Collaborative methodologies are processes, behaviors and conversations that relate to collaboration between individuals.^[1] These methodologies specifically aim to increase the success of groups as they engage in collaborative problem solving. Forms, rubrics, charts and graphs are useful in these situations to objectively document personal traits with the goal improving performance in current and future projects. Collaboration is a process defined by the recursive interaction of knowledge[1] and mutual learning between two or more people working together[2] toward a common goal typically creative in nature. ... Problem solving forms part of thinking. ...

Group Setup

Before beginning collaborative work, deliberate setup of a team brings high performance. The focus at this stage of problem solving should be the following components of collaboration:

Basic rules

Spence identifies^[1] seven rules for all collaboration:

1. Look for common ground: find shared values, consider shared personal experiences, pay attention to and give feedback, be yourself and expect the same of others, be willing to accept differences in perception and opinions
2. Learn about others: consider their perspectives and needs, appeal to the highest motives, let others express themselves freely
3. Critique results, not people: do not waste time on personal hostility, make other people feel good, avoid criticism and put downs
4. Give and get respect: show respect for others opinions, be considerate and friendly, put yourself in the other person's shoes, be responsive to emotions, speak with confidence but remain tactful
5. proceed slowly present one idea at a time, check for understanding and acceptance of each idea before moving on to the next. Speak in an organized and logical sequence.
6. Be explicit and clear: share your ideas and feelings, pay attention to nonverbal communication, speak clearly and make eye contact, select words that have meaning for your listeners
7. remember the five "Cs" of comunication: clarity, completeness, conciseness, concreteness, and correctness

Working styles

Two primary types of working styles exist, each benefiting from contributions of the other:

• Alone/Quiet/Focused workers are typically self-paced, internal thinkers who are driven by goals and are conscious of ownership issues. They are usually best at expressing themselves in writing.
• Shared/High-Energy/Dynamic workers are typically fast-paced, external thinkers who are conceptual/visionary and work towards building consensus in real-time. They are usually best at expressing themselves verbally.

Conflict between these groups typically occurs when group one becomes passive aggressive or group two becomes outwardly aggressive. Managing expectations, building expectations and communicating well are ways to avoid conflict.

Acuity

A chart used to identify the acuities of people, particularly for use in assigning roles in collaboration.

Main article: Theory of multiple intelligences Multiple intelligences is a psychological and educational theory put forth by psychologist Howard Gardner, which suggests that an array of different kinds of intelligence exists in human beings. ...

While psychologist Howard Gardner identified seven major realms of intelligence, a more simple set of acuities may be more useful within smaller groups. Four roles have been identified and are defined as follows: It has been suggested that Naturalist Intelligence be merged into this article or section. ...

• The conceptualist role typically provides ideas, concepts and the 'visionary' direction of the group
• The formalist role typically excels at production tasks that relate to organization of content, adherence to formal requirements and quality of craft
• The operations role typically offers professional demeanor, documentation of process and articulation of verbal and/or visual presentation
• The technician role often excels at performing research and using technology

Higher performing teams often have a diverse set of skills and an appropriate number of persons in each role—as required by the goal of the team.

Thinking styles

A chart used to evaluate the thinking style of persons, particularly for use in collaborative teams.

There are two main components of thinking styles: internal and external, they share similarities to the extraversion and introversion traits seen in human personalities. The two thinking styles are dichotomies and can be used as axes when charting personal evaluation: The trait of Extraversion-Introversion is a central dimension of human personality. ...

Creation of ideas

• Internal thinkers typically express themselves best through writing and take longer to develop and express ideas
• External thinkers typically express themselves best through speech and are faster at developing and expressing ideas

Application of ideas

• Detailed thinkers typically focus on specific, existing situations and start small, eventually working towards solving the greater whole of a given problem.
• Visionary thinkers typically focus on broad, potential situations and start big, eventually working towards solving the more specific parts of a given problem

With both thinking styles, each benefits from the existence of the other; internal thinkers 'feed' off of the rapid-fire ideas of external thinkers and, conversely, external thinkers are 'grounded' by the deliberate pace at which internal thinkers operate (Note that the speed at which each functions has no correlation to intelligence). Detailed and visionary thinkers succeed in opposite realms and collaboratively can produce results faster and better than alone. _{Subscript text}

Learning styles

A chart used to identify the learning styles of people, particularly for use in analyzing communication needs in collaboration.

Main article: Representational systems (NLP) To meet Wikipedias quality standards, this article or section may require cleanup. ...

For collaboration purposes, three learning styles are typically identified:

• Auditory learning occurs through hearing the spoken word and represents approximately 25 percent of the population.
• Kinesthetic learning occurs through doing, touching and interacting and represents approximately 40 percent of the population.
• Visual learning occurs through images, demonstrations and body language and represents approximately 30 percent of the population.

Through the use of varied (or redundant) communication styles, collaborative groups can communicate better both internally and externally. Auditory Learners There is a type of learning style called Auditory/Verbal learning. ... Kinesthetic learning is a teaching and learning style in which learning takes place by the student actually carrying out a physical activity, rather than listening to a lecture or merely watching a demonstration. ... Visual learning is a proven teaching method in which ideas, concepts, data and other information are associated with images and represented graphically. ...

Values

Group values, when contributed to and accepted by all, are an excellent way to increase morale and performance within collaborative group settings.

Main article: Value (personal and cultural) Look up value in Wiktionary, the free dictionary. ...

Group functions

Collaborative groups often work together in the same environment but may also utilize information technology to overcome geographic limitations. As a group works to meet its goals, the following components should be included to sustain effective collaboration: Information technology (IT), as defined by the Information Technology Association of America (ITAA)is: the study, design, development, implementation, support or management of computer-based information systems, particularly software applications and computer hardware. ...

Interpersonal communication

Spence states^[1] that communication is comprised of the following:

• 52% based on body language
• 37% based on the tone of voice
• 11% based on words

Main article: Interpersonal communication Interpersonal communication is the process of sending and receiving information or communication with another person. ...

In collaborative groups, two styles of communication are likely to be found:

• Indirect communicators are typically persons who use intuitive means to understand the needs and desires of others. They find direct questions difficult to answer and direct communication rude and insensitive.
• Direct communicators are typically persons who use conscious thought to understand the needs and desires of others, they ask questions directly and expect direct responses

Spence adds^[1] that there are three major steps to listening that facilitate learning and show respect for the speaker:

1. Focus your mind on the person speaking
2. Use body language to signal attention and interests
3. Verbally reflect and respond to what the speaker feels and says

Respect

Main article: Respect This article is about the attitude of acknowledgement. ...

In collaboration, respect is a critical component of group performance and is given and/or received in two distinctly different ways: Collaboration is a process defined by the recursive interaction of knowledge[1] and mutual learning between two or more people working together[2] toward a common goal typically creative in nature. ...

• The give none model of collaborative respect is seen when individuals or teams expect others to earn respect based on the actions of those persons. This often occurs inside organizations, businesses and other groups where there is an existing commonality. Persons joining a collaborative team must prove what they can do and how they are valuable to the group to gain respect and continue working with the group.
• The give all model of collaborative respect occurs when individuals or teams provide others with respect and—through interaction—may lose or maintain their level of respect. This often occurs when already established and functioning collaborative teams invite a new group or team to join. These new members have often already shown their work to be of high quality and face expectations to deliver such quality for their new team.

Conflict management

Main article: Conflict management Conflict management refers to the long-term management of intractable conflicts. ...

Conflict resolution

Main article: Conflict resolution Conflict resolution or conflictology is the process of attempting to resolve a dispute or a conflict. ...

Ideation

(divergent stage)

Exercises

Creating consensus

Voting

Collaborative writing exercises ("looping" is shown here) can be used for development of ideas. Colored tabs of paper—attached to the large page—are used in a collaborative voting exercise to gain consensus.

Measuring team performance

Team performance curve^[2]

Group conclusion

Debrief

See also

• Appreciative inquiry
• Attitude (psychology)
• Collaboration
• Competency model
• Conflict resolution
• Devil's advocate
• Extraversion and introversion
• General theory of collaboration
• Gestalt psychology
• Group dynamics
• Group-dynamic game
• Group process
• Higher order thinking skills
• Interpersonal communication
• Icebreaker (facilitation)
• Industrial and organizational psychology
• Kick in the Ass
• Leadership
• Learning styles
• Managerial grid model
• Maslow's hierarchy of needs
• Metacognition
• Myers-Briggs Type Indicator
• Organizational studies
• Social psychology
• Team
• Team building
• Theory of multiple intelligences
• Teamwork
• Value (personal and cultural)

In Organizational development (OD), appreciative inquiry (AI) is a process for engaging people across the system in renewal, change and focused performance. ... Attitude is an emotion that all people get when they have other emotions. ... Collaboration is a process defined by the recursive interaction of knowledge[1] and mutual learning between two or more people working together[2] toward a common goal typically creative in nature. ... Competencies are characteristics which drive outstanding performance in a given job, role or function. ... Conflict resolution or conflictology is the process of attempting to resolve a dispute or a conflict. ... In common parlance, a devils advocate is someone who takes a position for the sake of argument. ... The trait of Extraversion-Introversion is a central dimension of human personality. ... // General theories By explaining more phenomenon, with increased economy, a general theory provides more scientific power. ... This does not adequately cite its references or sources. ... The term group dynamics implies that individual behaviours may differ depending on individuals current or prospective connections to a sociological group. ... Group-dynamic games are experiential education exercises which help people to learn about themselves, interpersonal relationships, and how groups function from a group dynamics or social psychological point of view. ... In organizational development (OD), the phrase group process refers to the behavior of people in groups, such as task groups that are trying to solve a problem or make a decision. ... Interpersonal communication is the process of sending and receiving information or communication with another person. ... An icebreaker is a facilitation exercise intended to help a group to begin the process of forming themselves into a team. ... Industrial and organizational psychology (also known as I/O psychology, work psychology, work and organisational psychology, W-O psychology, occupational psychology, or personnel psychology) concerns the application of psychological theories, research methods, and intervention strategies to workplace issues. ... Kick In The Ass (KITA) is a motivational method. ... The word leadership can refer to: the process of leading. ... Learning styles are different ways that a person can learn. ... The Managerial Grid Model (1964) is a behavioral leadership model developed by Robert Blake and Jane Mouton. ... Maslows Hierarchy of Needs is a theory in psychology that Abraham Maslow proposed in his 1943 paper A Theory of Human Motivation, which he subsequently extended to include his observations of mans innate curiosity. ... Metacognition refers to thinking about cognition (memory, perception, calculation, association, etc. ... Myers-Briggs Type Indicator (MBTI) is a personality test designed to assist a person in identifying some significant personal preferences. ... Organizational studies, organizational behavior, and organizational theory are related terms for the academic study of organizations, examining them using the methods of economics, sociology, political science, anthropology, and psychology. ... The scope of social psychological research. ... A team comprises many group of people or animals linked in a common purpose. ... // Modern society and culture continues to become more fluid and dynamic. ... Multiple intelligences is a psychological and educational theory put forth by psychologist Howard Gardner, which suggests that an array of different kinds of intelligence exists in human beings. ... Teamwork is the concept of people working together cooperatively, as in a sports team. ... Look up value in Wiktionary, the free dictionary. ...

Notes

1. ^ ^{a b c d} Spence, Muneera U. "Graphic Design: Collaborative Processes = Understanding Self and Others." (lecture) Department of Art, Oregon State University. Art 325: Collaborative Processes. Fairbanks Hall, Oregon State University, Corvallis, Oregon. 13 Apr. 2006.
2. ^ Katzenbach, Jon R., and Douglas K. Smith. The Wisdom of Teams. New York, NY: HarperCollins, 2003.

Bibliography

• Bennis, Warren, and Patricia W. Biederman. Organizaing Genius. Cambridge, MA: Perseus, 1997.
• Katzenbach, Jon R., and Douglas K. Smith. The Wisdom of Teams. New York, NY: HarperCollins, 2003.
• Marcum, James W. After the Information Age: A Dynamic Learning Manifesto. Vol. 231. Counterpoints: Studies in the Postmodern Theory of Education. New York, NY: Peter Lang, 2006.
• Spence, Muneera U. "Graphic Design: Collaborative Processes = Understanding Self and Others." (lecture) Department of Art, Oregon State University. Art 325: Collaborative Processes. Fairbanks Hall, Oregon State University, Corvallis, Oregon. 13 Apr. 2006.
• Spence, Muneera U. "Graphic Design Collaborative Processes: a Course in Collaboration." Oregon State University. Philadelphia, Pennslyvania: AIGA, 2005. http://revolutionphiladelphia.aiga.org/resources/content/2/5/7/0/documents/MSpence.pdf