Stretch collaboration: how to work with people you don’t agree with or like or trust
Abstract
Purpose
The article offers an innovative process for collaborating with people you don’t agree with or like or trust .
Design/methodology/approach
Based on his experience as a collaboration facilitator in national and regional conflicts and stalemates, the author explains how to achieve success through what he terms “stretch collaboration.”
Findings
Stretch collaborations requires participants to take three unconventional approaches.
Practical implications
Unconventional “stretch collaboration” abandons the assumption of control. It gives up unrealistic fantasies of harmony, certainty, and compliance, and instead embraces messy realities of discord, trial and error and co-creation.”
Originality/value
Managers and leaders increasing must collaborate with stakeholders who have opposing interests. This stretch collaboration process offers a way to make progress even in volatile, hostile, high-risk situations.
Keywords
Citation
Kahane, A. (2017), "Stretch collaboration: how to work with people you don’t agree with or like or trust", Strategy & Leadership, Vol. 45 No. 2, pp. 42-45. https://doi.org/10.1108/SL-02-2017-0013
Publisher
:Emerald Publishing Limited
Copyright © 2017, Adam Kahane.