1. Collaboration

2. Definitions of Collaboration Collaboration is “a process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited visions of what is possible” (Gray, 1989) Collaboration Involves joint action; collaboration is a way of doing Involves regarding one another in a specific way-- as a partner, in a “reciprocal relationship” Involves equivalence of status, resource sharing, value, gains Involves a process -- more like a game of soccer than like “kicking a ball” Voluntary -- must be entered into by choice and in consideration of other alternatives

3. Is Collaboration a Big Deal? “The last decade has seen a worldwide movement toward collaborative governance, collaborative public service provision, and collaborative approaches to addressing social problems” Huxham and Vangen, 2003

4. Interesting Findings about Collaboration Health Care Hospitals using collaborative communication were reported at 41% lower than the predicted number of patient deaths whereas hospitals noted for lack of collaborative communication exceeded their predicted number of patient deaths by 58%. (Tschannen, 2004) Evidence from conflict research Overwhelming support for the use of integrative communication practices that focus on “win-win” strategies (Gross, Guerrero, & Alberts, 2004) to foster positive interpersonal relationships

5. More Evidence Education Learning to collaborate and engage in successful teamwork are educational goals expressed in most of the new educational reform documents including the National Science Education Standards. Inter-organizational Relationships Trends demonstrating that this is more a taken-for- granted assumption that collaboration WILL occur. It is a matter of how to make it successful.

6. “How to do it” not a small question “Although communities perceive collaboration as an innovative, positive means for addressing social problems, researchers and practitioners alike are still trying to discover the most effective means to create and sustain collaborative efforts” (Keyton and Stallworth, 2003)

7. Conventional Wisdom - Focus Group Results Things that Matter The Motivation and Beginning Context $$$$ or not Formalization of rules/roles/norms/membership Buy-in of NPO Leadership (at the table) Momentum and Letting go (appropriately) Issues of “credit” “ownership” “fiefdoms” Competition between partners and coalition Hidden agendas Right scope on membership (inclusiveness) Time and Staff Resource needs Fairness / Equality

8. Communicative Issues How to Formalize Membership Expectations verbalized? Socialization of new members? Expressions of Disappointment with some? Identity and Commitment Who are “we”? Are we a “we”? What does it mean to belong? What rights and privileges are there? What responsibilities come with it? How explicit are we about this? And how do we handle transgressions?

9. More Communication Issues Conflict Management How explicit are rules of engagement? How confrontational can we be? What is done with nonexpressed conflict? Decision-Making Method of debate, dialogue, discussion Means of “deciding” (voting, ballot, consensus) and who “decides” (orgs, EDs, those present) Follow-through and commitment Process Facilitated process? How? What are the norms for interaction?

10. More Communication Issues Use of Communication Channels Face-to-face vs. mediated Frequency and Appropriateness of various forms of contact Types of Communication via various channels Conflict Decision-making Networking Information Sharing Forwarding and Proposing Course of Action Debate and Discussion

11. Types of Collaboration Associational We all do similar things Purpose-Driven We want to accomplish a specific goal Opportunistic There is funding for collaboration, so we are connecting in order to take advantage of the resources

12. A Note on “Trust” This comes up a lot Focus Groups Literature Rarely, if ever, defined Uncertainty about whether it is: Necessary Ingredient A by-product of Success A barrier to Success

13. Practical Ideas Explore and declare purpose(s) Clarity about why partners are involved, and what the partnership is trying to accomplish is important to identity and commitment as well as to process Discern the appropriateness of structure to your process. How important are: Written agreements? Formalized membership rules? Discussion, debate, dialogue processes? Decision-making methods? Formalized responsibilities for follow-up?

14. More Practical Ideas Create mechanism for re-evaluating process and structure periodically As we grow As we do different things As we encounter new dynamics Create means of emphasize the jointness of your collaborative partnership. Logos, literature, belief statements Use of “we,” “us” and “ours” in language Discuss what it means to belong to the partnership

15. Issues to Tackle Turfism Power Competition Equality