PILAR: A Model of Collaboration to Encapsulate Social Psychology

Abstract

This article presents an iterative examination of a grounded theory of collaboration in conjunction with social psychology literature. The resulting PILAR (Prospects, Involved, Liked, Agency, Respect) model of collaboration encapsulates over 30 social and group psychology (SGP) theories, including social identity theory, social network analysis, and psychological safety. Selected works of the early 20th-century scholars Lewin, Moreno, Simmel, and Foucault resonate with the PILAR model. We considered that, in constructing a generalized model of collaboration made possible by the availability of modern SGP theory, PILAR may represent advancement toward accomplishing these early scholars’ original intent. To validate PILAR, we proposed an empirical investigation for its consistency with organizational psychology, positive psychology, and appreciative inquiry, and for testing whether learning PILAR may improve collaboration skills for individuals lacking empathy.

Is coworker feedback more important than supervisor feedback for increasing innovative behavior?

“…Finally, there is a push in the HRM literature to examine team or collaborative innovative behavior (Y. Zhou et al, ). Therefore, we suggest that future research draw on collaboration‐based theories, such as the PILAR model (Heslop, Stojanovski, Paul, & Bailey, ), and feedback environment models (Gabriel et al, ) to understand how the feedback environment can create a psychologically safe workplace to increase innovative behavior. We suggest examining this relationship through innovative techniques such as social network analysis (Balkundi & Kilduff, ), which allows researchers to measure tie strength, density, and centrality.…”

Collaboration Vouchers: A Policy to Increase Population Wellbeing

“…When the member feels that his or her group is likely to fail, low prospects are experienced as uneasiness and foreboding. Even when the group itself is performing well, if the member suspects his or her share is at risk, for instance, continuing the community garden analogy, a favourite crop has failed while others are abundant, then prospects are perceived as low [32]. Hence, while members presumably hope the group succeeds, their priority is their personal share of the collective benefit.…”

“…Hone, Jarden, Schofield, and Duncan [72] nominated four wellbeing instruments (see Table 2 below) that, when considered in conjunction, demonstrate substantial overlap with PILAR and positive psychology. The overlap is extended by inclusion of the initial condition assumed by PILAR, termed idealised collaboration [32].…”

“…prospects Your opinion of whether the group will succeed, and if so, whether you will receive your anticipated share of that success involved Your willingness to cooperate with colleagues, either providing or receiving assistance in the form of knowledge and physical aid liked Your sense of popularity and security based upon your perception of colleagues' warmth and affection towards you agency The permission you feel to suggest change to the group's norms, processes, task allocation, and strategy respect Your opinion of a colleagues' task-relevant competence and general trustworthiness Source: [32].…”

“…We select the PILAR model of collaboration due to its encapsulation of a wide range of social psychology theory [32] as well as consistency with oganisational psychology [33]. PILAR considers that humans have an array of perceptions that guide their decision to engage in a group, to reduce their investment, or to withdraw entirely [34].…”