2. COALITION BUILDING AND COMMUNITY ORGANIZING: UNDERSTANDING RESULTS, PROCESS, AND RELATIONSHIPS Early Years Collaborative: Learning Session 5

3. A REALITY CHECK… Coalition leaders often ask participants to leave their individual “bias”—their programmatic responsibilities and objectives—at the door. Such a sacrifice drains the coalition of its purpose and energy.

4. Focus on Results, Process, and Relationships Creating safe spaces for collaboration Understanding your stakeholders… …and then engaging them with clear decision making processes

5. Adapted from: Interaction Associates Shared Responsibility RESULTS: Completion of the test Achievement of the goal PROCESS: How the work gets done How the work is designed and managed How the work is monitored and evaluated RELATIONSHIPS: How people experience each other How people relate to the collaboration/coalition How people feel about their involvement and contribution

6. HOW WILL YOU KNOW? Guides/Questions For results: Identified outcomes and process measures for improvement Are the results high quality? Are the results timely? Do the results of our work meet the needs of the children, families, and citizens we serve? For process: Was the process of how we worked together clear and logical? Was the process efficient? Is the process of how we are working appropriate for the task? For Relationships: Do team members feel supported? Do team members trust each other? Do team members feel valued? Adapted from: Interaction Associates

7. HOW WILL YOU KNOW? MeasuresSpecific Goals % antenatal bookers eligible for Healthy Start (self reported) Improve uptake of Healthy Start (food and vitamin voucher scheme) to 90% of eligible participants Degree of key stakeholder participation and buy-in Number of team mtgs without clear desired outcomes and agendas All team members/contributors participate in the change efforts All key stakeholders support the work design No team meetings without clear desired outcomes and agendas % of team/coalition members who feel acknowledged for their contribution Opinion rating of eligible expecting mothers (random sample) All team members feel acknowledged upon completion of project/test 4 out of 5 eligible expecting mothers express satisfaction with our services. Results Process Relationships

8. MORE MEASURES FOR RELATIONSHIPS NUM: # of partner organisations contributing to intervention(s) in the past quarter DEN: Total # of organisations interested in partnering NUM: # of partner organisations participating in more than 5 meetings/events in the past quarter DEN: Total # of organisations interested in partnering # of members not from our organisation/agency # of unique neighborhood residents participating in EYC-related events in the past month # of participants in a specific EYC-related event

9. …EVEN MORE MEASURES FOR RELATIONSHIPS Degree to which team members keep commitments (1-7 scale; 7=highly) –Goal: Team members rate their promise keeping level at 6+ Degree to which families/individuals feel supported by practitioners (1-7 scale; 7=highly) –Goal: Median rating of 6+ across a random 10% sample of families/individuals

10. WHEN YOU FOCUS ON RELATIONSHIPS: MAKING IT SAFE TO COLLABORATE Source: Edmondson, AC “The competitive imperative of learning.” Harvard Business Review

11. BARRIERS TO THE LEARNING ZONE Serious work means serious tension Silence is easier than speaking up Shhhh, here comes the boss… Thinking that accountability equals ability – Making people fearful does not make them able. Naïve Realism The Fundamental Attribution Error Thinking consensus is the end all be all of collaboration (more on this later…)

12. FOSTERING THE LEARNING ZONE Recognizing the fragility of coalitions Questioning your assumptions Leaving the door open! “You have one mouth and two ears, use them proportionally” Telling “war stories” rather than talking about best practice – the best two words in a collaborative are “ME TOO” There is no substitute for a local articulation of purpose

13. Discuss with 1-2 people at your table. GETTING TO THE LEARNING ZONE In what ways are you experiencing barriers to the Learning Zone? In what ways are you fostering the Learning Zone?

14. THE DILEMMA: Coalition collaboration requires for you to lose a bit of control for much, much more power. However, there are real benefits and risk for increasing involvement in collaboration and decision-making.

15. What other benefits and risks have you seen in your work? RISKS AND BENEFITS Benefits of Involvement/ Engagement Risks of Involvement/ Engagement You can generate some creative, diverse ideas Increase buy-in and will for change … People may not know enough to really effectively participate Could lead to chaos and impending doom. (But, really, it could be chaotic.) …

16. THE DILEMMA: “What am I afraid of losing control over?” …the process for getting there? …how people behave or will behave? …the nature and quality of the result? (And the really hard one) …my own feelings?

17. WORKING WITH STAKEHOLDERS A key stakeholder is any person (or group of people) who: Are final decision makers or are opinion leaders that can impact the outcome Must ratify or who can veto the decision Must be consulted prior to the decision being made Have expertise crucial to realizing the desired outcomes or experience in the situation we seek to change Will be affected by the outcome Must implement or live by the changes Will need to be informed of the changes

18. STAKEHOLDER ANALYSIS A. Key Stakeholders B. ImpactC. Expertise or Resources D. Issues, Wins and Mindset E. Stakeholder Strategy and Comments Key stakeholders (or stakeholder group) Rate each stakeholder according to their impact in helping or hindering the change effort 3 = critical 2 = very important 1 = somewhat important What expertise or resources do they bring to the table? Identify issues that are important to each stakeholder. What would be a “win” for them/this organization? What would influence them to support the change? What do they need? What strategies they are currently using to accomplish their outcomes and goals? Engagement: Who could help influence this stakeholder What approach might work? How might you proceed if you don’t win their support?

20. SEEK MAXIMUM APPROPRIATE INVOLVEMENT VS. MINIMUM NECESSARY INVOLVEMENT Level Of Owner- ship Level of Involvement Decide & announce Input from others & decide Input from group & decide Consensus Delegate with constraints Fallback* Source: Interaction Institute for Social Change

21. SOME FACTORS TO CONSIDER WHEN MAKING DECISIONS IN A PARTNERSHIP, COLLABORATION, OR COALITION Stakeholder buy-in Time available Importance of the decision Information needed Capability Building teamwork

22. SEEK MAXIMUM APPROPRIATE INVOLVEMENT VS. MINIMUM NECESSARY INVOLVEMENT Level Of Owner- ship Level of Involvement *Fallback can be to any other level Decide & announce Input from others & decide Input from group & decide Consensus Delegate with constraints Fallback* Source: Interaction Institute for Social Change

23. DECIDE AND ANNOUNCE Leader makes a decision with little to no input, then announces the decision to those who will be affected by, or must carry out, the decision. Possible AdvantagesPossible Disadvantages Decision can be made quickly Leader is in control Implementation can begin immediately May not be a well-informed decision Those assigned to carry out the decision may balk at the implementation Those affected may harbor resentment about not having been asked their opinion

24. GATHER INPUT FROM INDIVIDUALS AND DECIDE Leader asks selected individuals for input, then makes a decision. Possible AdvantagesPossible Disadvantages More info with which to make a decision Increased likelihood that decision will be carried out Doesn’t require a meeting of all the players Some players may feel arbitrarily included If the decision is in conflict with input, players may undermine decision to be less likely to provide input the next time.

25. GATHER INPUT FROM TEAM AND DECIDE Leader asks the team members to share their ideas in a meeting. Leader decides after hearing from the team. Possible AdvantagesPossible Disadvantages More creative thinking because of group synergy Increased likelihood of well- informed decision People feel included and may be more committed to implementation Takes more time May surface issues or conflicts inappropriate for that meeting If resulting decision is in conflict with input, people may sabotage implementation

26. CONSENSUS What consensus is: Everyone has an opportunity to be heard. Everyone is willing to support and actively implement. Win/Win for those involved. What consensus is not: Not a majority vote. Not everyone’s first choice. Not win/lose.

27. CONSENSUS Define what consensus is from the beginning. Decide on a fallback strategy if consensus cannot be reached. Possible AdvantagesPossible Disadvantages Educates the team through active participation. High level of support for decision. Quicker implementation because more people are already up and running on the issues at hand. May take more time. Team may not have the collaborative skills needed to reach agreement. People may interpret leader’s choice of consensus approach as weakness.

28. DELEGATE DECISION WITH CONSTRAINTS Leaders defines the decision that needs to made in the form of a question(s), clarifies the constraints (including budget, timeframe, etc.), and delegates the decision to other. The leader does not alter the decision as long as it adheres to the constraints Possible AdvantagesPossible Disadvantages Frees up leader up to deal with other issues Minimizing undermining of the decision Develops leadership capability of others Team may not have the skill, experience or perspective to make an informed decision May take more time Team may take issues outside the bounds of the task.

29. THANKS FOR A GREAT SESSION!