Collaboration. It was the hottest “buzz word” of the last decade — And if you ask ten people to describe it, you could get ten very different answers. Collaborations are going to be a driving force in building stronger relationships and stronger communities. In the new decade we are in the “perfect collaboration storm:” energy around our “community visions”, enormous critical community needs, myriad of new nonprofit organizations, and desire for greater impact. This can only happen if we work together. Our community is whole and interconnected; we can’t create a powerful vision in silos.
CREATE A PASSION FOR COLLABORATION
Jump start your collaboration efforts by asking powerful questions.
“What is the highest potential for our collaborative relationship (organizationally AND individually)?”
“If this collaboration is successful, what is possible for our organization, our relationships, our community?”
Create a vision to begin the collaboration because, the real work (and joy) is as much in the collaboration PROCESS as it is in the final destination. As Rosebeth Moss Kanter states in her compelling article, The Enduring Skills of Change Leaders, “Years of study and experience show that the things that sustain change are not bold strokes but long marches — the independent, discretionary, and ongoing efforts of people throughout the organization.” Collaboration is an intentional process rooted in TRUST, COMMITMENT, PURPOSE, and SHARED VISION. Since the word “collaboration” is ubiquitous, descriptions of difference models are helpful, so I have highlighted some of the most prominent ones below (from least to most formal):
COALITION An alliance, especially a temporary one, of people, or organizations formed for a specific goal and specific set of objectives. A coalition is joint action where each organization or person operates in their own self-interest. A coalition is a coordinating effort, joining forces together for a common cause. The relationships are informal and each organization operates separately.
COLLABORATION 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. (Michael Winer & Karen Kay, Collaboration Handbook: Creating, Sustaining and Enjoying the Journey) There is a commitment from organizational leadership; a shared vision; a mission and set of goals (both Process and Impact); and a process to evaluate impact.
STRATEGIC ALLIANCE An agreement between two or more people or entities stating that the involved parties to achieve a common goal. Strategic alliances usually make sense when the parties involved have complementary strengths. The purpose of an alliance is to (1) achieve joint strategic goals, (2) reduce risk while increasing rewards and/or, (3)leverage resources. This term is usually used to describe a nonprofit/business relationship and is used to describe a host of activities from sponsorship to cause related marketing to social marketing.
JOINT VENTURE A separate legal entity formed by two or more parties to undertake economic activity together. The separate entity may be purposefully created as a partnership, limited liability company or corporation (either for-profit or nonprofit).There must be a legal entity. If there is no legal entity for the joint venture, the partnership is a strategic alliance, and not a joint venture.
- What is our vision for this collaboration?
- What do we want to accomplish?
- How will we do it?
- How will we hold ourselves accountable?
- How will we measure our success, impact?
Politeness is the poison of collaboration – Edwin Land
- The obvious: place, time, date, directions
- A list of who has committed to attend
- Time for a check in (everyone participates!) Some sample questions: How have we moved closer to achieving our vision/outcomes? What are we proud of? What is the most important thing you think we need to accomplish during the meeting?
- What issues will be discussed during the meeting — What will the group be doing and is it for information, discussion or decision?
- Summary of actions from previous meetings
- A summary of achievements to date, and,
- A section to record what actions the group committed to during this meeting.(Review and clarify the Action Items)
4. Develop a Process to Evaluate The Collaboration’s Progress – Michael Winer and Karen Ray recommend both a Process Evaluation and a Results Evaluation. You can create one on a single sheet of paper, and some of the questions can include (but are certainly not limited to) Process: What did we set out to accomplish? What milestones did we meet and what helped/hindered their accomplishments? How did we create a communication process between members/was it successful? How did we live the organizational values that we created? Where could we have improved? Results: What were the desired community benefits and how will we know we were successful? What activities did we do? Who benefited and how?
5. Celebrate Success!– Make sure to celebrate your accomplishments. Invite people from the community to your meetings to talk about the impact your work has had. Invite leaders/Board members from partnership organizations to talk about the impact the collaboration has had on their work. Have a party. Make a toast. acknowledge everyone’s efforts. Engage in ALL four of the key components for successful collaborations: PLAN, IMPLEMENT, EVALUATE, & CELEBRATE!
The theme of my next series of Blog Posts will be collaboration. I am interested in hearing about YOUR collaboration experiences? Successes? Opportunities? Missed Opportunities? “Real World Applications?” — Please take a minute to share your experiences, I would love to hear them (and use your wisdom to share with others!)
(And, on a special note, Community Driven Institute Friends –THANKS for everything!)