Collaboration is certainly the new buzzword in these parts, although the concept is far from new. Some anthropologists even go so far as to suggest that humans evolved as a species because of their ability to collaborate.

The concept has been highlighted at several business events we have attended recently organized by the NI Chamber of Commerce and CBI NI. Speakers, including our Prime and Deputy Prime Ministers, said collaboration was essential to tackling the huge challenges we face, from the economy to skills. poverty or the fight against climate change. But why now?

The old adage that ‘a problem shared is a problem halved’ must be one of the main reasons it is in fashion, where the scale of the challenges and funding constraints we face deserve a new reflection.

The question is: is collaboration in our nature, as anthropologists suggest, and therefore easy? Or have we forgotten the value of collaboration and need to relearn these skills if we are to meet the challenges ahead?

One school of thought is that through evolution we have developed other, more dominant skills at the expense of collaboration – particularly that of “organizing” to achieve our goals more effectively and efficiently. In clearly defined structures with clear rules, procedures, and lines of authority, effective organizational leaders have learned to exercise their power and influence. They must also focus first and foremost on the long-term health of their own organization.

On the other hand, there is no organizational chart to guide cross-sector or external collaboration. However, when problems are much larger and constantly evolving, adaptive and collaborative networks are much more effective. In this context, we can assume that those who succeed will be those who do not limit themselves to their organizations, but rather those who embrace collaboration.

At a recent annual meeting of the World Economic Forum, one of their three central themes was building trust for global collaboration. The current turbulent geopolitical context appears to be marked by increasing conflict and competition, as well as declining trust in international systems. This reinforces the fact that trust is at the heart of any successful collaboration, and yet we know all too well that in this country, trust can sometimes be lacking.

So are we culturally ready to take full advantage of the benefits and put in the effort that true collaboration requires? There is plenty of evidence to suggest that this is not always the solution and where it is, it is not easy. It takes work and commitment. Former U.S. Surgeon General Dr. Joycelyn Elders even once joked that collaboration is “an unnatural act between nonconsenting adults.”

For collaboration to be successful, people must consider their goals, obstacles, and interests, as well as those of their potential partners. Most organizations will face political constraints, competing priorities, personality conflicts, resistance to change, and limited resources.

In their book Making Collaboration Work, professors Julia Wondolleck and Steven Yaffee describe collaboration as “a kind of awkward dance that none of us knows the steps to.” Using this analogy, the simple advice is to get to know your partner before you start dancing, choose music you both like to listen to, and start with some basic moves. Oh, and forgive your partner when they step on your toes – just as you expect to be forgiven when you step on theirs.

Over the past few months, we have had the privilege of being involved in several important customer collaborations in the energy transition space and have seen the value of true collaboration to address one of the greatest challenges of our time: climate change.

These are based on certain basic principles: having the right people at the table, trusting relationships, clear objectives, open communications, shared data, effective leadership and shared decision-making.

Much like dancing, collaboration is not easy, but skills can be learned through practice as well as training in communication and group process. Anyone to dance?

• Kieran Donnelly is Managing Director of Morrow Communications, a creative consultancy based in Holywood.