Working together as a team has always resulted to much convergent thinking and much consensus. Collaboration is hence considered to be a center for innovation due to associations, connections, speed, energy and implementation. The act of collaboration will always result into increased chances of people associating hence interchanging ideas that always lead to an innovative combination. Collaboration feedback will always make the speed of necessary iterations increased. A solution hence matures faster from conception of ideas to delivery of solution. People tend to be more connected to each other hence enabling emergence and push of good ideas. The expected resistance in the innovation lane is always made easier to be overcome due to team work which provides energy. The ideas are always made to reach implementation stage when people collaborate and work together (Burrin 20).
The organization members are distracted from collaboration by many factors which include inadequate resources, uncertain benefits and costs, low priority coordination, resource providers’ disagreements, fears of professional staff, and autonomy threat. To avoid these hindrances, the organization should always provide certain costs and benefits and adequate resources (Burrin 45). Coordination among the members should be prioritized and the resource providers be brought into consensus on issues pertaining the organization. Social activities should be introduced within the organization so as to create a social platform between the members and eliminate fear of professional staff. A collaborative leadership culture should be introduced so as to enable the members collaborate freely and willingly (Burrin 65).
The double-loop learning helps people in appreciating and realizing the learning kind both the client and the organization should be enrolled to. Collaboration hence enables double loop learning by ensuring both the organization and the client works together in the main aim of achieving a common goal (Jennifer 1049). Collaboration may hence fail if the leaders demonstrate a theory in use which is different from the espoused theory because this may act contrary to the members expectations making them fail to join hands in collaboration. Conflicts of divergent goals may arise resulting in failure in coordination of the whole process (Jennifer 1050).
Works Cited
Burrin, Philippe. France Under the Germans: Collaboration and Compromise. New York: New Press, 1996. Print.
Jennifer, G. "The role of reflection in single and double loop learning." Journal of Advanced Nursing 27.5 (2003): 1048-1053. Web.
