Leading the Australian Sheep Cooperative Research Centre (CRC) for almost 20 years has taught Professor James Rowe a thing or two about collaboration. Bringing together more than 40 organisations from across Australia, many with a mind of their own, demanded the skills of a seasoned shepherd.
Launched in 2001, when the sheep industry was in dire straits, the CRC went on to transform both Australia wool and sheep meat operations, helping to grow the industry by almost $3 billion and boost productivity by 50%. The CRC model serves as a strong exemplar for collaboration in any industry, business or workplace.
"We had producers, industry and consumers, as well as students, academics and scientists all represented in the CRC, so collaboration was fundamental to our success; in fact; I think it's fundamental to the success of any organisation," says James, a UNE alumnus.
"Many challenges these days are too complex to solve on your own. Achieving impact demands the sharing of skill sets, creativity, trust, and a common vision, but collaboration is not a natural state of affairs."
So just how does James recommend keeping the flock together?
Assemble a top team
"We brought together a world-class team of people to collaborate with - and that sets the bar high," James says. "We had outstanding program leaders who had the respect of their peers and their team, and they kept team members motivated and on task. The executive committee, which met monthly, kept the program leaders motivated. We made it clear that there was no place for vested interests, just a focus on delivering the best results in the best way we could, and that clear purpose was shared at all levels."
Plan
Critical to any successful collaboration is a vision, objectives, strategic plan and adaptable tactics. The operational plan needs to include delivery timelines, budgets and regular reporting obligations. "Team members need to know what others are doing and what resources and funding they're getting," James says. "The processes inherent in detailed planning help to create a better understanding, and therefore trust, so that teams can put their heads down and get the work done."
Be fair and transparent
"It's important that all decisions are fair and reasonable, so that no-one is seen to have an unfair advantage," James says. "With one set of rules for everyone, people aren't worrying about what's happening on the other side of the fence. We developed a participants' agreement, which included a set of rules for access to and the sharing of data, so all partners knew their Intellectual Property would be fairly managed."
Leave egos at the door
"People generally come into the tent cautiously and it takes time to build trust and to adopt a collaborative approach," James says. "There are always reasonable egos involved in developing good ideas and many of the top-level performers in the CRC had to work out that they were not always the smartest person in the room; that there are often lots of smart people in the room."
Enjoy the experience
"With time, people realise that it's actually quite fun working with other smart people and having a few wins," James says. "The energy then becomes far more focused and productive; people learn and grow, and a spirit of goodwill develops. It's important to create opportunities for people to enjoy their interactions and time together. It's got to be fun, otherwise people won't do it."
Deliver
"It sounds obvious, but team members need to do what they set out to do," James says. "A good operational plan will describe in plain English what each team member is going to do and when. Requiring on-time delivery creates a sense of urgency to deliver in the time allotted. Our independent advisory group evaluated quarterly progress to ensure that the team focused on their defined tasks and that the quality of the research also met expectations."
Document
"Things don't always go smoothly, and there are times when you need to draw down on the accumulated positives," James says. "This emphasises the needs to document and celebrate achievements to build up the store. In the Sheep CRC there were some remarkable changes that occurred during those 19 years of the industry working together. It's great to look back on them to see what worked and what didn't, and why."
Read more about the Sheep CRC in Concept to Impact.
Stay the course
"It can be very difficult to achieve consensus in a collaborative group; sometimes you just need time and energy to persevere," James says.
James Rowe is gathering fellow graduates who studied Rural Science at UNE between 1970 and 1976 for a reunion across the weekend of 3-5 April. For more information, email alumni@une.edu.au.
