Collaboration involves creating a common purpose with common goals and then synergistically working together. Successful collaboration relies on committed process leaders who focus creativity, energy, and shared responsibility on the common purpose. Public relations aside, corporate mergers are usually not examples of collaboration. A merger or purchase is not necessarily built on the shared mission and values of a collaborative relationship. By contrast, the collaborative arrangements that are most successful involve broad-based involvement, a process that is fair and meaningful, commitment, process leadership, and the ability to overcome mistrust and skepticism.
Innovation is the most easily compromised strategy.
When we are faced with the choice of innovating or producing outcomes, generally we gravitate to outcomes. Innovation must be a strategy that we employ equally with producing outcomes, refining processes and collaboration. Innovation is a long-term strategy that involves envisioning what currently does not exist, taking risks, and putting our vulnerable selves on the line to create something untried, without guaranteed outcomes. To do so, however, is to risk our very future. Consider how many of the successful services, processes or products we enjoy in healthcare today are the result of creative ideas and innovations made five or more years ago.