Have you ever read or heard the phrase “We appreciate your cooperation” when you haven’t even cooperated yet? The expectation of cooperation presumes everyone’s ability and willingness to comply. On rare occasions, everyone agrees on what’s needed and how it will be done, and then performs as expected.
But what happens when someone questions a request or refuses to cooperate? That uncooperative someone could be you, and you may or may not have good reasons. Or you could be the one who’s not getting the necessary cooperation from others. What happens next impacts more than the process or project; the relationships among those involved may weaken or strengthen, affecting the potential for cooperation in the future.
Imagine a manager requesting something from employees, or an instructor something from students. Working within an organizational hierarchy, the manager/instructor expects cooperation from their employees/students. When they don’t perform, the workplace or organization cannot function as intended.
If cooperation determines success, any reluctance to cooperate could lead to failure.
What specifically causes the failure? A lack of leadership in the manager/instructor? A lack of ability or commitment in the employees/students? Poor communication? A failure to lead, a failure to follow, or both simultaneously?
Regardless of what or who deserves to be held responsible, the consequences for failure can be harsh and seemingly unfair. The entire group could be penalized, or only certain individuals, depending on who has the power to impose consequences. Employees could get demoted and/or terminated, and students could be failed and/or expelled. Conversely, managers/instructors could be blamed for not obtaining cooperation from their employees/students. Either way, the organization and relationships suffer as a result.
Instead of allowing a lack of cooperation to ruin any process, project or relationships, consider the possibility of negotiating a compromise. Reaching a solution acceptable to all may seem unlikely, but it’s worth the effort when the alternatives are less acceptable.
“Negotiation means willfully entering into a professional conflict.” – Amit Kalantri
Starting a negotiation can be as simple as asking a relevant question. This question can come from anyone, no matter their position in the hierarchy. From a positive perspective, a question prompts discussion, revealing information and opportunities for progress. From a negative perspective, a question can be perceived as a personal attack, challenging the professionalism of those being uncooperative. Focus on the work and the roles, not the personalities occupying the roles.
In a negotiation, everyone should have an opportunity to participate to ensure a more equitable solution.
The solution may require a temporary shift in power, or a more permanent one to avoid further conflicts. Understand that the power to make requests does not lie only with those in positions of authority. When approaching your manager/instructor with a request, how much cooperation should you reasonably expect? That depends. How cooperative have you been? Are you prepared to be heard and listen in a constructive dialogue? What facts can you mutually accept? Always start with the facts.
An earlier version was published by Beauty Cast Network.