OUTLINE OF PRESENTATION: Maximize Your Collaboration Myths Impact Replacement The concept of independence must be replaced by a focus on interdependence. The Promise . . . The Premise Definitions Collaboration Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organizations to achieve results they are more likely to achieve together than alone. Definitions Systems Change Partners focus on the way in which the current system can be improved by changing individual organization policies and procedures. The organizations believe they are interdependent. Each organization has a unique role. Commitment to mutual goals: Jointly developed structure - Shared responsibility - Shared resources and rewards Strategies Results – Relationships – Resiliency Help participants understand that sustainability is not the issue - changing the use of existing resources is the issue. Emphasize future budget planning. Stages of Collaboration Development Handouts October 29, 2008 Collaborations that Get Results PERSONAL LEARNING GOALS My personal learning goals are: 1._____________________________________________________________________________________________________________________________________________________________________________________ 2._____________________________________________________________________________________________________________________________________________________________________________________ 3._____________________________________________________________________________________________________________________________________________________________________________________ October 29, 2008 Collaborations that Get Results THINGS TO DO TO STRENGTHEN MY PARTNERSHIP Notes From Lecture / Exercises Things To Do & Ideas for Change October 29, 2008 Collaborations that Get Results COLLABORATION DEFINED DEFINITION: Collaboration is a mutually beneficial and well defined relationship of two or more organizations which enables enhancements to a service delivery system that cannot be created alone. COOPERATION is the least complex relationship and is characterized by short term informal relations that exist without any clearly defined mission, structure or planning effort. Information is shared only about the subject at hand and resources are kept separate. Authority is retained by each organization and there is virtually no risk to anyone. COORDINATION is more complex and is characterized by the sharing of some resources. Interaction is usually longer term, often focused around a specific task or program. Some planning and division of roles is required and enough information is shared about the participants to enable cooperation. Authority still rests primarily with individual organizations, but there is increased risk to all participants. COLLABORATION connotes a more durable and pervasive relationship. There is a common mission to achieve something greater than a single project or task. Such relationships require comprehensive planning and greater - and sometimes unequal - sharing of resources and power. Authority is determined by the collaborative structure and risk is much greater because each partner is contributing its resources and reputation. October 29, 2008 Collaborations that Get Results THE ALLIANCE CONTINUUM An alliance is a relationship between partners that is strategically formed to accomplish goals that benefit the community while strengthening the partners’ organizations. Types of alliances: COOPERATION is the least complex relationship and is characterized by short term informal relations that exist without any clearly defined mission, structure or planning effort. Information is shared only about the subject at hand and resources are kept separate. Authority is retained by each organization and there is virtually no risk to anyone. COORDINATION is more complex and is characterized by the sharing of some resources. Interaction is usually longer term, often focused around a specific task or program. Some planning and division of roles is required and enough information is shared about the participants to enable cooperation. Authority still rests primarily with individual organizations, but there is increased risk to all participants. COLLABORATION connotes a more durable and pervasive relationship. There is a common mission to achieve something greater than a single project or task. Such relationships require comprehensive planning and greater - and sometimes unequal - sharing of resources and power. Authority is determined by the collaborative structure and risk is much greater because each partner is contributing its resources and reputation. DEFINITION: Collaboration is a mutually beneficial and well defined relationship of two or more individuals or organizations which enables a service or product that cannot be created alone. MERGER is the result of two organizations that become one organization. Mergers are strongest when the two organizations share the same vision, mission, strategies for achieving the mission, geographic service area, services, and values for providing those services. Mergers are the most difficult, and rarest of alliances.* October 29, 2008 Collaborations that Get Results The Nimble Collaboration 10 PRINCIPLES OF RESILIENCY 1. Leaders energetically support the results partners aim to achieve. 2. There is equity - not equality - of organization power. 3. Systems are changed because individual organizations change themselves. 4. Leadership is shared. 5. Conflict is expected and will be managed effectively. 6. Collaboration is transparent. 7. Each organization is accountable to its constituents and its leadership. 8. Decision making becomes more effective as power is delegated to appropriate sub-groups of the collaboration. 9. Collaborations are not permanent, relationships are. 10. Documentation ensures resilience. October 29, 2008 Collaborations that Get Results FOUR WAYS TO BUILD TRUST 1. Model acceptance. Behave as if you trust the other person. Manage meetings in a way that is respectful of differences, and encourages open dialogue. Be mindful of the impact that different work styles have on different people. 2. Share information. Expect several meetings for sharing information. If you believe you know about this person and his/her organization, then ask questions to help you know more in detail. Avoid assumptions. Set a norm for information sharing by being appropriately open about yourself and your organization. 3. Make decisions together. Start by making small, inconsequential decisions together: when will we meet? Where will we meet? Set ground rules for making more important decisions, and post those rules in the meeting room as a reminder. Allow enough time to make quality decisions together, but do not expect consensus on a regular basis. Use your conflict management skills. 4. Be authentic. Work relationships based on trust are built one interaction at a time. Strive to be conscious of your reactions during meetings and dialogues, and provide feedback honest responses in a professional and respectful manner. Adapted from the work of Jack Gibb CREATE AN ENVIRONMENT that encourages examination of resource allocation These factors are important for creating an environment that encourages collaboration partners to explore how resources are used. When these factors are in place, it’s easier to start the discussion about how to afford permanent ways to help women with disabilities and deaf women. Awareness of needs Everyone in the collaboration understands what women need to stay safe. Awareness of needs in each partner organization Collaboration members champion needs of women within their own organization. Hold the vision Each person has a vision and shares it with others often. Meaningfulness is apparent Each partner can say just what the vision means to him/her and to individual organizations. Initial discussions are successful. The first dialogue is introduced at the right time, the right place, and with the right people. The first dialogue is gentle. Partners take time to influence one another. Collaboration is a process that encourages people to influence one another’s thinking, ideas and opinions. Parallel strategic planning Partners promote the notion that organizations can do their own strategic planning better when it’s done in the light of information about other organizations’ strategic thinking. Used with permission Copyright Karen Ray Associates