Creating a culture of overt collaboration is foundational to an organizations ability to maximize results. Today’s post is by thoughtLEADERS principal Maureen Metcalf. In the United States, where we recently came out of a challenging election season, a concern for many leaders in the last few months has been creating workplaces where all employees are focused on the mission of the organization and not distracted by the political views of their colleagues. It seems that with this election, we are seeing a decrease in civility, openness and appreciation for alternate points of view. While this problem is accelerated by the recent election in the U.S., we are seeing similar concerns globally as we experience factions pushing toward globalism while others move toward localism. For example: Bill is leading a group of technology professionals. They come from diverse backgrounds, and many are new to the organization. They are focused on IT security, a field that is evolving quickly. This group is continually faced with challenges they have not seen, and they are one of the top organizations among their peers. They are encouraged to attend conferences, read, talk to people in different industries and talk to thought leaders. Their only limitations in their interactions are time and money—the same limitations we all face. In addition to being encouraged to solicit information continually, they are explicit about their culture. They have discussed how they will work together and define the elements that support a highly effective culture. These agreements are foundational to their ability to think and behave collaboratively as their primary approach to problem-solving.