A couple of years ago I worked with a major utility that wanted to change the nature of their services contracts.
Previously they had run a very top down, top heavy process requiring the contractors to jump through many process hoops, which left them feeling very constrained and powerless.
The provider started a new process stating they wanted it to be a more collaborative, flexible and outcome focused regime where contractors would be valued as equal partners.
What was interesting were the comments that I heard from the contractors during the subsequent implementation process, which were quite revealing about the attempted change.
I heard comments like:
- this doesn’t feel very collaborative
- you are still the “big gorilla” in charge of the cash
- but you are just telling us how it will work
- I’m not sure you really trust me….
While the new contracts were reasonably well received, and seemed to provide benefits, it soon became apparent that these new arrangements were just a bit better, rather than the quantum shift that had been planned.
While it looked different to the utility, it felt the same to the contractors- in the contractor’s mind, the real power and control continued to reside with the utility, so it seemed that nothing had really changed.
And maybe that gives us a clue as to what might make a difference- it takes a different mindset to make a process truly collaborative, which drives different thinking, behaviour and actions:
- thinking we, not me
- giving up control and not always knowing the answer
- paying attention to relationships, and building trust before presenting solutions
- allowing those involved to get their “fingerprints” on the process
So there is a big distinction between doing collaboration, and it feeling collaborative.
The mindset is the difference.