Collaboration & Leadership statement

At the University of Washington Bothell, collaboration goes beyond simple teamwork. It is built on shared inquiry, mutual accountability, and continuous reflection. This principle came to life during a group-led "teach-in" for my critical psychology course, where we replaced a standard lecture with an in-depth, two-hour presentation on social media’s influence on youth mental health. The experience, however, was not without its challenges. Two group members made minimal contributions, leaving the remaining work to me and another teammate. With limited time, we worked overnight to complete the presentation.

This situation demanded quick thinking and adaptability. The usual democratic model of group work gave way to a more urgent, task-driven form of leadership. My teammate focused on visual design while I concentrated on analyzing research findings, especially the limitations of existing studies and the embedded biases in mainstream psychology. We emphasized class engagement, posed critical questions, and structured our presentation around both mainstream and critical psychological perspectives. I led a section titled "Band-Aid Over a Bullet Hole," which argued that mainstream psychology often treats individual symptoms rather than addressing larger systemic issues tied to capitalism. Despite the uneven distribution of labor, I learned a great deal about perseverance, assuming the best in others, and maintaining quality under pressure.

In contrast, the clinical interview assignment introduced a different form of collaboration. More intimate and centered on emotional sensitivity. In this project, I was tasked with conducting a pseudo-therapeutic interview. First, I developed a series of open-ended questions. Then, I engaged in a lengthy conversation with my interviewee and partner for this project, who was facing complex emotional and psychological struggles. Though I facilitated the interview, the conversation required shared control. I had to respect the Interviewee’s pace, boundaries, and communication style.

This project made me think critically about power dynamics and the ethics within mental health and interpersonal collaboration. The Interviewee’s highly analytical mindset often transformed emotional topics into structured, logical discussions. Instead of trying to force emotional responses, I adapted my approach, listening carefully, gently guiding conversational direction when needed, while staying aware of how my reactions might shape our dialogue. Collaboration, in this context, meant creating a space for someone else’s experience to unfold, without overshadowing it.

Throughout this interview, self-awareness was critically important. I noted several reflective moments where deeper probing could have significantly enriched our dialogue, particularly when the Interviewee described feeling "touch starved." This poignant metaphor captured the Interviewee’s profound emotional deprivation and physical isolation. Upon reflection on our interaction afterward, I recognized I could have explored this idea further. I could have inquired into the personal experiences underpinning this sentiment, understanding its impact on daily life, or discussing specific unmet emotional needs.

Despite this oversight, the interview affirmed my ability to cultivate an empathetic, supportive, and nonjudgmental pseudo-therapeutic conversational environment. This artifact is a prime example of how emotional attention is necessary for success in collaborative settings. When people are emotionally attuned to the presence of others, suddenly their role within the group becomes that much more important. In a perfect world, this avoids the pitfall of neglectful group members.

Together, these two projects shaped my view of collaboration as a flexible, responsive, and shared process. Whether managing a group project with uneven participation or guiding a personal interview through careful attention and care, I have learned that collaboration isn’t always about equality of task but about equity of presence, intention, and support. It requires trust, self-reflection, and a commitment to shared growth. These experiences have taught me how to navigate tension, uplift others' voices, and see leadership not as control, but as mutual responsibility.