Collaborating with the Enemy

The central challenge of collaboration is crystallized in the tension between its two dictionary definitions.

The central challenge of collaboration is crystallized in the tension between its two dictionary definitions. It means simply "to work jointly with," but also "to cooperate traitorously with the enemy." Increasing complexity and diversity make collaboration more crucial than ever before. As our world becomes more interconnected and individualistic, we often find ourselves needing to work with people we don't agree with, like, or trust. This challenge is amplified by: The breakdown of traditional hierarchies Increased volatility, uncertainty, complexity, and ambiguity The need to address complex issues that span multiple sectors and stakeholders However, collaboration also brings risks of compromise, cooptation, and betrayal. The key is to find ways to work together effectively while maintaining integrity and achieving shared goals.

Collaborating presents the opportunity, as we work with others—perhaps opponents and enemies as well as colleagues and friends—to find a more effective way forward and have a larger and more sustained impact on our situation. When faced with a challenging situation, we have four primary options: Forcing : Attempting to unilaterally impose our solution Adapting : Adjusting to the situation without trying to change it Exiting : Leaving the situation entirely Collaborating : Working with others to find a mutually beneficial solution Collaboration is often the best choice when: We cannot solve the problem alone Forcing is not possible or desirable Adapting or exiting are unacceptable However, collaboration must be a conscious choice, not a default option. We must carefully consider the costs and benefits of each approach in any given situation.

The conventional approach to collaboration that I learned in the first part of my career is of limited use. It works only in simple, controlled situations where everyone agrees or goes along and where their actions produce the results they intend. Traditional collaboration models often rely on three assumptions: There is one "right" answer or solution Agreement on the problem, solution, and plan is necessary Execution follows a linear, controlled process However, in today's complex and dynamic environments, these assumptions rarely hold true. Conventional collaboration fails because: It doesn't account for diverse perspectives and interests It assumes control over outcomes that are often unpredictable It struggles to adapt to rapidly changing circumstances As a result, new approaches to collaboration are needed to address the challenges of our time.

Stretch collaboration requires all of us to embrace both love and power. If we constrict—if we weaken our stronger pole or outsource our weaker pole—we will not be successful in collaborating in tough contexts. Stretch collaboration involves three key shifts: Embracing both conflict and connection Experimenting a way forward Stepping into the game The first…