We work in a field that is orientated around the individual, either
in terms of our own working practices and/or the clients that we work with
(victims or perpetrators of sexual violence); which means that collaboration
can be a difficult balancing. What we are learning about our field and working
environments is that individualism, in all respects, is problematic and we need
to shift towards a more collaborative approach. There are many reasons for
collaboration some practical, some financial, some strategic and some common
sense; however, the most important reason for collaboration is that it makes us
better at our individual jobs and pushes the field forward in new a innovative
ways.
Collaboration is an interesting endeavor that we all struggle with,
but has become the staple of our working environment regardless of one’s career
(researcher, therapist, civil servant, policy maker, etc), and we are not
always effectively taught to collaborate. Consequentially, true collaboration is a
difficult balancing act and does not always work under the best of
circumstances. Often times we will hear colleagues and friends telling us about
how they collaborate within the teams that they work with; however, this can be
misleading as teamwork often involves working on our own part of any project
and not always contributing to the big picture. When we collaborate we are
effectively surrendering control of a project or task to a group of people, which
means that the end result may not be as we individually envisioned and/or a
series of compromises.
This then raises the question, why collaborate at all? The simple
answer is that it makes our field, our research and our understanding of the
world better. For example, the ideal of the lone individual (academic, policy
maker, therapist, etc…) is quickly vanishing from the workplace and in its
place are a series of collaborations with other others, so other academics (sometimes
from other disciplines), other external partners, other professionals and ultimately
the public. These collaborations means that the work that we are doing together
is fit for purpose, stands up to scrutiny and is applicable in the real world.
Collaboration means that that all research can be designed with impact in mind,
that the people who will be effected by the research can have an input into how
its designed, the questions that are asked and then consider (at the start)
what the implications of it maybe.
However, to do good effective collaborative working there are some things
that have to do, all of which are not promoted across the board (from degrees
to employment) including,
- Listening to each other and
taking on board each others concerns;
- Effective communication across
the group;
- Making sure that everyone is on
the same page, which means using agreed language, goals and compromise;
- Utilizing constructive
criticism, not criticism for its own sake but rather criticism/critical
reflection that allows projects to develop ; being a “critical friend”; &
- Being honest when there are
issues as well as working together to overcome them.
We need to be better at collaboration because that will mean that
the work that we do impacts more people, especially in the field of sexual
abuse. We need to bring policy makers, academics, professional, practitioners
and the public to the table to discuss these matters. We need to make sure that
collaboration is rooted in the real world, the real issues that people face
(whether it be being directly impacted by sexual abuse, not having the funding
to keep a programme running, having policies that do not recognize
alternatives) and recognize that this will not be solved over night.
Collaboration takes time, is built on trust and is a shared endeavor; in
working together we all benefit more than we would by working in our own silos.
Kieran McCartan, PhD
David S. Prescott, LISCW