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Openness - Collaboration begins with adopting a new mindset of openness and working out loud. This openness will welcome others into your work, and into the work of your team. 


Bravery - We must make ourselves vulnerable to criticism and correction, even before our work is done. Trying new tools and techniques requires a level of bravery. Being brave leads us to try new things, and encourages collaboration with others.


Experiment - Our work will only improve when we try new things. Whether we succeed or fail, we will learn, and what we learn will help us when it comes time for the next project.


Trust - This is a biggie as collaboration does not work unless there is trust. We need to trust one another and acknowledge that work comes before ego, acclaim and attribution. 


Transparency -When we are open with our work, when we are trusting and brave, when we experiment, we can be truly transparent in our work. When we are more transparent, we collaborate more effectively. 


Determination - Collaboration does not happen on its own. An obligation needs to be made to a new way of working, where the entire organisation is purposeful about being more collaborative. .

Anytime and Anywhere - We can be limitless in how we meet.



Author/source: Daniel Coyle


Date published:



The Culture Code: The Secrets of Highly Successful Groups is abou a chap who spent four years researching military units, professional basketball teams, comedy troupes and even a gang of jewel thieves to better understand how groups thrive, along with what doesn’t work. 
While culture can feel like magic, it’s not. It’s a pattern of interactions, one that remains intact regardless of the group or its purpose. Coyle found that culture has primal roots, starting in structures in our brain that were built to scan for danger, our “fight or flight” response. While these structures can tell us when to flee, one of these structures, the amygdala, also tells us when we’re safe, and that feeling is key to bonding with others. So, great culture has less to do with great snacks or Ping Pong tables, says Coyle, than a group’s ability to align with three essential skills: safety, vulnerability and purpose -- all of which are related to trust. “We have a fundamental misunderstanding of how we build trust,” says Coyle. How the world and our brains work means we can’t build trust first and take risks later, he says. Key to building trust is to focus on what Coyle calls your “20-square-feet of culture,” or the things you can control. Taking tiny risks with others and many small adjustments to how you communicate can create an environment of discovery that’s needed for a tight group. Looking at what has made our online Facebook group begin to thrive is the essence of Coyles thinking. In relation to Peer collaborativeness the hardwiring in our brains has still got to work on the basic premises that Coyle outlines.


This is limitless and only offers the potential to harness it for success.


Is there really a difference in collaboration or is it based on a core set of skills?

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