When not to collaborate
Cooperation is a very good thing - until it isn't.
Many pastors I know place a high value on collaboration. This is a good thing! Working together allows everyone involved to share their gifts and to contribute to outcomes that they will be deeply invested in. This kind of partnership is also theologically sound. God designed the world for interdependence. We all need one another to move forward in ways that honor the earth and value each human being.
That’s why it hurts my heart to say that there are times - since all things are not here on earth as they are in heaven - when we should not collaborate, when trying to force teamwork can lead to more harm than good:
When it's a faux collaboration. Sometimes leaders talk about a process or decision as if everyone’s input will be equally considered when that’s not really the case. The solicitation of ideas becomes more for show than fodder for hard conversations. The leader then either has either to take an unplanned, humbling step back and consider the feedback or risk breaking the trust of those whose suggestions won’t be truly heard. (That trust, once compromised, is very tough to re-establish.)
When collaboration could result in violating a non-negotiable. There are some matters that simply should not be up for debate. Safety, especially of vulnerable populations, is one. Others would include corporately-held core values or beliefs. In these cases, there are clear decisions that can be made without much discussion. (There’s no such thing as too much communication afterward, though.)
When collaboration leads to misalignment of responsibility and authority. Sometimes people are eager to be part of coming up with options and solutions but not so interested in implementing them. This often happens in congregations, when pastors or lay leaders are suddenly handed giant piles of tasks that they might or might not have been in on the planning for. They end up with all of the responsibility with little authority to drop or delegate. Note that there is an exception here for anti-racism, inclusion, and accessibility work. In those cases marginalized voices should be given authority, and the responsibility to make needed changes should fall to those who have traditionally enjoyed power and privilege.
When collaboration allows bullies to get their way. We can get into trouble when we invite cooperation without accountability. Occasionally there are people who will steamroll those who are quieter or conflict averse, pushing their agenda without considering the impacts on others. Real collaboration requires covenanting about behaviors and attitudes on the front end so that there are guardrails for appropriate participation.
You’ll know good and right collaboration when you see it. There’s trust all around and energy for the work. If those two signals aren’t illuminating, check the list above to see if one of these factors is at play.