This is a very helpful article with excellent suggestions grounded in research. One issue not addressed by the authors that befuddles many collaborative efforts is the optimal degree of participation in early efforts. When the number of early actors are too numerous to agree on shared intent and effort, the collaboration is at risk. Starting with a smaller initial cohort of highly motivated organizations that makes it past planning to action can demonstrate the value of cross boundary collaboration, providing momentum for broader collaborative efforts.
Glaringly missing is the urban Aboriginal community lens and locus of control. The primary stakeholders are not funders, or non indigenous systems and services, but actually those voices of our marginalized urban Indigenous community…failure to acknowledge this guarantees the status quo.
The Strategic Triangle is a useful new tool and perspective for the challenging work of building and sustaining effective collaborations.
It might be enhanced with 2 key concepts - commitment and accountability - restating 2 tasks as:
Set up a governance structure and a process whereby parties will be
held accountable for their commitments (Step 4),
Secure commitments for the required resources from each party
(Step 5).
An up front conversation about commitment and accountability can help to evaluate and strengthen collaborative reliability and sustainability and provide an anticipatory mechanism for the inevitable adjustments.
This article has multiple insights for organisational change and all sorts of large scale changes.
Regarding building commitment and supporting effective collaborations did the study advocate and principally rely on agile interaction between participants or was there a piece in the Coalition phase of the Strategic triangle that surfaced an effective way of communicating the shared goals, and intent to all interested parties in the live delivery detailing the relative roles and responsibilities to make for a robust operation.
The barrier prioritisation tool is extremely valuable means of gathering the information and therefore it would be possible to create an ‘Operational charter’ for delivery and legitimacy to capture the finding and proposed response with the right degree of adaptability to flex to new challenges.
COMMENTS
BY Michael Levitan
ON March 19, 2021 07:49 AM
This is a very helpful article with excellent suggestions grounded in research. One issue not addressed by the authors that befuddles many collaborative efforts is the optimal degree of participation in early efforts. When the number of early actors are too numerous to agree on shared intent and effort, the collaboration is at risk. Starting with a smaller initial cohort of highly motivated organizations that makes it past planning to action can demonstrate the value of cross boundary collaboration, providing momentum for broader collaborative efforts.
BY Mark Laycock
ON March 29, 2021 10:16 AM
Glaringly missing is the urban Aboriginal community lens and locus of control. The primary stakeholders are not funders, or non indigenous systems and services, but actually those voices of our marginalized urban Indigenous community…failure to acknowledge this guarantees the status quo.
BY Jon Bates
ON May 3, 2021 07:41 AM
The Strategic Triangle is a useful new tool and perspective for the challenging work of building and sustaining effective collaborations.
It might be enhanced with 2 key concepts - commitment and accountability - restating 2 tasks as:
Set up a governance structure and a process whereby parties will be
held accountable for their commitments (Step 4),
Secure commitments for the required resources from each party
(Step 5).
An up front conversation about commitment and accountability can help to evaluate and strengthen collaborative reliability and sustainability and provide an anticipatory mechanism for the inevitable adjustments.
BY Eva Navaratnam
ON May 11, 2024 02:54 AM
This article has multiple insights for organisational change and all sorts of large scale changes.
Regarding building commitment and supporting effective collaborations did the study advocate and principally rely on agile interaction between participants or was there a piece in the Coalition phase of the Strategic triangle that surfaced an effective way of communicating the shared goals, and intent to all interested parties in the live delivery detailing the relative roles and responsibilities to make for a robust operation.
The barrier prioritisation tool is extremely valuable means of gathering the information and therefore it would be possible to create an ‘Operational charter’ for delivery and legitimacy to capture the finding and proposed response with the right degree of adaptability to flex to new challenges.