27 Association of Research Libraries Research Library Issues 296 2018 Encouraging Radical Collaboration Collaboration modes evolve from their starting points. In RDA, this evolution is helped toward the state of radical collaboration by the group proposal process, through which the Technical Advisory Board (TAB) reviews group membership and leadership, and recommends others who should be invited to sit at the table. This process supports balance, one of the core values of RDA,9 which is equivalent to the radical collaboration concept of having representative places set around the table. Radical collaboration is further encouraged in RDA through the adoption and implementation of other of its core values: openness, consensus, and harmonization. In addition, the community- driven nature of RDA leaves little room for groups that are run in a style of Dominant coordination.10 Within an institutional setting, the starting points and motivations for collaboration are slightly different. In particular, groups formed in a Notification style or lacking community will to exist are still expected to perform. This creates a greater burden on both participants and leaders. A role equivalent to what TAB fulfills in the group proposal and refinement process of RDA is often difficult to coordinate at an institution, which may represent a more complex community, and where there is no single group similar to TAB. Lacking the strategic oversight of TAB or a similar group that is focused on inclusion, balance, and processes enabling representation, participants in an institutional setting must be self-conscious in considering with whom they are sharing a collaboration, who else should be involved, and how they will establish an environment that normalizes the behavioral expectations required for radical collaboration. Institutional leadership also has responsibility in setting the stage for radical collaboration. A parallel to this is laid out in Manges et al.’s extension11 of Tuckman’s group development model,12 where in the forming stage, leaders may engage in coordinating behaviors that encourage group success such as purposeful team selection,
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