Практика Shadowing: Collaborating at work: The collaboration skills you need to succeed - Изучайте разговорный английский с YouTube
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Hello, I'm Andrew Campbell and this video is about collaborative skills.
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Hello, I'm Andrew Campbell and this video is about collaborative skills.
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So this is collaboration skills working with people across organisational boundaries,
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people who you are not in the same building with,
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particularly in an intimate team with.
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I've got with me Howell Schroeder here,
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and Howell and I have been working closely on this issue for quite a while now,
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and we want to share with you some of the skills which we think are critical to being good at collaboration.
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So the first is think relationships.
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Now, there's a tool called the Relationship Map,
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which we have another video about,
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and this is a critical tool for helping you think about relationships.
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So what is the value to you of the relationship?
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What is the value to them of the relationship or the other person?
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What is the type of relationship?
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And how much trust is there in the relationship?
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So the relationship map is an important tool here.
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Second is building trust.
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So as you work on the relationship,
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what you're trying to do is to build up feelings of goodwill between you
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and the other person so that the relationship works more smoothly.
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Hal?
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So Andrew, thank you for that.
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So when we're thinking about relationships,
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I want you to encourage you to have in mind a particular sort of attitude to it.
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And this attitude is built on the,
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or drawn from the work of a guy called Martin Novak,
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who's an evolutionary biologist and mathematician,
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spent years of his life studying this at Oxford,
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Princeton, and now at Harvard, I think.
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And after years of study,
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and after an awful lot of maths,
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he has come up with three basic principles and those principles are when you're thinking about relationships be optimistic.
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Start in when you're imagining to yourself and thinking to yourself get into the mindset this relationship is going to work.
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The second is be generous.
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How can I signal to the other party to this relationship
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that actually this relationship is going to work and be productive
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and I want to invest it I'm prepared to invest into it to make sure
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that it does work and it gets off onto the right foot.
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And thirdly he suggests be forgiving.
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Sometimes, you know, with the best of intentions,
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we miss signal to one another,
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and we can misinterpret what the other people are doing.
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We think, oh, well, it's all,
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you know, he wants to shaft me or whatever it is.
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Often that's not the case.
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Misunderstanding is far more frequent.
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So set out with that mindset in mind,
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be optimistic, be generous and be forgiving.
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And the second point is,
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as you're thinking about this,
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spend a bit of time getting to know yourself.
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Invest a bit of time in knowing yourself and what your approach is to these things.
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And here we'd encourage you to have a look at the the Kilman inventory.
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You can do that online.
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There's a reference to it at the at the end of the video so you'll see that.
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You remember, you'll probably be familiar with this that Thomas Kilman did a lot of research in this area,
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tens of thousands of these inventories distributed over time,
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very good research base, and he looks at those two elements.
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He looks at the degree to which we want to be assertive in our relationships
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and the degree to which we want to be cooperative in our relationships.
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Now, as we know, we can all be highly assertive,
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we can all choose to be less assertive,
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we can all be highly cooperative,
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and we can all be rather the less cooperative.
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So we're not going to go into the detail of that at the moment,
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but as with so many of these instruments,
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the hypothesis is that we will have a preference for which of those sets of behaviours we deploy most often.
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And we need to be aware of that preference and have a little think to ourselves,
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actually, in a given situation,
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is my default preference the most appropriate,
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or might it be better for me to try one or other of the different styles?
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Very, very important.
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I think self-knowledge is really helpful in relationships.
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And linking to this question about understanding your own personal behavioural preferences,
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you often need prompts to help you behave in the right way in the right circumstances.
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So we all know how to behave when we go to a funeral,
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and typically we'll put on different clothes to help us behave in that way.
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If we're going to a very lively party where we're expected to be raucous and enjoy ourselves to the full,
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again we'll probably wear different clothes,
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we may even have a different routine before we go out
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in order to get ourselves in the mood and to signal to ourselves how we should behave in that different situation.
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In the work environment, we don't have such easy ways of signalling to ourselves
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that we need to behave differently from one meeting to another.
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We can't rush out and change our clothes
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or have a long hot bath before going out or have a couple of gin and tonics before the next meeting.
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But we need the equivalent prompts,
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whether it is a particular pad that you use,
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or a particular coloured pad,
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or a favourite pen that you get out when it's a collaborative meeting as opposed to a negotiation.
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Some way, or it can be a tie that you wear or don't wear,
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or some way of signalling to yourself that the event you're going to requires you to behave in a particular way.
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Tip number four.
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Tip number four is about signalling.
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Thanks, Andrew.
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Andrew can be joyously raucous at parties,
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I have to say to you.
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So, tip number four is about signalling,
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and here there's a couple of things.
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The first of those is gifts.
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As you remember, Martin Novak,
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one of Martin Novak's encouragements to us when we're thinking about cooperation is actually be generous.
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So what we don't mean by this is that we rush around distributing parcels of money to our colleagues.
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What we do have in mind is actually rather different gifts.
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There might be gifts of time,
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there might be gifts of attention,
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there might be gifts of information.
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Back in the 1920s, a couple of anthropologists,
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Martin Malinowski, did a lot of work in the South Sea Islands
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and amongst their theories was
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that the sense of community among this distributed group of islands
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was enhanced by the giving from one island to another of seashells.
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Seashells which had allegedly no monetary value but symbolized the sense of community
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and were interpreted as a very generous act by the receiving island.
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So in the same way we can stimulate
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that sense of community amongst our working colleagues today by making sure that we are,
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as Andrew expressed it, making deposits in those emotional bank accounts,
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giving people time, giving people attention,
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helping them out when they're struggling for resources
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or struggling to see a clear way forward
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and making sure they have the information that they need to do their jobs properly.
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And the second thing, so in addition to gifts,
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the second thing is around tone.
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We all know that we can be right and
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that we can be right in such a way
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that pisses our colleagues off completely or in such a way that encourages them to work with us.
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My neighbour has a fridge magnet which says when I married Mr. Wright I didn't realise that his first name was always.
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And so So I would encourage you to think,
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well, in offering this opinion or offering this piece of advice or offering this piece of information to my colleagues,
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what is the tone that I want to do that with?
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Do I want to?
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What is the sort of tone that I want to create?
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And clearly, what you want to create is a positive,
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generous tone rather than a rather dismissive and see what a fool you are sort of tone.
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We want to encourage that much more positive tone.
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And email in particular.
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I'm one of the worst offenders personally on email and can easily lose
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that feel for the other human being who I'm communicating with when you're typing away on email.
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So beware of email tone.
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Fifth tip is a simple one.
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Be prepared to be analytical.
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So collaboration skills, skills, yes it's about relationships,
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yes it's about tone, yes it's about knowing yourself,
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but also it's about analytical.
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I've mentioned the stakeholder map as being a way of being analytical about relationships, the relationship map.
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But business case, one of the dangers in collaboration is you can be working very hard together with somebody
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and the net benefit of this often energy-consuming,
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difficult work is not big enough to warrant the effort.
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So be analytical about business case.
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Make sure you understand what the payoff is before you try
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and work across organisation boundaries in ways which inevitably will be energy-saving and time-consuming.
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And then the other part of the relationship map is diagnose your relationships.
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hard about what's going wrong or what's going right in the relationship
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and and we have another video on on relationship diagnostic final tip Hal yes I'd just like to emphasize
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that point about being analytical there Andrew so it's so important whether
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or not we ourselves are comfortable with data comfortable with the business cases comfortable doing
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that sort of study and thinking about things in that way even
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if we're not we'll certainly have some colleagues who are good to convince
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and those colleagues may well be interested in the data and what the the various analyses we've done are.
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So we would encourage you to do that.
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Final tip then, getting good at virtual.
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This is covered in a separate video,
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but our encouragement to you is this.
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It is a little different.
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In fact, it is quite different.
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A lot of the information that we get comes through body language when we're in face-to-face meetings.
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Figures vary, but let's say 70-80% of the information that we actually take in actually comes from our understanding of body language.
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So we don't have that to the same extent in virtual meetings.
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So we need to be aware of that and we need to be aware of the other differences.
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So many of the same skills that we have in our normal meetings apply,
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but some of them are rather different.
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We have to pay more attention to preparation,
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to process, to checking in with the other people who are in the meeting,
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and we have to often be more explicit and more rigorous and disciplined about that.
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So it is a little different,
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and we'd encourage you have a look at the other video for a little bit more on that.
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Thank you so much.
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В этом уроке вы будете практиковать навыки совместной работы, необходимые для успешного взаимодействия на рабочем месте. Мы рассмотрим важность построения отношений и доверия с коллегами, особенно в условиях удалённой работы и нескольких организационных уровней. Вы узнаете о важности оптимизма, щедрости и прощения в отношениях и как это может повлиять на вашу способность к сотрудничеству. Этот урок поможет вам улучшить ваше произношение английского с помощью техники shadowspeaks и приобретения новых полезных фраз.
Ключевая лексика и фразы
- Collaboration skills - навыки сотрудничества
- Relationship Map - карта отношений
- Trust - доверие
- Goodwill - доброжелательность
- Generous - щедрый
- Forgiving - прощение
- Optimistic - оптимистичный
- Misunderstanding - недопонимание
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