I think it's collaboration by choice vs. collaboration by dictate. I had an awful time having to work with people that weren't at my level. And the work (not calling it "my" work, btw) always suffered as a result.
Then in my most recent project, I've done some of the best work of my life in conjunction with a collaborator. She was someone I chose, and we both brought our respective disciplines to bear. We were both quite open to and respectful of each other's input. But a lot of our work was done in solitude. Sometimes one or the other would bring a surprise to the next meeting, a distinctly different yet more elegant solution to the problem we set out to solve. It was easy for either of us to cast aside prior agreements and accept the more awesome result.
In previous jobs, I would be chastised for "going rogue" if I took a side journey to make something awesome. Some managers are blind to benefits like reductions in customer support/general headaches, increase in usability, reduction of time and motion, or just the general wow factor, when they are looking at meeting minutes.
IMO Collaboration is like any other tool. It can work fantastically when employed by skilled practitioners. And will produce shoddy results in the hands of the unskilled. Ego, pride and self-obsession also contribute to failure. It takes a somewhat enlightened person to be willing to let someone else in to their creative process. To accept criticism as a necessary part of the process of making great work, instead of taking it personally. To go to the mat as the lone dissenting voice when they know they're on to something great. And to know the difference when their own idea is something really great vs. gratuitous crap.
Then in my most recent project, I've done some of the best work of my life in conjunction with a collaborator. She was someone I chose, and we both brought our respective disciplines to bear. We were both quite open to and respectful of each other's input. But a lot of our work was done in solitude. Sometimes one or the other would bring a surprise to the next meeting, a distinctly different yet more elegant solution to the problem we set out to solve. It was easy for either of us to cast aside prior agreements and accept the more awesome result.
In previous jobs, I would be chastised for "going rogue" if I took a side journey to make something awesome. Some managers are blind to benefits like reductions in customer support/general headaches, increase in usability, reduction of time and motion, or just the general wow factor, when they are looking at meeting minutes.
IMO Collaboration is like any other tool. It can work fantastically when employed by skilled practitioners. And will produce shoddy results in the hands of the unskilled. Ego, pride and self-obsession also contribute to failure. It takes a somewhat enlightened person to be willing to let someone else in to their creative process. To accept criticism as a necessary part of the process of making great work, instead of taking it personally. To go to the mat as the lone dissenting voice when they know they're on to something great. And to know the difference when their own idea is something really great vs. gratuitous crap.