Download full text. Collaboration: What Makes It Work. This literature review has the goals of: 1 reviewing and summarizing the existing research literature on factors which influence the success of collaboration; and 2 reporting the results of the research literature review so that people who want to initiate or enhance a collaborative effort can benefit from the experience of others.
Contact Wilder Research for more information or questions about the book: research wilder. By Paul W. Mattessich and Kirsten M. A practical reference built upon credible, research-based information that will ground you in the factors that support successful collaboration and assist you in incorporating those factors into your work. When helping to lead a collaboration — we rarely have the power to compel others to act.
Instead, our collective progress relies on our ability to skillfully use our influence. So what enables a person to influence others? A combination of qualities, like passion, focus, positivity and the power of persuasion. Check out the slide show below to learn more about the qualities you can cultivate to increase your influence.
Effective collaboration requires strong listening skills. We must be willing to take the time to listen and to do so in a way that results in our gaining understanding. Often the most important resource to aid us to become good listeners is being listened to ourselves.
As collaborators, we need to dedicate time and space where we can process our thoughts, ideas, biases and perspectives. When others listen to us in a supportive, non-judgmental environment structured not to give us advice but to provide us space, we clarify our own thinking and become better prepared to listen with an uncluttered mind to the thinking of others. The capacity to shift the cultural lens through which one views a situation, decision, or idea is a crucial skill for collaborators.
As we practice bringing into our awareness the lenses through which we see a situation, we become more nimble. Awareness of our own lenses enables us to acknowledge cultural differences and adapt our behavior to be effective and inclusive. Communicating with clarity is essential when engaging stakeholders.
For this reason, being cognizant up front about who you should engage, the level of engagement you seek and the investment of time required — and then openly communicating this to stakeholders is essential. Below are three tools — one that can help you think about which stakeholders to engage and two that will help answer questions about the level of engagement your project can achieve. Reviewing one or more of these tools before you begin your stakeholder engagement will help you to craft an invitation and structure that will best suit your needs and will allow you to be honest and transparent with stakeholders from the outset.
Wilder Community Engagement Continuum. The right question can challenge us to reflect on things at a deeper level. It surfaces assumptions and invites creativity. It can focus our attention and move us towards action. We work in a culture that puts too much focus on trying to arrive at the right answer and, as such, we often overlook the importance of asking the right question. Vogt, Juanita Brown and David Issacs to provide a resource for all of us to begin asking better questions.
Below you will find links to the full article, as well as a summary guide that can help you craft a powerful question by reviewing the core elements that make up the construction of a powerful question. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate.
Neither the publisher nor the author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Interorganizational relations. Human services—Management.
Murray-Close, Marta, II. Monsey, Barbara R. Amherst H. Wilder Foundation. Wilder Foundation where she manages a portfolio of community-driven projects aimed at creating equity. Johnson brings the lenses of emotional intelligence, intercultural competence, and network weaving to all of her work. The writing of this third edition of Collaboration: What Makes it Work was truly a collaborative effort.
Many colleagues contributed to the development of this new and expanded work. Our gratitude to everyone who helped to make this journey a rewarding one, the results of which are evident both in the pages of this book and in our experience as authors and collaborators. The Amherst H. Wilder Foundation provided funding for the third edition.
This support enabled us to do an extensive literature review and conduct a thorough analysis of new evidence that exists about the factors that support successful collaboration. This edition builds upon the previous editions. To Barb Monsey and Marta Murray-Close, coauthors of the first and second editions, we owe a great debt.
Their efforts refined both the scientific methodology and the practical logistics for research that requires many, many hours of searching for, assessing, and selecting publications that provide clear evidence of the factors that support successful collaboration. Our thanks go to Matthew Steele, Heather Loch, Kara Malmgren, and Nina Eagin for their assistance in the extensive literature review completed for this third edition.
While advances in technology have made this task simpler, nothing can replace a careful reading of the research to identify the studies with the clearest evidence. Ann Somers assisted with the final editing. To Vanne Owens Hayes, we are forever grateful for your insistence that your voice alone could not provide the breadth of perspective we needed. Your inclusive vision led to a whole new approach to engaging the voices of diverse cultural communities in shaping this third edition of the book.
Our thanks as well to all the practitioners we interviewed; your insights about how to put these factors to work helped us pair the research evidence with pragmatic, practice-based wisdom: Michael Bischoff, John Bryson, Mikael Carlson, Claire Chang, Nona Ferguson, MayKao Y.
Finally, we want to thank our colleagues who reviewed our work and provided us with the critical feedback we needed to make this new edition the best it could be: Claire Chang, Kristin Johnstad, Tania Jones, Kristine Martin, Vanne Owens Hayes, Damon Shoholm, and Michelle Zwakman. The Wilder Foundation has had a long-standing interest in the power of partnerships among community-based organizations.
The first Wilder activity to promote collaboration appeared in with the initiation and work of the Central Registration Bureau Jarchow, This third edition of Collaboration: What Makes It Work —written more than years after the first Wilder collaborative activity—is an example of the enduring importance of collaboration.
Reaction to the first edition, published in , taught us that researchers and practitioners alike found it a useful tool. They appreciated its emphasis on providing a practical reference for decision-making that built upon credible, research-based information. The twenty-first century has brought with it rapid changes and increasingly complex challenges. Amidst this complexity, the need for effective collaboration has become more essential. We must both learn from those who have come before us and continually develop new skills and knowledge adapted to new environments.
We wrote this third edition in large part to respond to the complexity we witness daily in our work with community, nonprofit, and government organizations. We sought to. Open navigation menu. Through an in-depth reader to quickly identify areas that profes- gories, lack of functional communication, review of collaboration research in health, social sionals should examine as they build a col- inability of agencies to craft comprehensive science, education, and public affairsjelds, the au- 1aboration.
These categories also serve as key solutions to complex problems, and insuffi- thors identify 19 key factors influencing success- words for future literature searches. T h e monograph then in- ful collaborations and provide illustrations and The authors are to be commended for in- cludes detailed discussions on elements of implications of each factor.
They provide the reader ery. Agencies who read What It Takes will major community initiative requires the col- with case studies that bring clarity to the find these descriptions useful when evalu- laboration of multiple agencies or organiza- meaning of each factor and how that factor ating their own strengths and weaknesses.
The request seems reasonable, but the impacts success. The inclusion of the com- What It Takes sets the stage for helping reality is that establishing and maintaining an plete bibliography and list of collaboration agencies to form interagency agreements effective collaboration is not easy. This pub- experts is also very helpful.
The resources and to begin the discussion of defining co- lication provides critical information that quickly direct the reader to sources of addi- operation and collaboration.
It includes ex- will dramatically increase your chances of tional information related to collaboration. In addition, the authors acknowledge orative partnerships and lists the processes The authors reviewed research stud- the limitations of the information provided involved in creating a partnership.
The ex- ies related to collaboration. They screened in the publication. They indicate that while amples help the reader learn about barriers and then selected 18 studies based on the each of the key factors may be critical com- and facilitators of interagency partnerships. Collabo- need for interagency partnerships.
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