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discovered and how other organizations have dealt with similar issues.
Collaborative activities use expert information and advice to inform the
process, but not to drive it. 277

Leaders are often thought of as those who articulate a vision, inspire
people to act, and focus on important problems and results. The
collaborative approach requires a different kind of leadership. It needs
leaders who can nurture the process, facilitate interaction, and patiently
deal with high levels of frustration. Collaboration is not likely to be
278
sustained without facilitative leaders.

In summary, an organization’s employees are enabled by:

1. Fostering collaboration and mutual trust by promoting shared goals.
2. Sharing power and information. Providing staff with more complete
information communicates trust and a sense of “we’re in this
together.” By having access to information that helps them
understand the big picture, people can better appreciate how their

contribution fits in and how their behavior impacts other aspects of
the organization. 279
3. Creating a work climate that encourages employees to own their own
job.
4. Promoting the taking of risks to bring about innovation and

creativity.

277 David D. Chrislip, Collaborative Leadership Fieldbook. San Francisco CA: Jossey-Bass Publishers,
2002, p.51.
278 David D. Chrislip, and Carl E.Larson, , Collaborative Leadership: How Citizens and Civic Leaders Can
Make a Difference. San Francisco CA: Jossey-Bass Publishers, 1994, p. 97.
279 Ken Blanchard, Leading at a Higher Level, Upper Saddle River NJ: FT Press, 2010, p. 64.

David Kolzow 267