Relationships for Change — Nurturing Collaboration and Connection for Success
Social change thrives when people collaborate, transcending individual efforts.
Bertrand Russell
The 4th in the series of posts digging into the 6 key perspectives to help unlock change and transformation — the first being about Intention and Alignment, the second post about Learning and Achieving, the 3rd about Culture and Values, this post looks into Collaboration and Connection.
Looking into the essence of organisational effectiveness. Beyond mere efficiency and finance, it’s about creating a thriving ecosystem where people, processes, and purpose align. Relationships form the connective tissue — the invisible threads that weave through every aspect of an organisation. Whether it’s collaboration across teams, the flow of information, or the stories we tell, relationships are the catalysts for success.
There is an interdependency between all the perspectives and they inevitably cross over and move into one another. With the perspective of collaboration and connection, let me ground it into current organisational structures, thinking and practice. Here are some examples of the typical aspects of organisational life where these relationships occur:
- Cross Team/Service working
- Information and knowledge sharing
- The informal and social networks
- Communications and Engagement
I’m going to highlight some of the relationship dynamics at play in this perspective:
1. Cross-Team/Service Working: Harmonising Collective Efforts
Key Relationship Dynamics: Collaboration knows no departmental boundaries. When teams work together seamlessly, they create a synergy that transcends individual contributions. Clear communication, mutual respect, and shared objectives are the chords that harmonise cross-team efforts. Think of it as a jam session where diverse talents blend to create something greater than the sum of its parts.
2. Flows of Information and Knowledge Sharing: The Ripple Effect
Key Relationship Dynamics: Information isn’t static; it’s a current that shapes decisions, innovations, and problem-solving. Formal channels (think databases and reports) and informal exchanges (those impromptu chats by the coffee machine) keep the river flowing. When knowledge circulates freely, it creates ripples — reducing redundancy, sparking creativity, and fostering a culture of continuous learning.
3. Informal Structures and Social Networks: The Hidden Power Grid
Key Relationship Dynamics: Beyond the official org chart lies a web of invisible connections. Informal leaders, mentors, and social bonds influence how work gets done. Recognizing these structures — those lunchtime conversations, hallway nods, and shared interests — unlocks hidden potential. It’s like discovering secret passages within the organisation, where trust and influence flow.
4. Engagement and Storytelling: The Heartbeat of Purpose
Key Relationship Dynamics: Engaged employees aren’t just cogs in the machine; they’re the heartbeat. Storytelling is their anthem — a way to convey purpose, values, and vision. Leaders who craft compelling narratives inspire commitment. Whether it’s a town hall speech, a newsletter, or a team huddle, storytelling binds people to a shared journey.
While formal structures provide the framework, it’s the informal networks and relationships that unlock change. These networks — forged over coffee breaks, shared projects, and common interests — transcend hierarchy. They carry tacit knowledge, influence, and trust that are all crucial to enable change and transformation.
These areas intersect almost invisibly, like an undercurrent, shaping and contributing to an organisation’s overall effectiveness. When cross-team collaboration, information sharing, informal networks, and engaging narratives align, the organisation thrives.
