How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis

ODN 2004 Annual Conference

309T

Introduction

Collaboration is a term that we hear in the business, government and nonprofit sectors. Many
books and models have been targeted at each sector. Among these publications there are many
similarities and differences. If we ask front line workers, managers, leaders and OD practitioners
what it means we find more differences than similarities. No one says that collaboration is easy.
So, why bother? Today we will look more deeply in to the theory and practice of collaboration.

Goals

To increase participants awareness of how three models provide insight into planning,
facilitating and evaluating inter-organizational partnerships
To increase participants ability and willingness to apply these models
o To assess when collaboration is (or is not) appropriate
o To select an appropriate strategies for building and sustaining effective inter-
organizational partnerships

Agenda

Welcome
Overview
Introductions & Expectations
Define collaboration
Present two models
Application of models through case studies
Debrief case studies
Reflect on application of theory in practice
Evaluation

Presenters

Beth Applegate, Applegate Consulting Group Takoma Park, Maryland, USA

Chris Kloth, ChangeWorks of the Heartland Columbus, Ohio, USA

Beth Applegate, Chris Kloth

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How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T

Beth Applegate, Chris Kloth

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T

Wilder Foundation defines collaboration in two ways:

The Nimble Collaboration defines collaboration as a process based on results that are clearly defined, relationships that are deft, and a
structure that is resilient, leading to productive action. There are three stages in becoming a nimble collaboration: 1) focus on results;
2) focus on relationships; and 3) structure for resilience.

The Collaboration Handbook defines collaboration as: 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. There are four stages outlined in the
Handbook: 1) building a shared vision and describing the purpose or specific results from their work; 2) ironing out conflicts and
working thought trust issues; 3) piloting projects, evaluating results; and 4) member organizations assess how they work together and
what, if anything, is next.

Both books define collaboration as the art of gracefully influencing others, and being influenced by them.

Wilder recognizes that collaborations are not static they dont stay in one stage permanently. The linear progression of the three
collaboration stages in Nimble and the four stages from the Collaboration Handbook are not always sequential. While focusing on
results you will also need to focus on relationships and while focusing on the structure you also need to focus on results.

Other Useful Definitions from Wilder:

Coordination: Is the lease intense way of working together, but it has enormous impact when intentionally employed. When your
organization coordinates with another, you exchange information, and you may decide to use the information to improve your own
serves. Examples of coordination include:
o Putting your organizations name on a letter to Congress;
o Cosponsoring a training event;
o Listing information about your organization in a directory.

This level of working together allows a system or a set of constituents to understand our organizations in relation to other
organizations. Often coordinating involves short-term or relatively uncomplicated tasks without any clearly defined mission, structure
or planning efforts. Coordinating partners share information only about the subject at hand.

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T

Cooperation: ratchets up the intensity of the working relationship. During stage one the member organizations build a shared
vision and mission and describe specific results they want from their work. Organizations contribute more resources to the task.
More formal relationships and understanding of mission distinguishes coordination. People involved in a coordinative effort focus
their longer-term interaction around a specific effort or program. Coordination requires some planning and division of roles and
opens communication channels between organizations. Planning time is required to make the task successful. Examples of
cooperation include:
o Co-location of offices to improve accessibility and save money and that does not involve changing the way the organizations
work;
o A group of Executive Directors meets monthly to help the Forest Service plan for service delivery. This often requires more
that the exchange of information because the participants must work out philosophical differences and agree on a range of
plans.

Collaboration: is the most intense way organizations work together while maintaining separate identities. It is a more durable and
pervasive relationship. It is not better or worse than cooperating or coordinating; it is simply more intense commitment an
organization can make to changing a system. Participants bring separate organizations into a new structure with full commitment to a
common mission. Such relationships require comprehensive planning and well-defined communication channels operating at all
levels. The collaboration structure determines authority. When collaborating, organization agrees to influenceand be influenced by
each other. Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organization to achieve
results they are more likely to achieve together than alone. An example of collaboration is:
o A group of UCF organizations comes together to address the need to strengthen state UCF nonprofit organizational capacity.
They are looking for long-term plans to develop state UCF nonprofit into sustainable organizations. They will involve the
Forest Service and Foundations (to help secure grants and provide organization development) post-secondary institutions (for
vocational and academic education.

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T

Essential Elements Cooperation Coordination Collaboration

Vision and Basis for cooperation is Individual relationships are Commitment of the organizations and
Relationships usually between individuals supported by the organizations their leaders is fully behind their
but may be mandated by a they represent representatives
third party Missions and goals of the Common, new mission and goals are
Organizational missions and individual organizations are created
goals are not taken into reviewed for compatibility One or more projects are undertaken
account Interaction is usually around one for longer-term results
Interaction is on an as needed specific project or task of
basis, may last indefinitely definable length

Structure, Relationships are informal; Organizations involved take on New organizational structure and/or
Responsibilities and each organization functions needed roles, but function clearly defined and interrelated roles
Communication separately relatively independently of each that constitute a formal division of
No joint planning is required other labor are created
Information is conveyed as Some project-specific planning More comprehensive planning is
needed is required required that includes developing joint
Communication roles are strategies and measuring success in
established and definite terms of impact on the needs of those
channels are created for served
interaction Beyond communication roles and
channels for interaction, many levels
of communication are created as clear
information is a keystone of success
Authority and Authority rests solely with Authority rests with the Authority is determined by the
Accountability individual organizations individual organizations, but collaboration to balance ownership by
there is coordination among the individual organizations with
participants expediency to accomplish purpose
Some sharing of leadership and Leadership is dispersed, and control is
Leadership is unilateral and control shared and mutual
control is central There is some shared risk, but Equal risk is shared by all
All authority and most of the authority and organizations in the collaboration
accountability rests with the accountability falls to the
individual organization which individual organizations
acts independently

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T
Essential Elements Cooperation Coordination Collaboration
Resources and Resources (staff time, dollars, Resources are acknowledged Resources are pooled or jointly secured
Rewards and capabilities) are separate, and can be made available to for a longer-term effort that is managed
serving the individual others for a specific project by the collaborative structure
organizations needs Rewards are mutually Organizations share in the products;
acknowledged more is accomplished jointly than
could have been individually

Mattessich, Murray-Close, and Monsey,

Collaboration: What Makes It Work, 61.

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How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T

Essential Elements Coordination Cooperation Collaboration

Shared Vision, Articulate and acknowledge Articulate and acknowledge Articulate and acknowledge similar
Mission and similar and distinct aspects of our similar and distinct aspects of our and distinct aspects of our
Values organizational visions, missions organizational visions, missions organizational visions, missions and
and values (Concurrence or and values (Some concurrence & values, culture, image/reputation
alignment not required) alignment required) (Considerable concurrence and
alignment required)
Articulate and acknowledge our Articulate and acknowledge our
common interests with respect to common goal(s) with respect to Articulate and acknowledge our
our relationship our relationship joint-venture, shared mission, vision & values, and
project, product, service, program, common goal(s) with respect to our
Articulate and acknowledge our etc. relationship joint-venture, project,
distinct interests with respect to product, service, program, etc.
our relationship (optional) Articulate and acknowledge our
distinct interests and goals with Articulate & acknowledge our
respect to our relationship perceived opportunities for increased
synergy or decreased duplication
Clarify timing, roles, boundaries
Articulate and acknowledge our
Determine how to monitor and common goal(s) with respect to our
communicate across boundaries relationship joint-venture, project,
product, service, program, etc.

Articulate and acknowledge our

distinct interests and goals with
respect to our relationship

Clarify & affirm commitment of the

organizations leaders are fully
behind their representatives (see Wilder)

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T
Essential Elements Coordination Cooperation Collaboration
Shared Power What knowledge, skills, What knowledge, skills, What knowledge, skills,
perspectives, relationships, perspectives, relationships, perspectives, relationships, expertise,
expertise, information, credibility, expertise, information, credibility, information, credibility, financial and
financial and other resources that financial and other resources that other resources that will be needed to
will be needed to achieve the will be needed to achieve the achieve the shared goal(s)?
shared goal(s)? shared goal(s)?
Clarify core competencies, mental
Articulate, clarify, specify the Clarify core competencies, mental models, systems, roles, policies,
roles and responsibilities of each models, systems, roles, policies, practices, licenses, certifications,
partner in relation to the goal(s) practices, licenses, certifications, contracts, knowledge, skills,
contracts, knowledge, skills, perspectives, relationships, expertise,
perspectives, relationships, information, credibility, financial and
expertise, information, credibility, other resources that each partner has
financial and other resources that access to and can use to achieve or
each partner has access to and can exceed the shared goal(s)
use to achieve the shared goal(s)
Identify areas of potential synergy
Articulate, clarify, specify, align and duplication for each partner
tasks, roles, responsibilities of
each partner in relation to the Explore risks and opportunities
goal(s) related to areas of potential synergy
and duplication for each partner

Articulate, clarify, specify, align

tasks, roles, responsibilities of each
partner in relation to the goal(s)
Shared Sense of Lets go the same direction If we each do what we do best we We cannot can achieve our highest
Interdependence will achieve positive results aspirations without the other(s)
Lets avoid getting in one effectively and efficiently
anothers way
If we dont work together it will
Information sharing is key be harder for each of us to achieve
what we desire as effectively or
If we do we each get what we efficiently
need

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T
Essential Elements Coordination Cooperation Collaboration
Mutual Respect If you do your part I will do my Each of us does what we agreed Vulnerability shared risk
and Trust part to, where we agreed to, when we balanced ownership
agreed to, how we agreed to
We make sure we know whats Your performance has a significant
going on We make sure we know whats impact on my performance
going on
We clarify any misunderstandings Your credibility has a significant
or confusion We clarify any misunderstandings impact on my credibility
or confusion
We recognize and accept with Our work together and separately
respect that we may compete or All partners are able and willing to creates the appearance of
oppose each other on some issues communicate openly and clearly seamlessness
or outcomes outside the scope of about the task and relationship
the relationship elements of our work together in We make sure we know whats going
relation to our common goal on a on
regular basis
We clarify any misunderstandings or
We learn from one another how confusion
each of us makes the others work
harder or easier All partners are able and willing to
communicate openly and clearly
When we find ourselves in a about the task and relationship
situation where we may compete elements of our work together in
or oppose each other on some relation to our common goal on a
issues or outcomes outside the regular basis
scope of the relationship we take
into consideration the potential We acknowledge how we make on
impact on the relationship anothers work harder or easier
Shared Control Protect boundaries Manage boundaries Leverage permeable boundaries,
allowing for some areas to remain
Create communication strategies Create process maps that help distinct
to support interaction as needed people understand who needs to
do what, when and how Create process maps that help people
Facilitate linkages as needed understand who needs to do what,
when and how

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T
Essential Elements Coordination Cooperation Collaboration
Shared Control Little or no joint planning is Where appropriate, make Explore opportunities to keep, pitch,
(contd) required adjustments to practices that will change or create policies, practices,
help each partner de their part tools and other elements of how each
Relationships are informal more effectively partner does its work
processes match relationships
Create and implement process Explore what would be required for
Partners make specific requests monitoring and improvement one partner to feel safe allowing
for changes related to how they processes another partner to do work
work together to achieve their traditionally done by one or the other
shared goal(s) while respecting Clarify, document and affirm
the autonomy of each partner roles, responsibilities, policies, Consider the extent to which a (new)
procedures, structure, authority formal organizational structure may
and other task and relationship facilitate achieving shared goals
matters related to shared goals
Where appropriate, make
Develop decision making, conflict adjustments to structures and
management and problem solving practices that will help each partner
guidelines related to the work in contribute most effectively and
advance efficiently

Create and implement process Create and implement process

monitoring and improvement monitoring and improvement
processes processes, with an emphasis on
learning and application
Determine when and how shared
planning efforts will occur Clarify, document and affirm roles,
responsibilities, policies, procedures,
Communication roles are structure, authority and other task
established and clear channels are and relationship matters related to
created for interaction shared goals

Develop decision making, conflict

management and problem solving
guidelines in advance

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T
Essential Elements Coordination Cooperation Collaboration
Shared Control Create ongoing planning cycles and
(contd) processes

Communication roles established:

clear, consistent channels are created
while also creating a framework for
flexibility

Leadership is dispersed, control is

shared and mutual
Shared Identify performance-based Identify performance-based Identify performance-based
Accountability indicators that demonstrate the indicators that demonstrate the indicators that demonstrate the extent
extent to which partners are acting extent to which partners are to which partners are achieving
in a manner consistent with the achieving shared goals at levels of shared goals at levels of quantity and
relationship quantity and quality linked to the quality equal to or exceeding the
shared goals(s) of the relationship shared goals(s) of the relationship
Create and use monitoring,
documentation and reporting Create and use monitoring, Create and use monitoring,
processes related to agreements documentation and reporting documentation and reporting
processes related to shared goals processes related to shared goals,
All authority and accountability and process improvement process improvement and sustainable
rests with the individual learning may require an ability &
organization, which acts Develop decision making, conflict willingness to explore deeper levels
independently (see Wilder) management and problem solving of communication to leverage
guidelines related to the potential synergy
improving results and sustaining a
healthy, productive relationship Develop decision making, conflict
management and problem solving
There is some shared risk, but guidelines related to improving
most of the authority and results and sustaining a healthy,
accountability falls to the productive relationship may require
individual organizations (see Wilder) a full governance structure

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 How to Navigate the Dynamics of Organizational Collaboration A Critical Analysis
ODN 2004 Annual Conference
309T
Bibliography

1. The Nimble Collaboration: Fine Tuning Your Collaboration for Lasting Success; Karen Ray;
Amherst H. Wilder Foundation, 2002
2. Collaboration Handbook: Creating, Sustaining, and Enjoying the Journey; Michael Winer,
Karen Ray; Amherst H. Wilder Foundation, 1994
3. The Collaborative Challenge: How Nonprofits and Businesses Succeed Through Strategic
Alliances; James E, Austen; Jossey-Bass (A Drucker Foundation Leaderbook), 2000
4. Meeting the Collaboration Challenge: Developing Strategic Alliances Between Nonprofit
Organizations and Businesses; James E. Austen; Jossey-Bass (The Drucker Foundation
Workbook), 2002
5. The Collaborative Leadership Challenge: A Guide for Citizens and Civic Leaders; David D.
Chrislip; Jossey-Bass, 2002
6. Beyond Teams: Building the Collaborative Organization; Michael M. Beyerlein, Sue
Freedman, Craig McGee, Linda Moran; John Wiley & Sons, 2003
7. The Collaborative Work Systems Fieldbook: Strategies, Tools, and Techniques; edited by
Michael M. Beyerlein, Craig McGee, Gerald D. Klein, Jill E. Nemiro, Laurie Broedling;
John Wiley & Sons, 2003
8. Collaborative Inquiry in Practice: Action, Reflection and Making Meaning; John N. Bray,
Joyce Lee, Linda L. Smith, Lyle Yorks; Sage, 2000
9. How to Make Collaboration Work: Powerful Ways to Build Consensus, Solve Problems, and
Make Decisions; David Straus; Berrett-Koehler, 2002
10. Building the Village: Collaboration Skills for Educators and Nonprofit Leaders; Hank Rubin;
Lyceum Books, 1998
11. Unpublished Paper; Richard Boetcher, Ph.D., The Ohio State University School of Social
Work, 1995
12. Developing Collaboration in Organizations, Udai Pareek, The 1981 Annual Handbook for
Group Facilitators; University Associates, 1981, (pp. 165 182)
13. On Dialogue; David Bohm; David Bohm Seminars, 1990
14. The Fifth Discipline Fieldbook: Strategies and Tools for Building A Learning Organization;
Peter M. Senge, Charlotte Roberts, Richard B. Ross, Bryan J. Smith, Art Kleiner;
Currency/Doubleday, 1994 (pp. 233 445)

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