Collaborative partnership - Wikipedia
OneDesk was built to strengthen collaborative relationships. to understand its true meaning in order to ensure the software will aid in that area. Collaborative relationships occur when two or more people work together in. Building Collaborative Relationships Between Organizations & Their . There should be a meaningful reason for working together, and it. For collaboration to work, the vision and purpose must be clear. To foster this, team members must be provided with defined individual and to deliver what they expect, business grows, relationships grow as does revenue.
Cost-sharing occurs when each organization provides different resources, such as facilities, staff, or equipment. Grant-match occurs when one organization provides a grant and the recipient provides a match in services, cash, maintenance, supplies, or volunteers.
Forming Partnerships As opportunities arise, organizations need practical advice on whether or not to form strategic partnerships, and, if so, where to begin the partnership development process. When considering a potential partnership, you may have questions such as: What benefits can a partnership provide?
What organizations should we consider partnering with? How do we get a partnership process underway? The first step in developing a partnership is to define the need for a partnership. The second step is to start the process. The third step is to set up and maintain the partnership. Remember—a partnership should not be the end in itself, but, instead, a means to an end. Therefore, establishing a partnership may not always be the appropriate decision for meeting your goals.
The first step in partnership formation is to define the need for a partnership. The goal in partnerships is to achieve more than individual organizations can achieve on their own. In other words, the whole of the partnership is greater than the sum of the individual parts. Identifying self-interest is a critical part of this first step. In defining the need for a partnership, you should think not only about what the partnership can accomplish as a whole, but also about the concrete benefits to your organization in particular.
- Partnerships: Frameworks for Working Together
Each potential partner should answer the following questions and discuss their answers together: What are our short-term interests? What does our organization need to accomplish or gain in the next 12 months to stay engaged in the partnership? What are our long-term interests? What does our organization need to accomplish or gain in the next months to stay engaged in the partnership? Possible answers might include additional organizational members or volunteers; enhanced products or services; greater community credibility or support; and improved access to businesses, agencies, or foundations.
The second step in partnership formation is to start the process. Partnerships have to be developed and nurtured in ways that respect and recognize all individuals. Building relationships is not just the responsibility of organizational leaders, but of everyone working in the partnership.
This may seem obvious, but very few groups perform this fundamental requirement necessary for valuing and respecting the individual partners. The stages of developing a partnership can be compared to the stages of team development—forming, storming, norming, and performing.
Forming involves bringing people together to start the partnership-building process. In the next stage, after the group has met several times, people start to question the purpose and direction of the partnership e. Norming is the stage in which the partners begin to develop protocols and reach shared agreements.
Performing is when the partners are working together smoothly and accomplishing their objectives. The third step in partnership formation is setting up and maintaining the partnership. There can often be ambiguity or conflict regarding the division of responsibility between the partnership and individual partners.
Partners may be reluctant to delegate authority to the partnership.
This document sets out the key objectives, procedures, structure, and outcomes of the partnership. It also gives the partnership some structure and boundaries to work within, while allowing flexibility for change and growth.
One issue to consider is how the partners should behave in the relationship. Obviously, cooperation is the ideal. But what should you do if a partner does not cooperate or fulfill commitments in a timely manner? The work of actively managing a partnership can be supported by partnership norms and communication structures.
Norms are informal agreements about how group members will behave and work together. Communication structures are practical guidelines and frameworks that help individuals and groups hold productive discussions, manage conflict, and reach decisions. For example, partners might use a specific process for having open dialogue about difficult topics. Norms and communication structures are useful tools for promoting healthy communication in partnerships. Partnership norms can foster healthy work relationships.
Successful partnerships are managed by people who recognize the importance of cultivating healthy working relationships. Creating and following partnership norms is an effective way to maintain healthy working relationships.
Partnership norms are informal guidelines on how partnership members will behave and interact with one another. These four steps will help you implement partnership norms. Identify the shared values of the group. Then, as a group, decide on what your shared values and norms will be. Partnership norms must be agreed upon by all members of the group.
Document partnership norms and make them easily accessible. Based on your shared values, write statements that will serve as guidelines for behavior and how the group will work together. For example, if your partnership places a value on participant attendance at partnership meetings, a suggested norm might read: We will attend all partnership meetings regularly.
Partnerships: Frameworks for Working Together
I will notify members in advance if I must miss a meeting. I will ask another member of the group to debrief me within one week of missing any meetings. Consider posting your partnership norms on a shared website or virtual workspace. Communicate the norms regularly. Consider creating laminated cards or fact sheets that can be distributed to members. You might also consider attaching a copy of partnership norms with all meeting notes or posting them in the meeting rooms.
Update the norms as needed. Partnership norms are only effective when all members of the group agree on the shared values. Use communication structures to facilitate open discussion. Open, honest communication is a cornerstone of good partnerships.
It can be built by creating communication norms and using structures for facilitated discussion. To facilitate discussion is to be intentionally conscious of a framework for use in dialogue. Successful partnerships use consistent communication norms in every interaction and meeting. They engage in open dialogue within established parameters and allow for healthy conflict.
Below are some suggestions for building strong communication. Hire a consultant to train all staff and partners on facilitation techniques.
Build proficiency in two or more leaders who develop understanding of at least one proven model of communication and commit to using that model. Each of the following books contains a practical communication framework: Participate in Courage to Lead workshops.
Building Collaborative Relationships in the Workplace
The most essential element is having a skillful facilitator and at least one alternate. Facilitators must be able to uphold the decided-on norms and dialogue framework.
All participants must agree to the norms and be willing to hold each other accountable. Through facilitated communication, partnership members must learn how to engage in productive conflict, which is necessary in order for the group to implement community-wide solutions.
The best work plans establish buy-in from members, are realistic, have measurable outcomes, and hold people accountable.
Technology can be a powerful resource to strengthen implementation of collaborative work plans and support partnership norms and communication practices. There are a host of platforms that allow you to effectively collaborate with partners online.
Four types of technology tools that can be used are: Ensure your collaborative work plans have these key characteristics. A collaborative work plan is a document that outlines the structure of work for the partnership or a specific initiative within the partnership. Good work plans have the following characteristics: Establish buy-in Although collaborative work plans document the work breakdown for your specific tasks, they alone cannot motivate people to action.
Increase your success rate by first establishing buy-in for the plan from the members of your work group. People want to see progress, no matter how incremental. Stay within the scope of your project. Parties from the public sector, from the market and from civil society have an interest in sustainable development. A constructive dialogue among these interests can be convened in a setting that excludes hierarchy and authority.
Dialogue can produce a shared normative belief that provides a value-based rationale for collaborative action. Collaborative action based on voluntarism, joint resource commitment and shared responsibility of all actors for the whole project can serve public interests as well as private interests.
Collective action can be commercial in nature; the market mechanism can promote more sustainable practices through the leverage and spin-off of private-sector investments. A pluriform partnership practice has taken root in a paradigmatic premises. Partnerships come in three modalities.
The modality concerns partnerships that are initiated by government. These partnerships lean heavily on the authority and sanctions of government. The second modality concerns arrangements made by private parties in which public administrations participate as one of many partners.
The third modality concerns the cooperation between businesses and non-governmental organizations. Cross-sector social partnerships are proliferating rapidly Child and Faulkner, ; Berger, Cunningham and Drumright, This is also a world filled with frustration.
Collaborations focused on sustainability issues, for example, are highly visible and wicked problems that draw the attention of large and powerful interests, including governments, large corporations, and well-funded nongovernmental organizations NGOs. Voluntary, jointly defined activities and decision-making processes among corporate, non-profit, and agency organisations that aim to improve environmental quality or natural resource utilisation.
Long and Arnold, New social partnerships: People and organisations from some combination of public, business and civic constituencies who engage in voluntary, mutually beneficial, innovative relationships to address common societal aims through combining their resources and competencies.
Building Collaborative Relationships in the Workplace
Nelson and Zadek, Collaboration: A number of autonomous Based on moral as distinct from professional or institutional motivations, networks are cooperative, not competitive. Communication is of their essence They foster solidarity and a sense of belonging. They expand the sphere of autonomy and freedom. True co-management goes far beyond mere consultation. With co-management, the involvement of indigenous peoples in protected areas becomes a formal partnership, with conservation management authority shared between indigenous peoples and government agencies Stevens, Collaborative management of protected an areas A situation in which some or all of the relevant stakeholders are involved in a substan- tial way in management activities.
Specifically, in a collaborative management process the agency with jurisdiction over natural resources develops a partnership with other relevant stakeholders primarily including local residents and resource users which specifies and guarantees the respective management functions, rights and responsibili- ties.
Borrini-Feyerabend,  Stakeholders[ edit ] The most intractable yet critical challenge in the pursuit of collaboration in natural resource management is to engage the most powerful stakeholders in analysis of the causes and alternatives to conflict.
Although in many settings marginalized groups must be empowered to undertake problem analysis and formulate strategies for negotiation, change will only come about if the powerful are moved to act on the causes of marginalization, inequity, and mismanagement Thomaset al. Network development, partnership, and collaboration have been proposed to enable organizations to understand and respond to complex problems in new ways Cummings, ; Gray, Marginal stakeholders need to understand the importance of a shared decision making process to formalize the relationships in the network.