Collaboration: Difference between revisions

Degrees of collaboration

Arthur Himmelman defines strategies for working together, of which the final stage is the most intensive.

• Networking: Exchanging information about each other's activities, goals etc, for mutual benefit.
• Coordinating: Exchanging information and altering activities for mutual benefit and to achieve a common purpose.
• Cooperating: Exchanging information, altering activities, and sharing resources for mutual benefit and to achieve a common purpose.
• Collaborating: Exchanging information, altering activities, sharing resources, and enhancing the capacity of another for mutual benefit and to achieve a common purpose.

This final stage of collaboration, as defined by Himmelman, is not always the most suitable goal. These stages representing increasing levels of investment of time, energy and other resources, with networking being easiest and quickest. Moving through these as stages, building up trust and mutual understanding is a way to achieve real collaboration.

Motivation for collaboration

While the theoretical motivations are obvious, collaboration in reality is often lacking. What motivations and conditions lead to actual collaboration in the real world?

The "Robbers Cave Experiment"^W was a study in conflict and collaboration between groups: "Sherif's study... appeared to show how groups could be reconciled, how peace could flourish. The key was the focus on superordinate goals, those stretching beyond the boundaries of the group itself."[War, Peace and the Role of Power in Sherif’s Robbers Cave Experiment http://www.spring.org.uk/2007/09/war-peace-and-role-of-power-in-sherifs.php]

Foundations

Bruce Anderson^[1] offers 8 "Foundations for Collaboration," which should be examined closely when seeking a significant collaboration that goes deeper than networking:

1. There are clearly defined tasks
2. Differing self-interests and values have been heard and understood
3. Focused attention is given to increasing the long-term relational capacity of the participants.
4. The resources, capacities, and gifts of each member are known.
5. The group has control over the planning, methods used to achieve goals, and primary evaluation of success.
6. There is intentional work done to enhance the capacity and outcomes for each group member.
7. There is acknowledgement of past injustices, with action taken to correct imbalances and heal wounds.
8. Each member has expanded their horizons beyond the goal of meeting their own needs and is in service to other group members.

Maintain perspective

Collaboration should generally not be an end in itself, but should support the mission. Be clear about your mission.

How far can we go?

Radical collaboration is sometimes used to

See also

• Open aid and development
• Open knowledge for aid and international development
• Open sustainability

References

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External links

• Collaborate only when necessary - WiserEarth blog.
• Caught up in Kumbayah: Are There Limits to Collaboration?, Cynthia Gibson, The Philanthropic Initiative’s strategic philanthropy blog, "Deep Social Impact".

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