After working with cross-organizational projects since 2011, this is one area where I have been very surprised.
You negotiate, sign the contract and then let's go together....but then things go totally wrong with the collaboration and people start "fighting" against each-other.
It is not easy to describe being friendly to each-other in a contract, because how to you define that.
“Listing to me, I'm super-duper important and I know everything”-types and big egos are rarely productive for cross-organizational projects.
Understanding the unseen challenges
When organizations come together for a collaborative project, they often bring with them unique cultures, expectations and sometimes large egos.
These dynamics - difficult to capture in a contract - can significantly impact project outcomes. Here are some typical challenges:
Cultural differences
Variances in work styles, communication preferences and decision-making processes can lead to misunderstandings and conflicts.
Subjective expectations
Individuals within each organization may have differing interpretations of project goals and success criteria.
Unrealistic expectations
Misaligned expectations about deliverables, timelines and email/phone/chat availability for resources can cause friction during the project lifecycle.
Managing big egos
Dealing with strong personalities who may prioritize their views over collaboration and are very "loud" can be a delicate task.
The Importance of cultural risk analysis
Before getting started with a collaborative project, it's therefore important for Project Managers, Analysts or CEOs to conduct a comprehensive risk analysis that includes cultural considerations.
Ignoring these factors can lead to unforeseen challenges and hinder project success.
Here are 7 steps that can make things easier for you - And yes, I did learn this from getting my hands burn more than one time…:
Initiate early conversations
Start by initiating open and honest conversations with counterparts from the partnering organization. Discuss the potential impact of organizational cultures, personal expectations and individual working styles on the project. Be open about this topic. Spot the egos.
Identify key cultural differences
Work collaboratively to identify and understand key cultural differences. This could include communication styles, decision-making processes and approaches to conflict resolution. Knowing these differences upfront allow for proactive management for both parties.
Establish common ground
Find areas of common ground where both organizations align culturally. This could be shared values, a commitment to transparency or a focus on innovation. Building on shared values helps create a foundation for effective collaboration.
Define clear expectations
Ensure that expectations are explicitly communicated and documented. This includes project goals, timelines and individual responsibilities. The clearer the expectations, the less room there is for misunderstandings.
Develop a communication plan
Craft a detailed communication plan that addresses the diverse communication preferences within the teams. This plan should encompass regular check-ins, project updates and mechanisms for addressing issues promptly.
Implement conflict resolution mechanisms
Anticipate potential conflicts and establish mechanisms for resolution. This might involve having a neutral mediator or a clearly defined process for addressing disagreements.
Continuous monitoring and adaptation
Regularly monitor the cultural dynamics throughout the project lifecycle. Conduct feedback from both project team members and managers via retrospective sessions for project phases. Share the feedback with your counterpart. Be ready to adapt based on feedback and evolving circumstances.