic research. Here, scientists fiercely compete for grants and recognition while simultaneously collaborating on papers and projects. This delicate dance isn't unique to academia; it's mirrored in professional services firms where partners compete for clients yet join forces on complex opportunities, or in tech companies where teams vie for resources but unite against external threats.


The true organisational virtuoso understands that the choice between collaboration and competition is rarely binary. Instead, it's about developing a keen sense of situational awareness. It's knowing when to be the lone voice of dissent in a room full of yes-people, and when to be the bridge-builder in a fractured team. Being able manage the multiple paradoxes of organisational dynamics is what separates the extraordinary from the ordinary leaders.


This nuanced approach requires a level of emotional intelligence that goes beyond simple teamwork or individual ambition. It's about reading the subtle currents of organisational dynamics and adjusting your approach accordingly. Sometimes, this means embracing vulnerability – admitting what you don't know can paradoxically position you as a linchpin in collaborative efforts. Other times, it means channeling your competitive drive in a way that challenges your peers to excel rather than simply outperforming them.


The long view is crucial in this balancing act. In the short term, cut-throat competition might yield quick wins, but it's often the collaborative player who ends up with a network of allies and a reservoir of goodwill. Yet, being eternally collaborative without a healthy dose of self-advocacy can leave you overlooked for opportunities. The art lies in knowing how to compete in a way that doesn't burn bridges, and how to collaborate in a way that doesn't subsume your individual identity.


Perhaps the most sophisticated approach is to master what we might call "organisational judo" – using the energy of both collaboration and competition to move things forward. This could mean framing collaborative efforts as a way to outperform external competitors, aligning individual competitive spirit with organisational goals. Or it might involve structuring internal competitions in a way that rewards not just individual performance, but how competitors elevate their peers.


As you navigate your next project, team meeting, or career move, remember that the goal isn't to always collaborate or always compete, but to always contribute – to your team, your organisation, and ultimately, to the broader purpose you serve. The truly adept organisational player isn't just a master collaborator or a peak competitor, but a nuanced navigator of the complex currents of human dynamics. In the grand orchestra of organisational life, sometimes the most impactful moments come not from playing louder than others, but from finding the perfect harmony. And occasionally, it's the well-timed solo that elevates the entire performance. The key is developing the wisdom to know which note to play, and when.


So, as you step into the intricate dance of organisational life, move with intention and awareness. Recognise that in this complex tapestry, you're both an individual thread and part of the larger pattern. Your challenge – and your opportunity – is to weave your unique strand in a way that strengthens the entire fabric. Sometimes you will need to have sharp elbows and at others you will need to share more than might normal do.


In the words a colleague who spends far too much time between meetings on Chess.com, "In the game of organisational politics, the grandmaster isn't the one who always captures the most pieces, but the one who knows how build the strongest position on the board."


References:


1. Cross, R., Rebele, R., & Grant, A. (2016). Collaborative Overload. Harvard Business Review, 94(1), 74-79.

2. Brandenburger, A., & Nalebuff, B. (2021). The Rules of Co-opetition. Harvard Business Review, 99(1), 48-57.

3. Smith, W. K., Lewis, M. W., & Tushman, M. L. (2016). "Both/And" Leadership. Harvard Business Review, 94(5), 62-70.

4. Goffee, R., & Jones, G. (2013). Creating the Best Workplace on Earth. Harvard Business Review, 91(5), 98-106.

JamJam Blog on Executive Presence

Leadership Math: The Deeper Cost of Poor Decisions

By James Dowle • October 21, 2024
From "Girl Math" to "Leadership Math" You've probably heard of "girl math”, the tongue-in-cheek concept that's taken social media by storm. It's the "logic" that justifies splurging on a designer bag because it was on sale (you're saving money, right?), or considering a coffee as "free" if you pay with cash you found in the pocket of a jacket you’ve not worn for months. While "girl math" is all in good fun, it got me thinking about the often misguided calculations we make as leaders. Enter "leadership math”, a concept that's far less playful than "girl math" and significantly more impactful. Unlike the harmless justifications of "girl math," miscalculations in “leadership math” can have serious consequences for team morale, productivity, and overall organisational health. Today, we're diving into a crucial equation in “leadership math”: why one negative action can't simply be balanced out by a positive one, and how this imbalance can create deep scars in your relationship with with your team.

Unleash a Culture of Confidence in Business: Shifting Our Perspective on Trust

By James Dowle • October 7, 2024
We Need to Look at Ourselves First Trust in business is often viewed as a precious commodity, slowly accumulated through years of reliable actions and transparent dealings. But what if this conventional wisdom is holding us back? Recent research and forward-thinking organisations are challenging this notion, suggesting that adopting a trusting mindset from the outset might be the key to unlocking unprecedented levels of innovation, collaboration, and success in the modern business landscape. The Traditional View vs The New Paradigm Traditionally, we've been taught that trust must be earned. This perspective puts the onus on others to prove their trustworthiness. While there's value in this approach, it can create an environment of suspicion and caution, potentially hindering collaboration and innovation. A growing body of evidence suggests that approaching business relationships with a predisposition to trust can yield significant benefits. This paradigm shift focuses on cultivating a trusting environment rather than simply earning trust. The Benefits of a Trusting Mindset 1. Enhanced Collaboration, Innovation and Engagement Research shows that employees in high-trust organisations are more productive, have more energy at work, are more engaged and collaborate better with their colleagues (Zak, 2017). A trusting mindset encourages open communication, idea-sharing, and risk-taking, leading to enhanced creativity and problem-solving capabilities. All in all, a better place to work! 2. Increased Cooperation and Productivity A 2018 study published in the Journal of Personality and Social Psychology found that individuals who exhibited high trust were more likely to cooperate with others, even in one-time interactions (Yamagishi et al., 2018). The better we cooperate, the better our individual and collective productivity. 3. Improved Negotiation Outcomes A study in the Journal of Conflict Resolution demonstrated that negotiators who approached talks with a trusting attitude achieved better outcomes than those who were more guarded (Kong et al., 2014). And this not only applies when negotiating big deals with parties outside your organisation - it’s also critical when discussing the ‘small stuff’ with your own colleagues. 4. Psychological Safety Google's Project Aristotle, which analysed team dynamics, found that psychological safety—rooted in trust—was the most significant factor in team effectiveness. Teams that felt safe to take risks and be vulnerable in front of each other were more successful. If you really want to innovate or push the boundaries of current possibilities, a culture of trust is essential. The Cost of Distrust Conversely, the absence of trust can lead to a toxic work environment, high employee turnover, and diminished productivity. A study by the Edelman Trust Barometer found that companies with low trust levels experience greater employee disengagement and higher turnover rates. Distrust breeds micromanagement, excessive oversight, and fear—elements that stifle innovation and hinder growth. Moreover, when distrust seeps into an organisation, it can affect relationships with clients and stakeholders. A lack of trust can lead to poor communication, misaligned goals, and ultimately, failed partnerships. Companies like Enron serve as stark reminders of how distrust can lead to catastrophic failures—not only internally but also externally, damaging reputations and client relationships. Implementing a Trusting Mindset in Business So how can we cultivate this trusting mindset in our professional lives? Lead by Example : Leadership plays a crucial role in establishing a culture of trust. Leaders should model vulnerability and transparency, demonstrating that trust is reciprocal. When leaders share their challenges and successes openly, they encourage a culture where employees feel safe to do the same. Start with Trust : Instead of making others earn your trust, start from a position of trust. This doesn't mean being naive, but rather giving people the benefit of the doubt. Empower Employees : Empowerment goes hand-in-hand with trust. When employees are given autonomy to make decisions, it shows that the organisation believes in their capabilities. This empowerment not only builds trust but also fosters accountability and engagement. Encourage Open Communication : Create channels for open dialogue. Regular feedback sessions, town hall meetings, and anonymous surveys can help employees voice their thoughts without fear of retribution. This openness not only strengthens trust but also drives improvement. Embrace Vulnerability : Research by Brené Brown shows that vulnerability is a key component of trust. Be willing to admit mistakes and ask for help when needed. Focus on Shared Goals : Emphasise common objectives to foster a sense of unity and shared purpose. If you have a strategy (ahem!!), share it, and live it. Focus every day on achieving it! Celebrate Collaboration : Recognise and reward collaborative efforts within the organisation. Celebrating teamwork fosters a sense of community and reinforces the idea that trust is a collective effort. The Bottom Line Trust in business is not merely about earning it; it's about adopting a trusting mindset that permeates the entire organisation. By fostering an environment where trust thrives, businesses can unlock the potential of their teams, enhance collaboration, and build resilient relationships with clients and partners. As Stephen M.R. Covey, author of "The Speed of Trust," aptly puts it: "Trust is the one thing that changes everything." By shifting our focus from earning trust to cultivating a trusting environment, we can create more collaborative, innovative, and successful business relationships. In a world where trust is increasingly scarce, the organisations that prioritise a trusting mindset will not only survive but thrive. Let's shift our perspective—trust isn't just a goal; it's a fundamental way of working that can transform our businesses for the better. References: 1. Yamagishi, T., et al. (2018). Cortical thickness of the dorsolateral prefrontal cortex predicts strategic choices in economic games. Proceedings of the National Academy of Sciences, 115(20), E5582-E5591. 2. Zak, P. J. (2017). The neuroscience of trust. Harvard Business Review, 95(1), 84-90. 3. Kong, D. T., Dirks, K. T., & Ferrin, D. L. (2014). Interpersonal trust within negotiations: Meta-analytic evidence, critical contingencies, and directions for future research. Academy of Management Journal, 57(5), 1235-1255. 4. Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House. 5. Covey, S. M. R. (2006). The Speed of Trust: The One Thing that Changes Everything. Free Press. 6. Edelman Trust Barometer. (2021). Annual Global Study. Edelman. 7. Google re:Work. (2015). Guide: Understand team effectiveness.
More Posts