Over the years, businesses have tirelessly pursued the establishment of collaborative cultures. They’ve experimented with various methods, but several strategies have emerged as particularly effective: encouraging meaningful encounters and emphasising the art of listening.

In July 2021, Jeff Bezos, the visionary behind Amazon, relinquished his role as the company’s leader. During his tenure, he introduced a set of principles that garnered both praise and criticism. One of his unconventional ideas was the “two pizza rule,” a simple concept dictating that a meeting should consist of no more people than can be fed with two pizzas. This rule aimed to make meetings more purposeful, prevent overcrowding, and eliminate time wastage.

The two-pizza rule is just one of many “collaboration hacks” that businesses have experimented with to foster effective teamwork over the years. Other hacks include standing meetings to keep participants engaged and prohibiting meetings without clear agendas. However, the efficacy of these tactics can vary.

The evolving office landscape has also played a crucial role in promoting collaboration. Initially seen as the catalyst for teamwork, open-plan offices were originally designed with factory-like grids, encouraging isolated work while managers observed from the periphery. It wasn’t until later that office design started embracing the human aspect of business, turning open-plan spaces into collaborative hubs. Nasim Köerting, Design Director at Merivale, rightly emphasises that collaboration is not just about formal ideation sessions but also spontaneous but meaningful interactions like chance encounters at the coffee machine.

Furthermore, the physical act of moving between spaces can promote collaboration. For example, Bloomberg’s HQ in Hong Kong features a staircase with spacious landings and seating areas encouraging impromptu conversations.

But is there more to the collaboration story than meeting etiquette and office design? An author and behavioural scientist, Francesca Gino argues that we might approach collaboration incorrectly. In an article for The Harvard Business Review, she suggests that, instead of focusing on external factors, we should promote a shift in mindset. She notes that sustained collaboration in successful businesses is associated with shared mental attitudes, such as respect for colleagues’ contributions, openness to experimenting with others’ ideas, and sensitivity to how one’s actions impact colleagues and the mission’s outcome. These traits are teachable, with an important starting point being the cultivation of active listening. Too often, people are anxious about their performance, leading them to fill the silence and assert their opinions loudly, which can hinder genuine teamwork and cause conflicts.

Pixar, the renowned animation studio, strongly emphasises creative collaboration. Future managers are required to attend a “90-minute lunchtime class on the art of listening.” Additionally, employees are encouraged to build on one another’s ideas by adding a “plus” during brainstorming sessions, mirroring the “yes and” principle used in improvisation.

In contrast, Amazon’s approach to meetings is somewhat polarised. One of the tech giant’s 14 leadership principles is “having the backbone to disagree.” However, Bezos often sought input from everyone in the room to prevent dominant personalities from monopolising the discussion, highlighting the value of listening.

While the two-pizza rule may aid in more effective meeting management, true collaboration extends beyond surface-level strategies. It requires a fundamental shift in attitude and a commitment to active listening and mutual respect, as exemplified by businesses like Pixar and leaders like Bezos.