The Science and Art of Collaboration:
From Stretch Collaboration to Corporate Innovation
Collaboration is often romanticized as a harmonious process where individuals seamlessly work together toward a common goal. In reality, collaboration, particularly between parties with opposing viewpoints or conflicting interests, is complex and fraught with challenges. Adam Kahane, a renowned expert in conflict resolution, addresses this complexity in his “Stretch Collaboration” concept developed at Reos Partners. This paper explores the methodologies and case studies surrounding effective collaboration, using insights from Harvard Business Review, McKinsey, and Adam Kahane’s work to offer a robust framework for navigating collaboration across various sectors.
Additionally, we draw on practical insights from a real-world case in the biotech sector to show how collaboration can either succeed or fail. This is especially important for startups, where collaboration can make or break a venture.
History of Collaboration and Its Evolving Complexity
Collaboration has always been a key element in human history, from early tribal societies to the Industrial Revolution and today’s knowledge economy. However, modern-day collaboration has taken on new complexities as organizations become more interconnected and diverse. The rise of multinational teams, remote work, and partnerships between private and public sectors has introduced new dynamics. Kahane’s work at Reos Partners and frameworks such as the U Process have helped to shed light on methodologies that facilitate collaboration in such complex environments.
Evolution of Collaborative Frameworks
Adam Kahane’s U Process and his approach to “Collaborating with the Enemy” are particularly noteworthy for their acknowledgment of the messy and contentious realities of collaboration. Kahane challenges traditional notions of consensus-driven teamwork, focusing instead on creating productive tension between conflicting parties. This approach was inspired by his work in post-apartheid South Africa, where collaboration was essential for political and social healing.
The Importance of Collaboration in Today’s World
Collaboration is no longer a “nice-to-have”; it is a business and societal imperative. In industries ranging from tech startups to governmental institutions, collaboration drives innovation and problem-solving. McKinsey reports show that cross-functional collaboration boosts productivity by 20–25% in organizations. In the context of global challenges such as climate change and social inequality, collaboration between sectors — business, government, and non-profits — is crucial.
As Otto Scharmer writes in “The Essentials of Theory U,” co-creation through collaboration is essential for addressing complex societal challenges. He argues that we must create spaces for stakeholders to align their different perspectives toward achieving systemic change.
Barriers to Collaboration: Lessons from the Startup World
Collaboration often falters when teams with diverse perspectives fail to align on core decisions. A recent case from a biotech startup exemplifies this struggle. Despite having a talented group of partners, they found themselves locked in an endless cycle of discussions, unable to agree on which product to bring to market. The diversity of expertise, which should have been a strength, became a hindrance as each partner pushed for a different vision of the company’s future.
As Adam Kahane explains in his work on Stretch Collaboration, such conflict is natural but must be managed productively. Rather than seeking consensus from the outset, Kahane suggests embracing conflict and discord as necessary stages in the collaborative process. The absence of structured communication protocols in the startup led to chaotic discussions, frustration, and, ultimately, the dissolution of the partnership. Without a framework for making decisions or addressing conflict, the team’s potential was wasted.
This case is a common example of the challenges faced by diverse teams. It shows how critical it is to establish communication protocols and decision-making frameworks to prevent collaboration from unraveling into indecision and conflict.
“Collaboration is multiplication.” — John Maxwell
Coaching Solutions:
A Structured Approach for Startups
Training individuals and teams to collaborate effectively is key to organizational success. Below are methodologies that can be integrated into corporate or governmental settings:
1. Stretch Collaboration (Adam Kahane, Reos Partners)
Kahane’s method of Stretch Collaboration emphasizes engaging with conflict rather than avoiding it. Teams are encouraged to embrace discord and use it as a source of creativity. This method is particularly useful when teams consist of individuals with drastically different views and goals.
2. Consensus-Building and U Process
The U Process, as developed by Kahane and Otto Scharmer, involves moving from divergent perspectives to convergent solutions through phases of deep listening, sensing, and reflecting. This process fosters open dialogue and helps to build trust among team members with opposing viewpoints.
3. Psychological Safety and Empathy (Harvard Business Review)
Harvard Business Review emphasizes the importance of psychological safety in fostering collaboration. Innovation thrives when team members feel safe to express their ideas and opinions without fear of reprisal. Encouraging empathy and active listening are also critical components of effective collaboration.
4. McKinsey’s 3-Layer Framework for Collaboration
McKinsey outlines a three-layer approach to collaboration: (1) Defining Roles and Responsibilities, (2) Facilitating Open Dialogue, and (3) Tracking Progress. This structured approach ensures clarity and accountability throughout the collaboration process.
By combining these frameworks, startups and organizations can create environments where collaboration thrives. Regular check-ins, decision-making frameworks, and third-party facilitation are essential elements to ensuring sustained collaboration.
Case Studies: Success and Failures in Collaboration
1. Reos Partners and Political Dialogue
Kahane’s work at Reos Partners facilitated collaboration in politically charged environments, such as post-apartheid South Africa. His stretch collaboration model was pivotal in resolving deep-seated conflicts. He advocates for embracing the messy reality of collaboration, which often involves working with individuals we neither trust nor agree with.
2. Harvard Business Review on Cross-Functional Teams
Harvard Business Review explored how companies like Google and IBM leverage cross-functional teams to drive innovation. Google’s Project Aristotle found that the most successful teams were not those with the highest individual talent but those where psychological safety and clear communication were prioritized.
3. McKinsey on Collaboration in Startups
McKinsey has reported extensively on the importance of collaboration in startups, especially as they scale. One example is how startup Spotify uses “squads,” small, cross-functional teams that operate independently but collaborate at key points. This structure allows Spotify to maintain agility while fostering innovation.
4. IDEO and Design Thinking
Design thinking at IDEO emphasizes a collaborative, iterative process that brings together diverse perspectives to co-create innovative solutions. This model of collaboration is widely used across industries, including healthcare, education, and product development.
Why Collaboration Fails: Common Pitfalls
Collaboration often fails due to several recurring issues:
- Power Imbalances: When certain voices dominate, others may disengage or feel marginalized, leading to groupthink or poor decision-making.
- Lack of Trust: In environments where trust is low, individuals are less likely to share information openly, stifling collaboration.
- Absence of Clear Goals: Individuals may work toward conflicting objectives without a shared vision.
- Fear of Conflict: Many teams avoid conflict, fearing it will derail progress. However, as Kahane suggests, conflict can be a productive force when harnessed correctly.
Examples of Best-Case Scenarios
1. South Africa’s Truth and Reconciliation Commission (TRC)
The TRC, inspired by principles of collaboration and dialogue, is a prime example of conflict resolution through collaboration. The process was not about achieving agreement but about creating space for opposing sides to express their truths and work toward a common future.
2. Netflix and Radical Candor
Netflix fosters collaboration through a culture of Radical Candor, where employees are encouraged to offer direct, honest feedback. This approach ensures that diverse ideas are surfaced and considered, driving innovation.
3. Glossier’s Collaborative Culture
The beauty startup Glossier credits its success to its collaborative approach, which integrates user feedback directly into product development. The company’s reliance on social media platforms to co-create with its customer base is an innovative example of collaboration in business.
“The best way to have a good idea is to have a lot of ideas.” — Linus Pauling
Theory U: A High-Level Overview
Theory U is a change management and learning methodology developed by Otto Scharmer and his colleagues at MIT. Based on extensive interviews with leaders and innovators across various fields, it is designed to help individuals and organizations break free from entrenched patterns and open up to new ways of thinking, perceiving, and acting. The approach aims to foster deep systemic change by enhancing leaders’ ability to empathize with and respond to the perspectives of others—especially those they serve.
The Core Principles of Theory U
Theory U introduces a unique process that involves moving through a U-shaped curve with three distinct phases: Co-Sensing, Co-Presencing, and Co-Creating. These stages are intended to guide participants through a structured process of inner transformation and actionable insights.
1. Co-Sensing (Moving Down the U)
- In the first phase, leaders engage in deep listening and immerse themselves in the perspectives of others to understand the system from all angles.
- By suspending their preconceived ideas, they observe their environment with fresh eyes, uncovering deeper insights about underlying issues and the context in which they operate.
2. Co-Presencing (The Bottom of the U)
- This stage involves pausing and retreating inward, creating a reflective space where individuals can let go of past habits and biases.
- In this “presencing” moment, participants tap into their inner knowing and intuition, allowing new perspectives and ideas to emerge. This phase is crucial for clarifying purpose and intention, often described as connecting to a deeper sense of “self” and shared values.
3. Co-Creating (Moving Up the U)
- In the final phase, participants transition from reflection to action by rapidly prototyping and testing new ideas in collaboration with others.
- This process involves iterative cycles of experimentation, feedback, and adjustment, allowing the team to adapt solutions in real-time to ensure they meet the needs of the community or organization they serve.
Applying Theory U in Practice
To effectively use Theory U, leaders can follow these steps:
- Listening and Observing: Begin with open listening sessions, engaging diverse voices and gathering multiple perspectives. This phase encourages leaders to see their organization’s reality without assumptions.
- Reflective Retreat: Create a space for quiet reflection to let go of habitual responses and open up to emergent insights and solutions.
- Rapid Prototyping: Develop small-scale prototypes of potential solutions and test them in practice. This phase helps refine approaches based on real-world feedback and foster adaptive and resilient solutions.
Theory U has been widely used in fields such as public administration, education, healthcare, and social innovation, where empathy-driven and adaptive solutions are essential for creating a positive impact. By moving through the stages of Theory U, leaders can unlock more profound insights and facilitate transformative change within their organizations.
Otto Scharmer
Otto Scharmer is a renowned economist, senior lecturer at MIT Sloan School of Management, and co-founder of the Presencing Institute. Known for his work in systems change, leadership, and transformative learning, Scharmer developed “Theory U,” a change management methodology that guides leaders and organizations toward profound transformation by fostering deep listening, reflection, and co-creation. His approach emphasizes the importance of tapping into an inner knowing or “presencing” — a blend of presence and sensing — to overcome ingrained mental models and habitual behaviors.
Background and Contributions
Scharmer’s work is heavily influenced by phenomenology, systems thinking, and his own experiences observing innovative leaders. His insights come from a global perspective shaped through collaborations with entrepreneurs, public sector leaders, and social innovators worldwide. Alongside Theory U, he has authored key books such as “Leading from the Emerging Future” and “The Essentials of Theory U,” which outline strategies for leaders to move beyond traditional management models and address modern society’s complex challenges.
The Presencing Institute
Scharmer co-founded the “Presencing Institute” in 2006, a research and action platform dedicated to helping leaders and organizations address complex social and environmental issues. The Institute offers “u.lab,” an online and in-person educational program designed to teach Theory U’s principles and methodologies globally. The program has reached hundreds of thousands of participants, making it a significant force in transformational leadership and social innovation.
Vision and Impact
Scharmer’s vision centers on creating a more sustainable and inclusive world by transforming how leaders perceive and act. His approach encourages moving from an “ego-system” awareness focused on personal and organizational goals to an “eco-system” awareness encompassing broader societal and environmental well-being. Scharmer’s methods have been applied in sectors such as education, healthcare, and governance, making him a pioneering voice in leadership for social change.
Conflict resolution, collaboration, and transformative change.
Adam Kahane
Adam Kahane is prominent in conflict resolution, collaboration, and transformative change. He is particularly known for facilitating dialogue and consensus in politically charged and high-stakes environments. As a director at Reos Partners, a consulting firm focusing on social change through collaboration, Kahane has facilitated partnerships and dialogues worldwide, working with governments, businesses, and civil societies to address complex and divisive issues.
Key Contributions and Philosophy
Kahane’s approach to collaboration is unique in that he advocates for what he calls “Stretch Collaboration” — a method that recognizes that effective collaboration does not always mean harmony and consensus. Instead, he emphasizes working constructively with tension, conflict, and disagreement, especially when collaborating with people one might not trust or agree with. His work often integrates principles from systems thinking, conflict transformation, and organizational development to foster practical solutions that can be implemented in real-world contexts.
Major Works and Publications
Kahane has authored several influential books that outline his approach to collaboration, each addressing different facets of navigating complex social and organizational challenges:
1. Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities (2004): This book reflects on Kahane’s experiences working in conflict zones, such as South Africa during the end of apartheid and Colombia amid civil strife. Here, he discusses the role of dialogue and deep listening as foundational tools for creating space where people can openly address complex problems. He emphasizes that real solutions emerge when people listen and speak without preconceived judgments.
2. Power and Love: A Theory and Practice of Social Change (2010): Kahane explores the balancing act between “power” (the drive to achieve one’s purpose) and “love” (the drive to connect and include others). He argues that to create sustainable and just change, leaders must learn to work with both forces rather than treating them as opposites. The book draws on various historical and contemporary examples, offering practical insights into how these two forces can be used in tandem to address social challenges.
3. Collaborating with the Enemy: How to Work with People You Don’t Agree with or Like or Trust (2017): Perhaps Kahane’s most defining work on collaboration, this book presents his concept of “Stretch Collaboration.” Here, he addresses the reality that in many collaborative situations, the people involved don’t agree, don’t like each other, or don’t trust each other. Yet, they must find ways to work together to achieve common goals. Rather than avoiding conflict, Kahane suggests embracing it as a critical part of the collaborative process, pushing for solutions that emerge from engaging with diverse perspectives and even opposing views.
4. Facilitating Breakthrough: How to Remove Obstacles, Bridge Differences, and Move Forward Together (2021): This book focuses on the tools and practices necessary for facilitators and leaders to help groups move past obstacles and work productively. Kahane shares stories and strategies from his experiences facilitating difficult conversations and consensus-building processes worldwide. He provides a hands-on guide for leaders looking to foster collective breakthroughs in complex and often polarized settings.
Impact and Influence
Kahane’s work has been widely recognized for bridging deep divides and addressing intractable issues. His methods have been applied across sectors, from business and government to non-profits, helping stakeholders navigate ideological, political, and cultural differences. His philosophy challenges traditional collaborative approaches by highlighting the importance of embracing, rather than avoiding, the inherent messiness of collaboration, especially in environments where stakes are high and relationships are strained.
Through his books, workshops, and consulting work, Adam Kahane has become a leading voice in redefining collaboration, conflict resolution, and social change. He equips leaders with the insights and tools needed to address some of the most pressing and divisive issues of our time.
Conclusion
Effective collaboration is both an art and a science, requiring structured methodologies like Adam Kahane’s Stretch Collaboration and tools such as the U Process. While collaboration can be challenging, particularly when dealing with opposing perspectives, successful case studies from the corporate world and governmental initiatives demonstrate that it is possible to turn tension into creativity. By embracing conflict, fostering psychological safety, and employing clear decision-making frameworks, organizations can achieve breakthroughs that are otherwise unattainable.
“Alone we can do so little; together we can do so much.” — Helen Keller
