Collaboration means amplification,.. by connecting human beings... who when connected" create results that are greater than the sum of their parts".

"I noticed two students, that I was working with on an individual basis were developing similar solutions, even though their sculptures were quite different. I put them together, and told them work together, to share ideas and that even though their work was different, they should find commonalities in which they could develop their own artwork. At the end of class they had developed their work to a level beyond what I had done with them and their interaction affected the whole group."
--Leonard Gabriel, comment from

Link to Collaboration in the Classroom Etherpad

Link to ISTE NETS for Teachers

A World Without Walls

Rules for positive collaborative experiences

  1. Communication - Open and clear communication. There is an established process for communication
  2. Climate - the environment surrounding the process is positive. Credit is attributed freely and all offers are accepted (ie: judgement is reserved).
  3. Connectedness - members of this collaboration are connected and have established informal and formal communication networks at all levels;
  4. Leadership - the leadership facilitates and supports team building, and capitalizes upon diversity and individual, group and organizational strengths
  5. Clear Vision - expectations are made clear. Roles and responsibilities for each task are clearly delineated.


Collaborative Projects
The Flatroom Classroom Project (a project that any classroom can join and participate in)
The Global Education Collaborative
Classroom 2.0 (NING site where teachers from all over the world can learn from each other - discussions, questions, and great ideas)
Classroom 2.0 Collaboration opportunities

Collaboration Tools for Educators
Google Docs
Google Sites
NING, ELGG, linkedIn (social networking sites currently recommended for educational use)

Assessing Collaboration

future classifieds our students may read

Document Explaining Difference between Collaboration and Cooperation

Preconditions for Success ("Must-Haves")
Shared objectives; Need for more than one person to be involved; Understanding of who needs to do what by when
Shared objectives; Need for more than one person to be involved; Mutual trust and respect; Acknowledgment of mutual benefit of working together
Shared objectives; Sense of urgency and commitment; Dynamic process; Sense of belonging; Open communication; Mutual trust and respect; Complementary, diverse skills and knowledge; Intellectual agility
Enablers (Additional "Nice to Haves")
Appropriate tools (see below); Problem resolution mechanism
Frequent consultation and knowledge-sharing between participants; Clear role definitions; Appropriate tools (see below)
Right mix of people; Collaboration skills and practice collaborating; Good facilitator(s); Collaborative 'Four Practices' mindset and other appropriate tools (see below)
Purpose of Using This Approach
Avoid gaps & overlap in individuals' assigned work
Obtain mutual benefit by sharing or partitioning work
Achieve collective results that the participants would be incapable of accomplishing working alone
Desired Outcome
Efficiently-achieved results meeting objectives
Same as for Coordination, plus savings in time and cost
Same as for Cooperation, plus innovative, extraordinary, breakthrough results, and collective 'we did that!' accomplishment
Optimal Application
Harmonizing tasks, roles and schedules in simple environments and systems
Solving problems in complicated environments and systems
Enabling the emergence of understanding and realization of shared visions in complex environments and systems
Project to implement off-the-shelf IT application; Traffic flow regulation
Marriage; Operating a local community-owned utility or grain elevator; Coping with an epidemic or catastrophe
Brainstorming to discover a dramatically better way to do something; Jazz or theatrical improvisation; Co-creation
Appropriate Tools
Project management tools with schedules, roles, critical path (CPM), PERT and GANTT charts; "who will do what by when" action lists
Systems thinking; Analytical tools (root cause analysis etc.)
Appreciative inquiry; Open Space meeting protocols; Four Practices; Conversations; Stories
Degree of interdependence in designing the effort's work-products (and need for physical co-location of participants)
Degree of individual latitude in carrying out the agreed-upon design
Retrieved from Dave Pollard's Will that be Coordination, Cooperation or Collaboration?