1. Collaborative Leaders…

3. “Winning” is merely not losing

4. Dealing with a threat is more important that generating trust

5. Unaware of my own habits and predisposition for interaction with others

6. I approach all situations in a self-protective manner

7. Unaware that everything I do sends messages to others

8. Competition is a better strategy for winning than cooperation

9. My standard approach to life works in all situations

10. I am not clear and direct with my intentions

11. When I don’t have data and information, I tend to make things up in my head

12. I know others’ intentions without asking them

13. I am worthy of trust, but others are not

14. I judge myself by my intentions, and others by their behavior

15. I underestimate how interdependent I am with others

16. When I am betrayed, I resent and retaliate

17. I expect others to forgive me quickly, but I reserve the right to hold on to my resentments

19. Submit their own ideas and viewpoints to the critical scrutiny of others

20. Believe that something meaningfully new or unique arises from cooperative efforts

21. Reshape their view of reality after mutual inquiry and meaningful conversations with others

22. Naturally hold the intention to collaborate with others

23. Willingly share power with others

24. Are accountable to the collective organization – they realize that everyone counts – every opinion and contribution is important and sincerely matters

25. View the health of their organization to be in direct proportion to the level of cooperation among everyone

26. Strongly believe in the engagement and participation of everyone in the organization as a means to success

27. Are committed to trust, truthfulness, and authenticity in relationships

28. Develop a non-defensive presence with others

31. Say “No” even if it means conflict and discomfort, because saying “Yes” (or nothing) when you mean “No” is betrayal

32. Live a life that evidences service to a greater purpose, meaning, and commitment to values

33. Discuss the topics that are considered un-discussable

34. Lead courageously – let go of control and delegate, tell the truth, be true to your values, etc.

35. Lead compassionately – let your employees know that you care about them, remain sensitive to how your reactions may affect others, embrace disagreement non-defensively

36. Build community within your organization by creating time and organizing meaningful conversations among your people

37. Listen non-defensively to others from their point of view so that they feel heard

38. Develop resilience to betrayal; avoid resentment and embrace forgiveness

39. Admit and reveal mistakes

40. Share information; maintain confidentiality

42. The Firo Model Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations

44. Rigid Behavioral Tendencies Source: Tamm (2004) Radical Collaboration

45. Source:Chris Argyris

46. Using the Ladder of Inference High Telling Control is offensive “Dominating” Generating Control is shared “Engaging” “Mutually Submitting” Advocacy Asking Control is defensive “Inquiring” Observing Control is passive “Avoiding” Low Low High Inquiry