E-book: 8 building blocks for effective interdisciplinary collaboration
03
Decisions
Complementary knowledge and resources come with mutual dependency. This affects the decision-making process, which is often democratic and characterized by negotiation. Especially if you are used to making demands from a position of power or following the orders of those above you, this requires a different perspective on ‘business as usual’.
This can be uncomfortable, especially in highly competitive environments. However, it definitely enhances the ownership and commitment of everyone involved. Assess how these complementary knowledge and resources play out. Are the financial contributions distributed equally in proportion to the capacity of the organization? What about the risks involved? How does this affect the decision-making process? Sometimes veto power for everyone involved is necessary to establish trust. In other cases, the interests and investments of one party considerably outweigh those of the others, and should result in them having the final say.
3.1 A considered decision is based on purpose, principles, and flexibility
Finding common ground in everyone’s ambitions, principles, and objectives comes down to a lot of negotiation. For certain issues, ‘agreeing to disagree’ is allowed. Individual context is everything. There is no one-size-fits-all when everyone is dealing with a multitude of variables. However, building a bridge towards an approach that is shared by everyone is more effective and more sustainable. Three things to keep in mind in democratic decision-making.
Purpose: keep your eyes on the ball
After hours of negotiating and drafting, a perfect compromise that keeps everyone happy has risen to the table. But before proceeding with it, ask yourself if the result still serves the project objectives. Negotiations tend to focus on individual interests and drift away from that shared objective. Try to avoid solutions that work well politically but, in reality, just consume time and budget without significant results.
Principles: stand firm and give in
Holding on to your principles is just as important as giving in at the right moment. Forcing bend-or-break scenarios often causes others to step away from the negotiations. These fractures cost money, time, and quality, and sometimes even lead to stagnation. Discuss the possible margins within your own organization beforehand. This gives you bandwidth in the negotiations with the others, without losing your internal support for the decisions that are finally made.
Flexibility: expect the unexpected
Predictability gives comfort, which is assuring when the stakes are high. However, innovative and interdisciplinary solutions are often found in unexpected places. Don’t dismiss a suggestion or decision straightaway because it doesn’t fit into (your) known procedures and technologies. For example, conclude the discussion with three hypothetical scenarios. Then take your time until the next gathering to explore their feasibility within your own organization.
Decisions: questions to answer
- What steps can you take to help partners with different views to find common ground?
- How are financial investments and returns distributed among the partners?
- What would be more beneficial for the collaboration: equal voting rights or a system of weighed influence?
- Can you set certain KPIs or standards to ensure that decisions made are moving the project in the right direction?
- Who or what do you need within your own organization to feel supported and assured during negotiations with partners?
- How can you ensure that the decision-making process is considerate and flexible?
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