'Collaboration' is a Dirty Word

“Collaboration” is the latest cultural buzzword leaders seem hellbent on using when discussing decision making. Collaboration purists believe that assembling a group of smart people will result in smarter decisions — essentially, more brainpower, better choices.

The Chicago Bears seem to love the word “collaboration.” They have four principal leaders: Owner George McCaskey, President Ted Phillips, General Manager Ryan Pace and Head Coach Matt Nagy. They “collaborate,” then once they reach a consensus, they enact their decision. They believe that the power of four outweighs the leadership of one.

So, does this work? Can any organization become collaborative when it makes decisions?

The simple answer is no. There is an old saying about collaborative decision-making: “They have never dedicated a monument to a committee.” Being collaborative in rendering a decision is much like having a committee. The Bears can use the word “collaborative,” but in essence, they are a committee of four. The organization can have a collaborative process, but should never be a collaborative one overall.

Steve Jobs, for example, was never a collaborative leader. He had a process that allowed employees to express their views and beliefs, but he made the decisions and set the vision of the company. Often times, Jobs made decisions that went against the grain — and he frequently proved to be right because he understood what was most needed better than others. Had Jobs made decisions based on collaboration, Apple never would have recovered when he returned.

Jobs revolutionized the way we consume and buy products and content. His innovations in technology and design have transformed countless lives. He was a visionary who could see the future and make it happen, and few possessed his talent to do so.

Our organizations must have a collaborative process, but we should never rely on collaboration to make decisions.