Constructing Collaboration Diane H. Sonnenwald University of Tampere University of North Carolina

Collaboration: A Range of Possibilities Loosely-coupled responsibilities & activities Tightly-coupled responsibilities & activities Division of project into discrete units Full participation; all project components shared in some way A continuum of shared responsibilities and activities Shared goal Achieving something no individual could create alone Takes place in a social setting

Benefits from Collaboration “Nobody can be perfect in a single area, so if you can match expertise from different people, then you can multiply the potential of doing something.” “Fresh ideas, that’s what you’ve got in collaboration… the more and more that you work as a group, the better [the results]” “Defining a problem that’s of mutual interest, and the recognition that you really can make a meaningful contribution…and you’re interested in doing that for your own reasons - because the problem is intrinsically interesting. That’s when it works.”

Contested Collaboration Some of the reasons that motivate collaboration are the same things that can make it challenging Motivation for collaboration: - Domain knowledge & expertise - Problem-solving approaches (cognitive style) - Time and other resources Differences may cause individuals to challenge one another’s contributions Such challenges may strengthen and/or weaken the collaboration Worst case scenario: collaborators maintain an outward stance of cooperation while behind the scenes to sabotage the work

“Well, partner, we’re either going to be the greatest team ever to hit town or we’re going to end up killing each other.”

Examples of Interpersonal Factors Communication & information sharing skills - Common ground building - Situational awareness Work skills, e.g., - Commitment & accountability - Work management skills, including coordination - Domain knowledge Trust & mutual respect Expectations & goals Personal philosophy Internal motivation Interpersonal relationship

Examples of Organizational Factors Economic conditions Organizational goals Reward systems Legal & proprietary policies Personnel changes Navigation of organizational practices & systems Selection criteria & process for potential projects Information & communications technology infrastructure

Examples of Socio-Political Factors Policies that reward individual achievements - E.g., national awards given to individuals Policies that require and/or reward collaboration - E.g., EU Framework Research Program Cultural differences & similarities - National & regional differences - Values, attitudes and behaviors - Time, space, humanity & nature - Social practices

“We’re a great team, Sue – you with your small and large motor skills, me with my spatial awareness and hand-eye coordination.”

Acknowledgements Material is based on work funded by the NIH National Center for Research Resources, NCRR 5-P41-RR02170, and the STC Program of the National Science Foundation under Agreement No. CHE