Session II: July 18-22, 2011

19. Developing Cultures of Collaboration Terence Brake The focus for this session is the question, “Why do well-intentioned and intelligent people often fail to create the cultures of collaboration they want?” In business, government, education, and the world of nongovernmental agencies, the new mantra is collaboration. The world is full of “wicked” or “messy” problems that demand many diverse and adaptable minds come together to invent and implement options for moving forward. If we are to move beyond good intentions—and realize the promise embedded in the phrase, “No one is as smart as all of us”—we must consciously pay attention to co-creating cultures of collaboration. As interculturalists, one of our greatest contributions today should be to help people move beyond an understanding of cultural difference to an understanding of cultural co-creation so that we can think and act together productively to manage “wicked problems.” It would be helpful if class participants could bring a laptop.

Designed for Objectives Learning Activities Terence Brake Individuals who seek to help work and nonwork related groups achieve higher levels of productive collaboration. Participants will have the opportunity to: Explore key concepts such as collective intelligence, collaboration value, collaboration inertia, interpersonal mush/clarity, and collaboration culture Apply the metaphor of “collaboration as a journey” and identify key steps in that journey Examine how Integral Theory (mostly associated with Ken Wilber) can provide a tool for analyzing and planning the collaboration journey Apply collaborative culture principles and practices both face-to-face and virtually These will include: Brief facilitator presentations of core conceptual frameworks and models Experiential exercises to develop skills in areas such as cultural analysis, self- management, collaborative communication, and facilitating collaborative meetings Simple diagnostic tools and learning journals to track insights into personal collaboration strengths and developmental areas Collaborative group work focused on participant areas of interest, e.g., business, education, nonprofit   Terence Brake is the president of TMA-Americas, a consultancy focused on developing global talent. Terry specializes in global virtual teams, the globalization process and organizational design, global leadership, global strategy development, and futures thinking. He has designed, developed, and delivered programs for numerous clients in the United States, Europe, and Asia, most recently Alstom (France), E.ON (Germany), Hewlett-Packard (U.S.), and Renault-Nissan (France and Japan). A recipient of ASTD’s International Professional Practice Area Research Award, Terry has appeared on CNN and numerous radio programs. He is the author of several global management books, including The Global Leader and Managing Globally; his most recent book is Where in the World is My Team: Making a Success of Your Virtual Global Workplace.