This is the third installment in a roughly weekly series of short excerpts from my book, Kanban from the Inside. Chapter 3 covers the third of the Kanban Method’s nine values, balance.
I find it helpful to think of collaboration as something quite concrete, bringing to mind some specific examples of famous creative collaborations. Lennon and McCartney, Watson and Crick, Marie and Pierre Curie—these are collaborations that have made huge impact, not just in their chosen fields, but in popular consciousness, too. These aren’t just people being nice, cooperating with each other in some general way; these are relationships in which the whole is somehow much greater than the sum of its parts, where creative energy exists between those involved as well as inside each one individually.
We can’t expect every workplace collaboration to be quite as spectacularly productive as these examples, but if our knowledge-based organizations can’t generate some excess creativity over what each individual can generate on his or her own, why do they exist at all?*
*(footnote) Why do firms exist? Economists still wrestle with that. See http://en.wikipedia.org/wiki/Theory_of_the_firm and http://en.wikipedia.org/wiki/Knowledge-based_theory_of_the_firm