Over the last four weeks, we have offered some of our collaboration insights for regions and local communities in Aotearoa New Zealand. In the first three articles in this series, we built the case for ‘why’ collaboration is critical for regional impact; ‘how’ collaboration has led to success in a New Zealand regional context (with two case studies); then we expanded on the “Art of Collaboration”, with six key themes to support leaders in Aotearoa. 

In this, our final post, we explore the “Benefits of Collaboration”, with an ongoing focus on Regional Impact.

The value of collaboration – regional, team, cross-organisation, cross-sector, across the supply chain or other - is built on the premise that we are #betterworkingtogether. And, that to #buildbackbetter in a post-COVID environment, responding to the wicked and complex problems facing us nationally and globally requires “everyone and everything” – the variety of resources, people, disciplines and skills.

​When we ask people to share of their most positive collaboration experiences, we find their responses are often deeply personal and rooted in high-trust relationships. Participants in our workshops said:

However, because collaboration is not a linear process, nor a direct cause and effect relationship - evidencing the benefits has proven to be challenging. Whilst there is a growing interest in collaboration as an approach and methodology, there is still an accompanied rhetoric that collaboration can be “problematic, very difficult or hard”.  So we find leaders continue to ask:

• what business benefits do those leaders and companies focusing on collaboration actually derive?
• does it make a difference to company or outcomes performance?, and
• bluntly, why should leaders really care about supporting and fostering collaboration as a core capability in their organisation?

We know that an ongoing focus on quantitative analysis with siloed KPIs and outcomes has limitations in this arena. The benefits of collaboration are more evident when we take a “shared measures” approach.  Additionally, we have to consider how we can turn positive experiences and oft “intangibles” into “tangibles” by using potential “proxy” measures that better reflect the benefits of the collaboration journey.
 
Most importantly, we need to consider wider social and community benefits through alternative evaluation and assessment approaches such as qualitative analysis and stories. We can identify changes in behaviour and circumstances better, when told by the beneficiaries of the specific collaborative initiative.
 
Talking a business perspective, the Institute for Collaborative Working (ICW) in partnership with Warwick University research “Benefits Realisation from Collaborative Working” found tangible benefits of collaboration included:

• Improved business and operational performance
• Increased business winning
• Enhanced risk management
• Improved Innovation
• Economic efficiencies
• Increased client confidence and repeat business
• New product development

Participants said:
- The value of collaboration is mutual benefit.
- The value has been in being able to have a different level, more strategic conversations with our customers, but also the fact that it’s created a framework for our teams and our more junior staff members to work to. So there’s a common way of working across the business now. So that’s a value that’s directly attributable to collaborative working.

Taking a team collaboration perspective Deloitte’s “The Collaborative Economy” report showed benefits included:
·      Improved Time-saving and Productivity of Employees
·      Improved Quality of Work Output
·      Improved Innovation and New Ideas Generation
·      Improved Employee Engagement and Reduced Turnover
·      Increased Growth
·      Increased Profitability
 
The report showed that, 
“Companies that prioritise collaboration are also five times more likely to experience a considerable increase in employment, twice as likely to be profitable, and twice as likely to outgrow competitors.” and
 
“...businesses that consider collaboration an important component of their overall business strategy were four times more likely to see growth in their bottom line.”

2. Improved Cultures: leading to Improved Performance and Wellbeing
The ICW report challenged us “to change traditional organisational cultures to more readily accept collaborative business models”. They said, “This highlights the need to identify and further develop competencies and skills to harness collaborative working. There is a clear recognition that the adoption of a more systematic approach...integrated with supportive collaborative processes and systems will underpin the business environment where collaborative working can be seen as a competitive advantage.” 

In our experience, whatever the outcome, when all the voices have been heard – everyone is more comfortable and able to embrace the final decision and approach.
​
With reduced duplication, streamlined shared processes and back office system support and shared transparent shared risks, it is easy to see how everything comes together to increase profitability for individual organisations and the whole region.
 
Everyone has been part of a team or complex programme of work where everything breaks down due to poor or untimely communication. Understanding the impact of our efforts in light of the whole, coupled with the communication skills and wider collaboration behaviourial set, we are able to integrate efforts and changes into the programme to ensure the right outcomes.
 
Collaboration tends to make people feel more connected to each other and therefore more motivated to work together towards a common goal. It fosters a sense of collective purpose, with a meaningful reason to work together and achieve better results as part of a “team”. Agreeing collaboration as a regional strategy creates a values-based culture, driven by “collaboration” and “collaborative behaviours” as the accepted norm.

​In this series of articles we have built the case for “why” collaboration is critical for regional impact (and indeed in other areas too), how collaboration has led to success in a New Zealand regional context and made a difference for business, regions and communities. In this third article we expand on the “Art of Collaboration” to support leaders in Aotearoa.  
 
Collaboration is a stand-alone process that requires a specific skill set and behaviours.  When done well we observe improved innovation and faster response to market conditions faster. Organisations with collaborative cultures experience higher levels of employee satisfaction and, as a result, productivity. Yet, unfortunately despite best intentions, too often we fall short of the promise of collaboration.

​In considering the “Art of Collaboration”, here are some of our top tips for helping your collaborations be more beneficial and successful. We hope you find these useful.

​1. Collaborate with a Shared Purpose/Agenda  
Before starting it’s critical to agree your “why”. Not all situations are suited to collaboration, so it’s important to agree that “collaboration” is the strategic approach that will support the desired outcomes and steer us towards a solution.
 
All those involved need to agree why they are together and work collectively to develop an agreed shared purpose or agenda. This takes investment of time and energy up front, before we start working together. The challenge and opportunity is ensuring all are prepared to invest this time and effort, which requires leadership sponsorship. The value created through this work is often difficult to quantify and only apparent further down the road.

2. Take a Strengths-Based Approach 
Agreeing and understanding our why helps us identify who to invite to the partnership. Everyone has a role and responsibility – there are no ”passengers” on the journey. Real collaboration relies on an understanding that, collectively, we are better than when we’re working alone. 
 
True collaborative magic starts occurring when you identify what people are good at; you can set them up for success by pairing roles and responsibilities that suit their strengths.

3. Build Trust Relationships

High trust relationships are fundamental to getting together and delivering collaboration successful. Working to a shared purpose, taking a strength-based approach we found that “competitive” behaviours reduced and a rapid increase in the level of trust within the group. You must be conscious where you are introducing competitive tensions or hints of competitive tensions.  
 
In “The Neuroscience of Trust”, [NJ1] the authors suggest some useful behaviours to foster trust:

• Recognise excellence... we’d probably take this further and recommend sharing successes often and early. Don’t wait until it’s all perfect and you have the final solution – communicate with partners and wider stakeholders how you are travelling frequently and purposefully.
  
• Induce “challenge stress” …set your partners up for success (not failure)
• Give people discretion in how they do their work…mandate, empower and incentivise, and reward the behaviours you desire in the partnership arrangement
• Enable “job crafting” …partners’ roles and responsibilities may shift and change through the collaboration journey.
• Share information broadly…but consider what and when.
• Be intentional about building relationships…it doesn’t just happen!
• Facilitate whole-person growth…the wellbeing of individual partners is closely interwoven to the wellbeing of the whole partnership.
  
• Show vulnerability…we are together, because we recognise we are better together.

4. Agree Shared Outcomes/Goals, Incentives and Measures 
To work together effectively, we need to define the key missions of impact - this helps align everyone right from the start and leads to more effective collaboration through your journey together. Maintain a visual focus and reminder by adding the shared outcomes/goals to your daily management tools so people remember what is to be done and what’s at stake. 
 
Ensure all partners have the mandate and are empowered to deliver against their agreed individual roles and responsibilities. Share resources equitably and support collective progress. Build organic mentoring relationships through trusted relationships that ensure individual and corporate capability is developed throughout the journey. Use common tools and methods, towards developing a shared language that crosses sectors and disciplines and is understood by all in the joint venture.
 
Take time to agree what success will look like and how each partner will be supported in delivering towards that vision.  Be open to reviewing and revising this vision if the context and wider environment changes. We recommend, you use a variety of tools and techniques that integrate numbers (KPIs), stories and visual representations.
 
Taking a shared approach to outcomes, incentives and measures reduces duplication and waste, supports consistency across the partnership, helps with comparability of information and allows us to build a shared understanding of what works and why. It’s then easier to identify what needs to change, why and when. And, taking a shared approach will lead to closer collaboration and enables a process of working out the solution in an agile, adaptive way, together.
 
All this needs to be undergirded by collaborative governance structures and independent backbone capability for the collaborative venture.
 
5. Build Rituals and Rhythms that are Context and Culturally Sensitive 
Sustaining a collaborative venture can be tough. In complex system environments there are very few areas that we can control – one that we can control is our rituals, so being intentional about them becomes important for the wellbeing of the partnership effort. Build your own Customs or Tikanga to start and end each meeting, and agree how you will work together – some guidelines, policies or “kawa” that you are all agreed on will be needed.
 
Take time to pause and welcome everyone at the beginning of each session together. For example, in New Zealand, starting our gatherings with a karakia or a blessing for the joint collaboration and whakawhanaungatanga are important.
 
“Whakawhanaungatanga” is literally translated as the process of “establishing relationships, relating to others” or metaphorically it is about connecting at both a physical and spiritual level. The process of whakawhanaungatanga is designed to create kinship and connection and build trust, which are all fundamental to collaboration. We often use the Māori pipeha as a form of introduction – this indigenous approach establishes identity and heritage and our places of origin, which reminds us of our individual humanity and collective connectedness. Whakawhanaungatanga humanises the experience of collaboration whilst building trust, connection and empathy for others. 
 
                    “Ka mua, Ka Muri - Walking backwards into the future”
 
Take to time to share stories and build an understanding of all partners’ histories. One of the insights that we learned very early in our various collaborations was that taking the time to understand the stories of the people and places brings deeper connections and understanding of what matters. 
 
Ultimately, the rituals and rhythms need to be context and culturally sensitive, built on an understanding of place and origin.
 
6. Collaborative Leadership

Collaborative leaders support safe, open spaces where diverse perspectives can be heard.
 
In our experience and backed by the research, diversity and inclusion boosts innovation and financial results – delivering better outcomes. Part of what makes people, organisations, regions and communities so interesting is the fact that we are all different. These differences when harnessed and channelled appropriately, can lead to insight and opportunity not previously seen.

In a regional context, a diverse membership in your collaboration, that has cross-sector reach and involves key stakeholder groups, is highly recommended. The best type of collaborations included public sector, private sector, NGO, Iwi and local community stakeholders (e.g. educational organisations, regional economic development agencies etc.).
 
In “Better Connected Services for Kiwis”, writing in a public sector context, the authors identified three clear leadership roles in any collaboration venture:

• [Public] Entrepreneurs  – someone (often in the middle of the organisation) who initiates the collaborative venture and is outcomes focused
• A guardian angel  – managers and senior leaders who sponsor the initiative and protect/advise/mentor
• Fellow-travellers  – like-minded people who see themselves working as part of the common or shared agenda and purpose.

 
In our experience, collaborative leaders provide top-down commitment and create bottom-up engagement through empowering leaders across the system. They are authentic and model servant leadership.
 
More often than not we see the “entrepreneurs” rise as the first movers and shakers towards a collaborative venture. Passionate advocates who see a different way of working, one that harnesses a wider set of resources than is visible or available to a non-collaborative way of thinking. We observe it is their courage and tenacity that brings the support across the system and together they drive a new collaborative movement.

 In our next and final article, we will explore the benefits of collaboration before wrapping the four-part series up. The opportunities are endless – localised responses across the regions of Aotearoa are a great place to start.

If you are on a strategic collaboration and partnership journey – do get in touch, let’s talk – we’d welcome the opportunity to serve you in your context.
No silver bullets, just proven and tested frameworks and approaches.
 
Until next time, kei runga noa atu. He waka eke noa. 

#collaboration #buildbackbetter # workingbettertogether

​In our first article of this series, we built the case for “why” collaboration is critical for regional impact (and indeed in other areas too) and offered some definitions of collaboration for consideration.  In this second article, we continue to develop these ideas and build on the “how” and “what” of collaboration, by considering two collaboration success stories in a New Zealand regional context. 

We didn’t start with the answers. Through the processes of collaboration in quite different contexts, partners were able to identify common agendas and work together to find collective solutions. In these examples, we demonstrate both internal and external collaboration, as well as complex cross-sector and system collaboration successes.
 
Common threads across these successful programmes of work include:
●An investment of time at the beginning of the journey to agree why we are collaborating – this means we are working to an agreed shared agenda (which has some fluidity and can adapt through the process).
●A strengths–based approach across all partners. We each acknowledge that the effort required is beyond any one of us, we identify each partner’s contribution and value-add to the whole (we move beyond competing for the same space).
● Throughout, we are utilising frameworks and approaches in an organic way, artfully mixed and adapted to meet the needs of the context and changing dynamics.
●Recognising that collaboration is a stand-alone skill set and capability; there is committed investment in building the collaboration muscle.
● We have created open environments where sharing ideas and discourse of ideas is safe and all the voices are heard.
●Collaborative Leadership: there is a focus on empowering leaders across the organisations. The focus and reliance on hierarchies and titles is taking a back seat, as thought leaders emerge and are enabled.
●There is a readiness to move beyond individual partner foci to a system-wide collective focus.

What follows below are two collaboration success stories in a New Zealand regional context, which we have had the privilege of being part of. We highlight these to illustrate how collaboration has made a difference for these businesses, regions and communities and how collaboration might benefit you and your organisation.

The Nelson Tasman Innovation Neighbourhood (NTIN) is a cross-sector collaboration of non-competing organisations. Its members include a range of businesses (who combined contribute 30-40% of the region’s GDP), education and the regional economic development agency. The founding members are: New Zealand King Salmon, Sealord Group Ltd, Interpeople, Nelson Regional Development Agency (NRDA), Nelson Marlborough Institute of Technology (NMIT), Wakatū Incorporation, Datacom, Pic's Peanut Butter & Cawthron Institute.

Key guiding principles of this collective:

1. True continuous business innovation is like orienteering; it is neither a marathon nor a sprint and we are committed to being in it for the long game.
2. Connectedness and sharing fosters community; what we offer is as important as what we gain.
3. The collective good of NZ is worth more than individual gains and is something we all have accountability to contribute to in order to benefit from.
4. Trust takes time to build but only seconds to destroy; honour and integrity are watchwords of success in collaboration.

The collective impact that NTIN has unlocked to date, includes:

• Developing a shared Summer Intern and Graduate Programme. Early on, NTIN identified talent attraction and retention as a key challenge for their businesses and the region so worked to develop initiatives that addressed this. Getting some practical runs on the board and having some shared wins was key to NTIN’s success by building trust quickly and being able to see the value of collaborating.
• The shared Summer Intern and Graduate Programmes position Nelson Tasman as an extraordinary place to live and work, with the objective of creating ambassadors for the region. Individually, Nelson Tasman businesses find it difficult to compete with larger national employers but by working together NTIN have been able to create programmes which provide significant benefits (such as joint social and development programmes) as well as a point of difference in that interns and grads are exposed to a range of businesses and get to work on joint projects. The first Interns programme in 2018/19 was a huge success with interns rating their experience on average as 9.43/10. The second intern programme is planned for 2019/20 and Graduates for 2020, with a wider scope of organisations taking part (those beyond NTIN members).
• Having the key businesses in the region (through NTIN) being very clear and focussed on talent attraction and retention as their key business challenge has created a mandated focus for the NRDA and has provided support to drive activity with a higher level of impact much faster than otherwise possible.
• NTIN enabled baseline research to really understand the talent challenge from both an employer and talent perspective. The results provided direction for the development of an employer-owned regional talent attraction and retention programme, which the NRDA will implement over the next year, with further support both in-kind and financial from NTIN.
• NTIN has also aligned with the Nelson Tasman regional identity, the development of which was led by the NRDA. It is an authentic representation of the region and what it wants to continue to be, and includes a range of tools for people to engage, share and spread the story of Nelson Tasman more readily and easily. With a strong identity, NTIN have a strong foundation to work from which provides focus to uplift the regional competitive advantages of the ocean economy and value-added Food & Beverage. NTIN’s support of the identity has also allowed it to be strengthened, anchored and amplified within the larger business community.

While NTIN’s focus for year one has been around building innovation collaboration capability and creating a strong foundation for the members to work together, this is only the beginning of a journey for NTIN. Ongoing efforts will focus on amplifying community value through sharing learnings and insights with the wider business community, including the large number of small and medium sized businesses in the region. NTIN is strongly focused on ensuring this is achieved over the next year and based on the pace of progress so far there is no doubt that is possible.

Central to NTIN’s success is the adoption of the concept of ‘Better Together’. Traditionally businesses look to gain prosperity by just focussing on themselves and their challenges alone.

The collective is both process and initiative oriented. By working better together, each member organisation benefits from deeper shared insights, the ability to grow innovation ‘muscle’, to reach out beyond its walls working with new and diverse partners, and to accelerate opportunities for growth.

“Whakawhanaungatanga” is literally translated as the process of “establishing relationships, relating to others” or metaphorically it is about connecting at both a physical and spiritual level. 
 
Working with a leading Māori Social Services provider, Whakawhanaungatanga was a multi-layered evolving project across approximately eighteen months, designed to explore what collaboration means and looks like in this context, finding their expression of collaboration. 

We knew some amazing examples of collaboration happen organically, because relationships are good – we wanted to build on this and move to an environment of continuous conscious and intentional collaboration, with a view to delivering services for whānau optimally. Across a series of workshops we developed understanding of collaboration and collaborative working and began the kōrero around a range of opportunities. As a result, we developed a collaborative governance and leadership approach across service lines. Moving into an implementation phase, using an interactive collaborative co-design approach within a collective impact framework, we worked with identified cluster groups of services to develop collective impact action plans for whānau populations. 

Working within a collective impact framework, we introduced a range of tools and mechanisms through the  process.
We introduced a fit for purpose team collaboration survey that looked at a variety of identified parameters necessary for successful collaboration, and we identified the current perceived state.
We built capability and collective understanding of collaboration over a number of workshops. Finally, utilising a collective impact framework teams co-designed a “collective impact action plan” across clusters of services for a number of whānau populations. This provided a framework and pathway to consciously collaborate internally and has now extended to a range of wider relationships as a way of working

Culturally anchored in Te Ao Māori
Throughout, we tested our ideas and approach with the Tikanga Māori Kaiārahi (Māori Cultural Advisor) and never presumed ourselves as experts in the field. Our approach has been to humbly support and serve, and our focus has been for the fundamental aspects of engagement with whānau and practitioners:
 

1. To be culturally anchored practice in Te Ao Māori,
2. With the use of whanaungatanga as a tool to connect and build whānau capability.

This was underpinned with six effective practices:

1. relationships,
2. whānau,
3. rangatiratanga,
4. capable workforce,
5. whānau-led, and
6. supportive environment. 

We know that the paradigm and culture is a complex interaction of a wide range of parameters. Often the smallest of nudges can have a major positive impact on the whole system. Sometimes this happens unconsciously, but we wanted to move to an environment where collaboration is conscious, deliberate and intentional, with a view to maximising the potential for whānau to deliver optimal outcomes.

This project responded to growing understanding that a collaborative, collective impact approach to service delivery is the way forward. In the concluding reflections of "Social Investment: A New Zealand Policy Experiment" (2018), Graham Scott notes, “The conclusion the committee reached was that a new model of service delivery is needed, based on the principles of collective impact”.  Collective Impact for whānau has been a key focus for Te Pou Matakana (the Whānau Ora commissioning agency for Te Ika a Māui (North Island)), who recognise that “in order to support whānau to achieve their goals, solutions must go beyond just one programme”. The value of a collective approach has been highlighted through the COVID journey and we want to build on these learnings for the success of our regions post-COVID.

​Post-COVID the needs are many and resources limited. People and capability needs are evolving and emerging. The Rebuilding Together Budget for the fiscal year 2020/21 is underpinned by an on-going “wellbeing agenda, which appears to be needed now more than ever. Together with the New Zealand Living Standards Framework and the legislative requirements of the “four well-beings” for New Zealand local authorities, they appear to provide an explicit national collaboration agenda.
 
 
Whilst the idea of collaboration is not new, delivery has been slower and harder than anticipated, success stories intermittent and the contribution of not-for-profits to system-wide improvement often undervalued.  Our national COVID-19 experience has begun to help turn the tide.
 
With whānau needs at the forefront, there was an evident urgency and “burning platform” (reference the eight-step process of creating major change as identified by John P.  Kotter in “Leading Change”).
Front line service providers and not-for-profits became the first-cabs-off-the-rank and within an environment of adaptive organic collaboration were the first responders.
 
Moving forward, the risk is we shelf the learning and return to being and doing our mahi or work in a way that we are familiar with. The unique opportunity in this moment is to capture the learning from the regions’ COVID experiences. Then, to intentionally design new collaborative operating models, and governance frameworks, that take a system-wide perspective and are context-specific.
 
As demonstrated by the two examples cited earlier, there isn’t going to be a one-size fits all solution. Collaboration takes time and effort, so it’s best suited to the systemic opportunities facing us. Along the way, “smaller collaborations” will happen and add value – but real change to #buildbackbetter is contingent on us #workingbettertogether on the systemic opportunities.
 
The opportunities are endless - localised responses across the regions of Aotearoa are a great place to start.

Until next time, kei runga noa atu.  He waka eke noa,
 
If you are on a strategic collaboration and partnership journey  - do get in touch, let’s talk - I’d welcome the opportunity to serve you in your context.
​No silver bullets, just proven and tested frameworks and approaches

#collaboration # buildbackbetter #workingbettertogether

New Zealand recently had an inspiring week of envisioning where VisionWeek invited experts and the community to contribute their thinking and thoughts for the future of Aotearoa, New Zealand.  At the final session leaders considered “What Next NZ” and the Prime Minister Jacinda Ardern’s address, included this challenge:

We live in unparalleled times. The evidence of COVID-19’s impact on our “patch” of the world and in particular our regions is still emerging. As communities transition from the pressures and busyness of essential workers’ response through lockdown, it is evident that there is much work to be done to #buildbackbetter.
 
We all have a responsibility to rise as kaitiaki [stewards, guardians, trustees] of our homeland. This unprecedented time in history presents an opportunity to pool limited resources and re-think the systems we live, work and play in.  In the end, just like most things, it’s likely to be less about money and resources and more about capabilities and relationships – knowing what's needed, understanding inter-relationships and inter-connectedness of them, being intentional about developing capabilities and relationships that will serve all our people well across the generations to come.
 
The sentiment articulated by Christchurch Mayor Lianne Dalziel, in a recent report, are equally valuable for Christchurch and all our regions:

Possibly the best way to start is to draw on the teachings and values taught to us by the indigenous ancestors of Aoteaora. This whakatauki guides us towards #workingbettertogether and steers us to collaboration as a strength-based approach and the norm for a way of “doing and being”. It acknowledges that everybody has something to offer, a piece of the puzzle, and by working together we can all flourish.

​As we have listened to and reflected on the many leaders reimagining new futures for Aoteaora we are convinced that our success as a nation across many arenas is reliant on successful strategic collaborations and partnerships. We have been inspired and decided to “walk the talk” that we, individually, as strategic advisors and practitioners in our respective fields of expertise of collaboration, have been promoting for some years now! Therefore, we have come together to offer some of our collaboration insights for regions and local communities in New Zealand. How we can build the collaboration muscle and accelerate the leadership capability in collaboration – with a particular focus on ‘how to’ collaborate effectively.
 
We believe that this point in our lives as a nation offers a unique opportunity to come together as a united people to design and deliver collaborative solutions to the most complex issues in “our patch”. Collaboration is not only the new competitive advantage; it’s an existential advantage for small businesses, regions and community groups. It provides an opportunity to bring a localised response that meets the needs of the region.
 
We believe, and the research shows that, the future calls for collaboration as a fundamental leadership capability. This is a move from leaders as “directors” to “conveners”. We need leaders who enable spaces where ideas can be shared, open dialogue and discourse is safe, and the voices of all those “with skin in the game” can be heard.
 
Here we have built the case for “why” collaboration is critical for regional impact (and indeed in other arenas too).  Over the next three weeks we will release consecutive articles that will continue to develop these ideas and build on the “how” and “what” of collaboration. Our focus will be on collaboration successes in a New Zealand regional context, how it has made a difference for business, regions and communities and above all, how you as a leader in Aotearoa can accelerate your time to build this fundamental capability.

​Before we leave you today – we acknowledge that collaboration can mean different things to different people, so we offer some definitions for your consideration.  
 
Academics Roberts and Bradley said,
   “Collaboration is a temporary social arrangement in which two or more social actors work together toward a singular common end requiring the transmutation of materials, ideas, and/or social relations to achieve that end.”  
 
And, a US programme director is purported to have said,
   “Collaboration is like cottage cheese. It occasionally smells bad and separates easily.”
 
When considering the variety of definitions (and there are many!), our observation is that in summary: collaboration is commonly acknowledged as a process that brings together multiple partners and includes more than “me” and embraces “we”. It is commonly based on a “temporary” rather than “permanent” arrangement. Collaboration is often confused with “co-operation” or “co-ordination”, but “real” collaboration in a business context goes deeper than this and is a stand-alone skill set. Leaders who have demonstrated the ability to set up successful collaborations have brought people together with vision and purpose, working effectively across silos, sectors, cultures and disciplines – empowering all parties to bring their best.  

Collaboration takes time and effort, so it’s best suited to the systemic opportunities facing us. Along the way, “smaller collaborations” will happen and add value – but real change to #buildbackbetter is contingent on us #workingbettertogether on the systemic opportunities.
 
Until next week, kei runga noa atu.  He waka eke noa,
 
If you are on a strategic collaboration and partnership journey  - do get in touch, let’s talk - I’d welcome the opportunity to serve you in your context.
No silver bullets, just proven and tested frameworks and approaches

Kia ora koutou – Salam – Hello Everyone
 
Through lockdown I had the opportunity to  bring my thoughts together

​“Collaboration: From ‘buzzword” to reality” was published by #Apolitical last week and serves as a foundation for my post-pandemic vision for Aoteaora.
 
For the most complex systemic opportunities we need to invest in, design and facilitate strategic collaborations, where all the voices are heard and solutions emerge together. 

The key to unlocking untapped solutions and hope for mankind is to be willing to work collaboratively, across all kinds of differences – silos, sectors, cultures and disciplines.

I am on a mission to build a collaborative movement that delivers shared value. 

​I’ve identified three key areas for consideration:

❇️ Consider why you’re collaborating – is there a shared agenda?
❇️ Take an eco-system approach to strategic collaborations
❇️ Invest in collaboration as a stand-alone skill set and leadership approach

We have an opportunity to take time now & re-imagine new futures – together.

You can read the full article here.

The future remains uncertain. Any and all models predicting the future are incomplete and subjective.

Yep, we've got a heap more technology and data. But as I heard someone say recently "big data" is a bit like "teenage sex" - lots of promise, until you reach delivery! So whilst there are evident opportunities that we haven't had post previous pandemics - there is also some truth in the comment. Making sense of and meaning from the data is what is needed - but that's really hard when everyone has access to different data sets. This recent HBR article sums it up well - "Digital Transformation is About Talent, Not Technology".
​
Just like most things, it's less about technology and more about people. 

Post COVID exhaustion and anxieties are real. The evidence is all around us.

There have been some good examples of collaboration during the crisis and there will be the customary "hero worship" and some "finger pointing" as we transition out of our homes. In the balances...amongst the opportunities there have been huge losses; mingled with the celebrations, there will be grief and mourning - not everyone has been safe or comfortable or well fed. Here in NZ, without the NGOs and front line service providers rising up, it seems the system would not have coped.

​God bless them and all those that have continued to keep the system rolling!
​
What happens now? Do we just go back to operating in a system that doesn't support collaboration, but requires it? Thinking medium-long term strategy what might be some opportunities? Here are some of my "musings"...

Transitioning has to be a deliberative process, steered by collective thinking. Process matters and process has to be centred in people and relationships. We need collaborative processes where all the voices are heard and included. When all the voices are heard - whatever the outcome - it's easier for folk to live with the results, even the ones we disagree with.

Working together we surface the heartbeat of the strategy - everyone owns it and everyone has a responsibility to deliver it. In the end it's all about people and taking time to build deep connections and relationships - whakawhanaungatanga. ​

​In a complex system environment - such as our current times - there are very few areas we can control (and often folk try to control stuff they can't). One area we can manage is our rituals, so being intentional about them becomes important for our wellbeing.

Space and how we use space; dress; exercise; food -  are a big part of our usual rituals.

For many the rituals around work place and home space have been blurred. Clearing your desk and going home; changing out of your business suit into jeans; hitting the gym at the end of a long day or similar are not happening.

Most of us are "travelling" to the fridge and kitchen more frequently than usual. We are moving in and out of our business conversations and private conversations constantly through the day. All of this can be exhausting and is taking its toll - so creating new rituals and rhythms becomes important. Even as we go down in Levels -  restrictions may continue for some time yet. 

Here's some stuff that's helping us in our bubble...

We've created individual work spaces - do whatever works for you and your whānau with the space that you have...even if it's only the end of the dining room table or somewhere really small in the corner of a room. I understand, that's easier for some of us than others. My daughter and her partner are busy professionals working out of a small one bedroom apartment - I've worked from home for a number of years and that means I have the privilege of a home office. It'll be different for each of us. When I'm  not working I walk out of that space - I can close the door, but not everyone can do that ...so it may just be something as simple as a quick tidy up or closing your laptop and re-purposing the dinning room table for eating again, when your work day is over.  Keep it simple. Do something physical that will help your brain to shift gear. 

We're trying to keep being kind to ourselves and to be okay with things not being as they were. If you have little ones at home and they walk into a meeting - be okay about that. My children are older now - but when they were little there was always a space near my desk where they could "work" too. We have many fond memories of those times together and only the other day my daughter shared one of those memories - referring to her "hang out with Mum office chair".  Some of my best Zoom experiences during lockdown have been when little ones unexpectedly entered the room and Mums comfortably nursed their babes during the meeting.  Everyone present was comfortable and unexpectedly we built deeper connections.

In our bubble - we are all trying to include some form of exercise into our daily rhythm. Some days, like today, when it's wet and cold and dark and a bit miserable, I just didn't feel like doing anything - but I did. I lit a candle, rolled out my yoga mat and had an hour of practice. It was good. Our minds and bodies and spirits are connected - we need to continue to be intentional about nurturing and nourishing our whole selves. 

We are also weekly menu planning - partly out of necessity and the desire to limit supermarket visits, but also to try and eat regularly and well. Of course, I've baked a bit more  than usual (plus side - I've totally cracked baking sourdough!) and there have been treats too...like a good glass of wine at the end of the day :-)

Throughout lockdown I have also been intentional about "pausing" and "breathing". Sometimes we think being busy busy is the answer - but honestly just taking a bit of space (whatever you need: a moment, an hour, the day...) will help make the rest of the time more fruitful. You'll be a better version of you, I promise! 

I'm being more leisurely with my schedule and approach to meetings. Which means booking all my usual 30min meetings for 40min - because everything takes just a little longer "virtually". No back-to-back meetings for me ...at least 15min break between conversations.

To manage how I show up at the meeting and after the meeting for my whānau -  I have a small post-it personal prompt stuck to my screen that says,
"Check-in/ Moment of Silence --------------Check-out, Hum of stillness." 
 
And, maybe this might be a good time to consider some new daily rituals. Many years ago, in "My Grandfather's Blessings" (one of my all time go-to books), Rachel Naomi Remen introduced me to a daily ritual for letting go, acceptance and gratitude.
​
Fill a bowl with water, place it somewhere safe, then at the end of the day, empty it. I believe it has its origins in Buddhist practice.

A symbol of accepting all that the day will offer - letting go of anything we need to -  giving thanks for all that the day has brought. 

ps If you want to learn more about "Pause" - I highly recommend Robert Poynton's book and work.

pps Yep, some have had the experience that virtual meetings are fast and in a recent webinar on collaboration, I heard others say decision–making has been much faster. So I've been thinking about this one a fair bit- here are some of my "musings" on that...

The questions I would ask ...How does this translate into engagement from everyone at the virtual table and leadership style? Are all the voices being heard? My thoughts are - where speed of decision-making is concerned -context matters and Cynefin is a key framework I use to help with this. Chris Corrigan's post "A tour around the latest Cynefin iteration" might help shed some light on this. 

Notwithstanding some great leadership examples through the pandemic, I had a senior HR manager get in touch: she was concerned around the leadership styles she was observing on virtual calls and that got me thinking about our behaviours when we are under stress.

Then, last night I was interviewed by a UK researcher/journalist who indicated the leaders she was speaking with were saying they couldn't reach out to their people at this time, which surprised me.

It seems, here is an opportunity for many leaders (not all, some are really busy!) to pause - slow down – be generous – be kind – listen, to the said and unsaid stuff. That takes time.

The Growth Faculty's recent interview with Leadership guru and best–selling author Patrick Lencioni, where he outlines "9 top tips for leadership in lockdown" - is one of the best I've heard. My top two of his tips:

• This is not a time for efficiency. It's a time for effectiveness. We have to linger on these video calls with our colleagues.
• Be exceedingly human.

​Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

Quite a few of our neighbours woke early to pay their respects together. Like others, we stood at the end of drives in the pre-dawn darkness, in silence. My husband, Tim played the last post on his flute and someone nearby was playing it on a trumpet, which ended up being like a sort of echo. In the darkness, it was really poignant - especially with our recently widowed neighbour on her drive across the road in front of us. Grief right there staring at us. I got up to record Tim and ended up having a totally unexpected special reflective experience.

A deeply personal yet collective experience. It would be remiss of us not to take some space, in these unprecedented times, to pause and reflect and really consider what a better, kinder future might look like.

We know there is much that is unknown -  any and all models are incomplete and subjective - but we know the future will be different. In part, we can choose what that might look like and whatever that might be - I am confident "collaboration" is going to be integral to moving forward.  I am also aware that some people are thinking, let's wait until we are all together, but that might well be some time away and we would be missing a unique opportunity.  My take is - let's prepare together now, so we are ready to deliver a kinder, better, more collaborative new future. 

A wise person I know said recently, "People will be remembered for what they did during these times" - what do you want to be remembered for?

What we do now (as ever) - matters. 
​
​Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

We are finding community and connectedness in the midst of lockdown isolation.

On our daily local walk with the dog yesterday, we saw a few folk - not many, as we try to go when it's quiet. Everyone was careful to adjust their route and keep appropriate distances. But, most made an effort to shout out a greeting, smile, nod their head or raise their eyebrows! A recognition of my humanity and yours. A shared moment of connectedness that was meaningful.

There was healing and love in that connection. Everyone is hungry for connection and belonging - always. This is more evident now than ever.

Hubby said, "It feels like the "old" New Zealand" and shared stories of his childhood in the South Island. I shared stories of whānau gatherings in the midst of the curfew of the Iranian Revolution.
We've been married thirty years, yet our moments of connectedness with (mostly) strangers, led us to deeper connection with each other.

I don't think we can emphasise the importance of connectedness and community enough during life's extreme journeys. Chaos, grief, change and times of urgency - when the "burning platform" is close and in our face - are all times when connection becomes critical. Be it in our personal lives or our business world - the need for community, connection and belonging are constant.

We're heading into the third week of lockdown. So let's be intentional about going beyond self and connecting.

Being intentional: Pick up the phone, send a text, message someone, host a virtual gathering - do what you can. I am focusing on service for my clients, hosting virtual small group gatherings for my peers and reaching out to my loved ones - here and across the world. Everyone needs connection: let's be here for each other.
​
Daily Rhythms: For me, the work day is shorter and more focused. My focus is adding value where I can (often that just means listening) and work projects (my first book and virtual/online delivery options). I am also being intentional about daily exercise, eating well (nailed homemade sourdough!) and finding moments of stillness to reflect and be present. Mostly, I'm out of my comfort zone and it's not easy, but it's rewarding and exciting to practice in new arenas.

I read an article from a home detention officer, who said week three can be a hump week. I seem to remember a similar conversation during my son's 8 week isolation of   bone marrow transplant.

How are you finding ways to connect and manage your daily rhythm during lockdown? What's helping?
​
Share it with us in the comments and let your light shine!

I truely believe there are opportunities to thrive. History is full of examples of innovations at time of constraints (e.g. Sir Issac Newton during the Great Plague). In collaborative design - we know innovations are at the margins, rather than BAU but it's likely that BAU as we knew it is the past.

So we need to be Collaborative Futures Thinking - NOW.

Ngā manaakitanga, Nazanin
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

This is one of my favourite research participant quotes.

I am committed to bringing an intentionality to culture and in particular to help build "collaborative cultures", so this is a real focus in my collaboration & partnership joint venture workshops.

We look at developing:

• shared agendas
• shared language
• shared measures

​To deliver:

• shared outcomes

When we are intentional about culture, we realise that it’s really not about big mega changes; it's about "shifting" cultures by “nudging” change.

Intentionality about culture is about changing the paradigm through the stories we tell, the symbols we use, the daily rituals, the degree of reliance on power structures and the control systems in place.

​A move towards empowering leadership and decision-making across the organisation is a significant positive step forward.

Life after the pandemic, will be a call to more and more collaborative cultures and ventures! 

Let's talk if I can help you with building capability, programme set up or help getting an existing programme off the bottom rung of the ladder!

Copyright ©2020 Nazanin Jenkin Ltd. | wwwnazaninjenkin.com | nazanin@nazaninjenkin.com | +634 21 478253
(adapted from two earlier LinkedIn Posts)

(originally posted on LinkedIn)

At the heart of collaboration is "diversity and inclusion"; so it’s core to my values and professional work.

​Not surprisingly the 15th March 2019 events in New Zealand have brought the conversation to the surface and it’s an area I've been getting a few calls about.

For me, as a diaspora, a Persian Kiwi, with experience living and working across countries, this is also a deeply personal conversation.

So have you ever wondered why despite some effort and investment, it feels like we’re treading water?

In today’s Australian Financial Review article “Companies wasting millions on diversity programs”, the author notes that recent research from BCG showed that despite policies and investments
"...only  11% of women, 14% of people from different ethnic backgrounds and 18% of LBGTIQ employees felt they had benefited from the schemes. More than 30% said they had experienced discrimination.”

So maybe we need to change the focus from numbers & tangibles.

Maybe with a deeper focus and intentionality on listening to the stories and capturing the messages we will begin to see changes in the cultural paradigms and a move towards a culture of belonging.

It’s like the difference between being invited to the party & asked to dance!

It's time to go beyond Diversity and Inclusion and talk about "Belonging".
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com |nazanin@nazaninjenkin.com | + 64 21 478253

(originally posted on LinkedIn)
​
The call to Collaborative Leadership is akin to the call to Servant Leadership.

What is Servant Leadership?
"The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first.” -Robert K. Greenleaf

It requires: a growth mindset, adaptive behaviours, an openness to vulnerability, empowering approach, oodles of humility, readiness to learn and a "dance" between leading & following.

The best test according to Greenleaf - did those served grow and prosper?

For the public service, it is about reimagining the spirit of being a public servant. 

Copyright©2020|Nazanin Jenkin Ltd.|wwwnazaninjenkin.com| nazanin@nazaninjenkin.com | +634 21 478253

(originally posted on LinkedIn)

Collaboration and creativity are possible only where there is a comfort with ambiguity and “unknown unknowns”, where we can safely learn from failures, in environments that embrace diversity & inclusion. This necessitates “psychological safety”.

“Psychological safety is the biggest distinction in innovative teams” says, Frederik Pferdt, Chief Innovation Evangelist at Google.

In this talk Pferdt and IDEO CEO, Tim Brown come together to talk about fostering creativity and the importance of “psychological safety”.

“They’ve [Google] found it’s not so much who is on the team but how they communicate. It’s essential they have empathy and communicate openly and honestly. To promote psychological safety, leaders can be vulnerable and role model what trust looks like in a team.”  

They include the attached infographic from the World Economic Forum, comparing behaviours when there is “psychological danger” vs. “psychological safety”.

​What are the paradigm shifts needed to ensure “psychological safety” in your workplace?

(originally published on LinkedIn)
​
​Through December our son completed his 21-day OutwardBound journey, which led me to reflect on my own 8-day OutwardBound journey - Discovery Masters, 2006. This was a journey I entered into at a critical point in my professional and life journey. Here is a pictorial of my rock climb - I was petrified and exhilarated simultaneously (the photos are not great quality, but I am so thankful someone picked up my disposable camera and captured this journey for me

Then,  I am at the summit (picture below) - but the conquered rock face is more visible than me. You can barely see me, though to this day I can feel the sense of excitement & accomplishment.
​

Getting started - back to basics
(originally published on LinkedIn)

Why collaborate 
Collaboration is not necessarily suitable or wise for all projects and outcomes. It is best suited to complex problems that demand effort to achieve a change. So in the first instance take as much time as you need to agree what you are collaborating on. Having identified an "opportunity or issue", take time to go deeper and look at the identified "needs" from the variety of perspectives. Then re-think the early problem/opportunity definition. Is there one (or more) common big opportunity or issue that requires collaboration or a variety of small isolated matters that can be handled independently, supported by communication and coordination? Investing in this first stage will save time later, avoid re-work and duplication. Recently I have heard a re-occurring rhetoric, "don't talk - act", with an apparent agenda to drive quick and early action. The risk is, this becomes busyness for the sake of busyness, which is wasted effort, breaks down good will and trust, and builds frustration. So don't let consultants or managers or politicians fool you into thinking this early effort is wasted time. 

Through my research I developed the iceberg model of collaboration, which showed that the problem definition usually gets buried deep down under other "noise". With the right approach and facilitation, once you have identified the needs and (usually revised) problem definition or opportunity - you can quickly develop an action plan. Recently, following some months of collective work with a variety of governance groups, the leadership team and managers across the organisation in the first stages, I facilitated a collective impact sprint session where integrated groups of kamahi, serving large customer segments across circa eighty service contracts, designed their collective action plans in four hours! In four hours we had agreed integrated plans for the next five years, because we had developed quality foundations first. Together we identified their "quick wins" and they will have their first collective projects completed before the close of 2018. Successful delivery of these early initiatives builds confidence for future investments and longer term projects - my recommendation would be to showcase early and often. Voilà, and there you have it, momentum and capability developed organically!

Do we understand each other 

More often than not we just need to start with the basics, and giving careful attention to the language is so very important. Collaboration can mean different things to different people - even those sitting at one table. The Oxford dictionary’s definition is, “the action of working with someone to produce something”. A little limiting, I think. Selden et al. showed it is actually a continuum that spans “cooperation” through to “service integration”. They said, “On the one end is inter-organisational cooperation, supported by informal and personal relationships between management and staff of different organisations. On the other end is formalised service integration, in which two organisations work together to provide a new package of services to their mutual clients”.

In “Managing for Joint Outcomes”, a research project undertaken by the Victoria University School of Government on behalf of the New Zealand public service, Ryan et al. said collaboration entails not just “co-existence” (working alone), “communication” (talking together), “cooperation” (getting together) or “co-ordination” (working together), but something more: namely, “collaboration” (sharing work). Building on this, in a recent LinkedIn article (which I shared), Bill Ryan said collaboration is "..where participants drop their 'I' and become 'We', merging all into a set of common culture, processes, practices and resources. Responsibility and accountability are collective. Mature, effective co-design demands full collaboration between participants ('partners') and, in theory at least (there is some evidence to back this up but a fair amount of faith among believers), is the most likely means to achieve sectoral or whole-of-government goals and objectives (desired outcomes) sought in policy."

First steps - going beyond good intentions 
​
Never assume that there is a shared understanding of the problem definition or opportunity being sought, the purpose for collaboration, the desired outcomes for collaboration or indeed what "collaboration" means or looks like. Take the time needed to explore and agree and keep those agreements as the anchor for the journey. Be prepared to adapt and allow some flexibility - life is not static and things change. We are working in complex adaptive eco-systems - so if you are just focusing on one aspect, it's likely something else is changing and impacting the whole, under the radar. But keep key touch points and use them to steer the way forward. 
Moving forward we need to promote a culture that is comfortable with ambiguity and the unknowns; enable ongoing opportunities to learn from failures; and, embrace diversity of thought across portfolios. And, it's time to go beyond "good intentions". So going beyond good intentions, my suggestions are:

• take time to agree what you mean by collaboration
• identify the apparent problem definition or opportunity, then consider the "needs" - then re-frame
• agree to a common goal that demands collaboration
• what determines who - grow the coalition of the willing
• consistent communication - agree what needs to be communicated, how and when
• shared measures - agree to track progress in the same way across organisations/teams
• complementary partnerships - do what each does best, whilst identifying new ways to work together
• dedicated resources - establish shared backbone structures
• showcase successes early and often
• and most importantly, invest in your people (and probably fundamentally re-think your training programmes!)

Do get in touch if you'd like to know more - I'd love to help you on your journey. Let's make 2019 the best year of collaboration success stories yet!

Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

Fill your kete
(originally published on LinkedIn)

An edict to collaborate doth not collaboration make...yet somehow, I see this sort of expectation again and again! The thing with collaboration is that folk think they get it and in some way many have some sort of an intuitive understanding of what it is. However, this in itself can be a problem and simply reduce collaboration to a buzzword! We've got to go beyond gut instincts and buzzwords and fill our kete (basket).

Collaboration doesn't just happen - it needs to be a strategic decision, supported by a change implementation programme. It seems so bizarre to expect folk to wake up one day with some renewed thinking that tells them how and when to collaborate, because politician(s) or senior leader(s) decided it was the way to go. Some effort is required to deliver successful collaboration and we have to understand the context, to fully comprehend the effort that is needed to deliver what is essentially a new way of working across the NZ pubic sector. Here I share a small sample of my research literature review where I looked at this context.

Trajectory of New Zealand Public Service Reforms 

​In the quest for better public services from the mid-1980s through to the mid-1990s almost every aspect of “public management in New Zealand has been redesigned, reorganised, or reconfigured in some way” (Boston & Pallot, 1997, p.382). Through the 1990s this change was heavily influenced by Hood’s work on New Public Management (NPM) (Hood, 1991,1995). It had a strong focus on changes in public accounting and was embraced at the time by many as a paradigm shift for the public sector from public administration and management (PAM) (Christensen & Lægreid, 2002; McLaughlin, Osborne, & Ferlie, 2002; Osborne, 2006). The New Zealand reforms through the decade 1986 -1996 were considered by some to be “a more severe approach” (Pollitt & Summa, 1997) and by others as being radical and progressive (Duncan & Chapman, 2010, 2012). In 1996, Schick undertook a review of the New Zealand reforms, which drew some constructive conclusions and highlighted a range of areas for consideration (see Duncan & Chapman, 2010). In 2008, two decades following the reforms Graham Scott (2008, p. 4) stated that: “After 20 years of experimenting the government should try again to get to grips with the real issues….and chart a course that is more promising than the one we are on.” 
​
In broad brush summary, having "dabbled" in some way with New Public Management (NPM), New Public Value (NPV), and, New Public Governance (NPG), in 2011, the then National Government introduced Better Public Services (BPS). See trajectory summary below - from “Picking up the pace in the public services” by A. Morrison, 2014. The early reforms delivered some efficiency gains, largely through reduced headcount, but were unable to deliver increased effectiveness and the desired outcomes. As Andrew Kibblewhite, Head of Policy Profession (HoPP) indicated in a 2015 address to the Institute of Public Administration New Zealand (IPANZ) “the momentum they tantalisingly promised to deliver didn’t eventuate”. 

Competition to Collaboration 

Whilst I don't want to over simplify the complexities of reforms and policy making and I acknowledge that there are many scholars more learned than I in this field - it is evident that the move to BPS was essentially a move from a competitive model of service delivery to a collaborative model. We are now once again in a new era, with the introduction of the first New Zealand "Wellbeing Budget" by the current Labour-led Government and the "re-introduction" of the four-wellbeings for Local Government. Successful delivery of this approach is absolutely reliant on successful collaboration across some complex portfolios and issues. However, to date, despite many policy initiatives that require collaboration, on the whole the anticipated changes to a transformational collaborative public services delivery have yet to eventuate. We have definitely seen pockets of success (examples include: SmartStart, the Healthy Homes Initiative and the Kaikoura Harbour Remediation to name some); but we have yet to experience the anticipated transformational new way of working and integrated delivery approach across services for citizens, communities and whānau.

Having journeyed a pathway of "competition" for so many years, it seems it should be obvious that some effort is needed to turn the tide around to "collaboration". This is fundamentally a new way of working, requiring different skills, competencies and capabilities and undergirded by a "new" approach to leadership. We have a workforce trained in the old way of working and a system designed for essentially silo delivery across agencies and local authorities. As mentioned already, though we have seen some successes, often against all odds, overall we continue to work in a culture that has a dominant fear of failure, continues to struggle with diversity and rewards "known knowns". Even when we enable collaboration, we do not incentivise it and so the effort appears to be wasted. And, if delivering collaboration across teams and organisations in this environment wasn't challenging enough, “generation collaboration” brings four generations of employees together and has to be relevant to all. In short, bringing successful collaboration to fruition is no mean task for any leader. As one US politician is famously quoted as saying, "Collaboration is like cottage cheese. It occasionally smells bad and separates easily."

Fundamentally, collaboration is a strategic change programme that requires set-up, the right people, capability development, resource allocation, an implementation plan etc. Delivering complex portfolios of change across multiple organisations doesn't just happen because it's a good idea!

Filling our kete 

Increasingly, my work with organisations takes us along the whole journey: why, what and how - strategy to implementation, supported by capability development. The lines between strategy and OD are blurred as we move into the collaboration arena.

Maybe as a nation of rugby lovers we can draw on some learning from the sport – a coach would not pick any individual club player and expect them to perform at test match level without appropriate training and practice: nor can leaders expect that of employees. It takes time, effort and investment to be ready on game day. Further, rugby players work and compete separately when members of a club team but, when they come together as the All Blacks – they are one. There has to be provision of environments for learning, in a controlled way, where we can fail safely and learn from that learning quickly. It’s exciting to see examples of these rising in NZ such as the Service Innovation Lab in Wellington and the Auckland Co-Design Lab, to name a couple. There are also workshops and seminars where folk share their learning working with collaboration, a number of which I have been privileged to be part of. The conversations are dynamic and the desire to learn palpable. However, even though there are enthusiasts for this new way of working, for the majority learning how and when to use these sorts of environments and the approaches they offer can be challenging enough. The transition from traditional old ways of working to dynamic and adaptable approaches has been slower than anticipated. We need to find ways to increase the momentum and grow the champions.

For those of us that want to work in this new way and lead in this arena, we have to own our own learning and fill our personal kete with tools and frameworks. It takes time and it’s an investment, but heck it’s worth it! After a number of years of research, practice and wānanga- one thing I am certain of: there is absolutely no “one” way or approach that is suitable for all situations. Each framework that I have looked at, trained in, and “played with” has some value to add – but the clever bit is learning how to mix and match and integrate for the specifics of the context and people and culture. Moving into the maturity of working in this new collaborative way will take time and we will make mistakes along the way, but that should not stop us taking steps in the right direction. The internet offers us unprecedented opportunities to learn with global communities and learning can be an exciting adventure.

In an earlier article I talked about some key collaborative behaviours and skills. Building on that, some collaboration frameworks and approaches that I have found useful include: Appreciative Inquiry, the Cynefin Framework, the Constellation Model, Collective Impact, ISO 44001, Twyford's Power of Co. and Design Thinking. I don't believe in "standards" per se - they're all tools and frameworks that can add value at any given point. Therefore, I choose not to be “an apostle” for any one approach, but rather to work with a portfolio – I am still on a journey and my learning has been to not hold on to any specific approach too tightly, to be open and to listen closely. In my work I design workshops and training to suit the needs of the context.

In my next article I will take you through the first steps of getting started with a collaboration initiative.
​
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253


References

• Boston, J., & Pallot, J. (1997). Linking strategy and performance: Developments in the New Zealand public sector. Journal of Policy Analysis and Management, 16(3), 382-404).
• Christensen, T., & Lægreid, P. (2002). New public management : The transformation of ideas and practice. Aldershot, United Kingdom: Ashgate Publishing. Hood, C. (1991). A public management for all seasons? . Public Administration, 69(1), 3-19.
• Duncan, G., & Chapman, J. (2010). New millennium, new public management and the New Zealand model. Australian Journal of Public Administration, 69(3), 301-313. doi: 10.1111/j.1467-8500.2010.00692.x
• Duncan, G., & Chapman, J. (2012). Better public services?: Public management and the New Zealand model. Public Policy, 7(2), 151-166. 
• Hood, C. (1991). A public management for all seasons? . Public Administration, 69(1), 3-19. 
• Hood, C. (1995). The new public management in the 1980s: Variations on a theme. Accounting, Organizations & Society, 20(2/3), 93-109. 
• McLaughlin, K., Osborne, S. P., & Ferlie, E. (2002). New public management : Current trends and future prospects. London, United Kingdom: Routledge, c2002.
• Morrison, A. (2014). Picking up the pace in the public services. Policy Quarterly: Institute of Governance and Policy Studies, School of Government at Victoria University, 10(2), 43-48. Picking up the pace in the public services,” by A. Morrison, 2014, Policy Quarterly: Institute of Governance and Policy Studies, School of Government at Victoria University, 10(2), p.44.
• Osborne, S. P. (2006). The new public governance? . Public Management Review, 8(3), 377-387. 
• Pollitt, C., & Summa, H. (1997). Trajectories of reform: Public management change in four countries. Public Money & Management, 17(1), 7-18. 
• Scott, G. (2008). After the reforms : Some questions about the state of the state in New Zealand. Policy Quarterly: Institute of Governance and Policy Studies, School of Government at Victoria University, 4(2), 3-14. 

Collaborative Behaviours and Skills
​(originally published on LinkedIn)

Embrace healthy conflict 
By now it will have become evident that a collaborative model of working necessitates a new set of behaviours and skill-sets. It's not about everyone getting on and agreeing, or nurturing a "no conflict" environment. In fact "healthy conflict", where a diverse group of voices have the opportunity to wānanga (meet, discuss and deliberate) issues is key to successful collaboration. Note, I differentiate between "healthy" and "unhealthy" conflict - the former builds strong foundations for successful collaboration, whilst the latter breaks down trust and good will. Sadly, the later is still way too prevalent - often in a passive-aggressive form and through mis-use of power. We need to be courageous and call it when we see it happening; often we know in our gut what we need to do, but we ignore it.

Be prepared to be challenged and feel vulnerable through a collaboration process, it's just going to happen - at some point you're going to feel pretty uncomfortable. However, when we stick with it that's when the growth comes and we hit those magic "aha" moments. I am a Persian Kiwi, so a good discussion is in my Middle Eastern DNA, but not so across New Zealand, where we have a dominant "conflict averse" culture and a palpable "tall poppy syndrome". In this environment it takes an intentional choice and some effort to embrace healthy conflict, enable diverse opinions and celebrate others' successes. "No mud, no lotus."

Key collaborative behaviours and skills 
Through my research and practice I have been able to identify some key behaviours and skills for collaboration and collective impact, that warrant investment of time and training. Here is a brief touch point on some of them - in no particular order, so as not to give more weighting to one or other. They're all important and it's for each of us to decide where we need to focus in any given season of our lives, individually and corporately. This is not an exhaustive list - just a starting point.

• Active Listening - It takes time and effort to develop this skill. There are essentially four ways of talking and listening: downloading and listening within our own story; debating and listening to each other from the outside; creating and breaking down the boundaries; and, reflecting - listening to ourselves reflectively and to others empathetically (based on Adam Kahane's work). When we are creating and reflecting, we provide opportunities to move into a new future.

• Common Language - In a collaborative environment we have to be explicit about what our words and actions mean. We need to be alert to the water cooler conversations, listening to the interpretations of conversations and alert to what's being said in the ever so frequent "pre-meeting" and "post-meeting" chats! We can't afford to "assume" others mean the same as us when they use the same words.

• Continuous Communication - Communication has to be beyond a process and tick box exercise. Key messages need to be agreed, communicated in a timely manner and in a style that's relevant to the context and culture. Often we need a portfolio of approaches (words, drawings, hard copy, soft copy etc.) and in my experience, here the specialists add significant value. Additionally, the digital environment offers us new opportunities to communicate more efficiently. Collaboration software is evolving continually and it's well worth experimenting with a number of options (I use a variety).

• Adaptive & Flexible - Don't hold on to anything too tightly in a collaborative endeavour. Be open and prepared to adjust, adapt and at times totally re-steer. We've talked about growth mindsets vs. fixed mindsets before; creatively exploring the issues, problems and needs provides the environment to discover new opportunities for the future.

• Empowering/Open to Sharing – In this sort of environment, we are comfortable with celebrating others' successes. We give credit where credit is due and leaders move organically into a coaching & mentoring capacity.

• Strategic Value Creator - Collaborators focus on ecosystem value creation. They look and work beyond personal responsibilities, respectfully and collegially engaging as wide a variety of "voices" as possible. They have the ability to connect the big picture strategic perspectives and decisions to implementation (service delivery and product development). It's a unique behaviour and skill set that drives collective impact.

• Champions for Change - Effective collaborators are the champions for change and those that keep a collaborative initiative on track. When researching successful collaborative efforts Ryan et al., working with the project Better Connected Services for Kiwis, identified three clear roles in successful collaborative efforts: “the public entrepreneur” (individuals who drive change / new ideas, despite the rules and often under the radar); “fellow–travellers” (those that support the public entrepreneur); and “guardian angels” (leaders that sponsor and support). If we consider how Moore’s strategic triangle (see earlier article) might play out in a collaborative initiative, the roles identified by Ryan et al. seem plausible. 

• Trust and Power - It's unlikely to come as a surprise that trust and power are key factors and oft talked about. It's essential to focus on creating trust environments and relationships, as well as reducing reliance on power and hierarchy of roles. Developing deep trust takes time and effort. Collaboration drives us away from vertical organisational structures and towards horizontal organisational structures. Though still emerging and evolving, collaboration frameworks encourage devolved decision making and empowerment of identified collaborators.

• Stewardship - Stewardship and understanding "Kaitiakitanga" (guardianship and conservation) are an integral part of collaboration in NZ and closely tied to an ecosystem approach to value creation. We need to take an inter-generational perspective and ensure sustainable futures, by "cherishing" all that has been entrusted into our care for our time here.

We have to give due consideration to sharing resources and developing shared backbone structures. To reduce bias and enable new opportunities, it's recommended to have an independent provider for all backbone and secretariat services (i.e. not one of the collaboration delivery partners). Mostly my observation has been that whilst maximising opportunities for people, sharing capabilities and stewardship of resources is generally a key driver for a collaborative initiative (often under the umbrella of "shared services"), very few give the necessary time and investment for planning and capability development needed up-front to ensure success, and often one delivery partner will want to keep control. One way to think of it is an "independent partner" for delivery of backbone structures and secretariat - this seems to work really well. As my vicar indicated this Sunday ....even Jesus and the apostles needed people behind the scenes to enable their success! Too often we forget the "invisible" servants and leaders that are integral to collaboration success.

Cultures of Collaboration 

As we encourage and invest in collaborative behaviours and skills, change will happen organically. Slowly and gently we will see nudges in culture and new ways of working becoming the norm.
​
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

Value creation and Lower Level Politics
(originally published on LinkedIn)

Value Creation: One-waka approach 
In the public sector – local government, central government, whatever the agency and even the service delivery partners (generally NFP's) – it's one waka. In actual fact, NZ is so small we need to take a one-waka perspective on everything! We would be remiss not to consider the macro environment across policies and investments and only focus on personal accountability areas/responsibilities. But a trajectory of public sector reforms has resulted in a culture of silo and competitive behaviours from practitioners across the system. This is a complex and difficult environment for public sector leaders to deliver collaborative initiatives. However, it is heartening to see a current review of the State Sector Act in process, with relevant current foci, namely: creating a modern Public Service for a modern New Zealand; commitment to Māori; tools for a flexible Public Service; leading better outcomes and services; the best people for the job; and, a trusted Public Service.
But in the end, even with changes to legislation and the system, the evidence clearly shows that collaboration is contingent on lower level politics. It’s about developing a genuine willingness on the part of persons across teams and organisations to work closely with each other towards collective value creation. And, of course, value creation is not limited to dollar savings - that's a really small lens to assess "value" and even "value for money"!

​What's value? 
One of the key proponents of public value creation was Moore (1995), and he continues to be an important voice in the field. He presented the concept of the strategic triangle (see below), which though based on contemporary strategy experience from the private sector is a relatively pragmatic approach as "... it takes account of the need to engage upwards with political leaders for legitimacy and support, and downwards in order to achieve organisational capability and to ensure that service delivery is feasible" (see Duncan & Chapman (2012) Better public services? Public management and the New Zealand model. Public Policy).
​
In his recent address to the SOLGM conference, Ganesh Nana (Chief Economist at Business and Economic Research Limited (BERL)) presented an alternative model (see below) for change based on the local government four well-beings and suggests that the well-beings be used to address four points (I have paraphrased): critiquing the use of "value" in policy or decision-making; a more inclusive approach to assessing value; considering the "do nothing" option; and, cutting across silos for assessments (see published article in November 2018 issue of the NZ Local Government Magazine)

Public Servants & Servant Leadership
The New Zealand Public Sector “Spirit of Service” seems to embody a collaborative approach; and, there appears to be a call to once again capture the heart of being a public servant. Last week, I was delighted to see that "14 public servants from around the country were acknowledged for their outstanding spirit of service to NZ" - these were the inaugural recipients of the State Services Commissioner’s Commendation for Frontline Excellence. Well done! This sort of service is the underlying ethos of public service, where employees are known as public servants, and this should once again steer us towards the principles of “servant leadership”, a concept coined by Greenleaf in his now famous 1970 essay. In that essay Greenleaf said, “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first.” Yet not so long ago I had the opportunity to work with a group of senior mangers from across agencies and a number were not familiar with the phrase "servant leadership". It took me by surprise, so if it's new to you, I highly recommend a quick google search. In summary, it is well acknowledged that the primary characteristics of a servant leader include: “altruism, empathy, humility, service, spirituality, and stewardship”. Anyone can be a leader anywhere in the organisation.

Understanding Complexity & Decision Making 
Collaborative leadership necessitates an empowering approach, a comfort with ambiguity, and an ability to learn from failures. This appears to be particularly tough in an environment with a dominant “fear of failure” and a reward system that appears to favour “known knowns”. Here I am referring to David Snowden et al's work with understanding complexity and specifically the Cynefin framework (pronounced ku-nev-in), which is a Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways that we can never understand. I am no expert on complexity theory, but it fascinates me, so along with a small group of other enthusiasts I signed up to one of Snowden's all-day masterclasses when he was visiting NZ; I am on an intentional learning journey!

My take is that leaders across the system have to approach the problem definition and subsequent decision making approach differently; and, whilst it may be complex, it doesn't have to be complicated. A flock of birds is a magnificent example of complexity in nature, each individual bird and the flock together, adapt and adjust to respond to the environment and circumstances. Whilst traditional problem solving tools can still add some value, in a VUCA (volatile, uncertain, complex, and ambiguous) world, we need new tools for decision making that enable the right action. Again, if you are a starter on the subject, I recommend looking it up and you may find Snowden and Boone's 2007 HBR article "A leader's framework for decision making" a good starting point.

Moving from Fixed Mindsets to Growth Mindsets 
Moving forward it appears we now need leaders with a new mindset – Carol Dweck of Stanford University calls this a “growth mindset” (as opposed to a “fixed mindset”); others have talked about “adaptive” behaviours and leadership. Growth mindset characteristics include: embracing challenges; seeing effort as a path to mastery; persisting in the face of challenges; learning from criticism; and, finding lessons and inspiration in the success of others. These characteristics then guide our behaviours and language. In reality it's a spectrum and we each may operate with either mindset in any given situation; it's about learning to be aware of our own behaviours and responses.

So if collaboration and collective impact are the desired outcome, then there is opportunity to re-assess the capabilities needed in those contexts. In this environment, leaders take on the role of mentors and coaches more readily, and are comfortable with sharing knowledge to empower others. Dweck talks about the power of believing that you can improve - so if you're a natural, that's great; but, if you aren't, there is hope! She says, "in the growth mindset, failure can be a painful experience. But it doesn't define you. It’s a problem to be faced, dealt with, and learned from.” On a personal note, I have found the practices of mindfulness, thankfulness and yoga, and working with a mentor/coach, to all add significant value in my development. Here is a simple practice Dweck suggests - if you/your team or someone you know is not good at doing "x"; add the word "yet"..."I am not good at "x", yet". That moves the fixed mindset statement to a growth mindset statement and recognises we are all on a change journey. Find what helps you and invest in developing the discipline(s).

Shifting the Culture 
Changes in the cultural status quo can be difficult and are rarely (if ever) achieved through large scale re-structuring. A move to collaboration necessitates a gentler culture nudge and shift, which necessitates a reliance on champions and the right people dynamics (giving consideration to communication, power dynamics, building trust, information and knowledge sharing and so forth). We can’t move forward if we don’t put the end recipient at the centre of all that we do - that's our shared interest. To serve fully we need to approach our service delivery collectively for collective impact.

And, in the end, we each need to take time for deep change and make the choice to lead in line with our values, and remember that “there is nothing permanent except change” (Heraclitus) – so let’s try not to make it too complicated, but take the right steps forward individually and support each other as we journey together collectively.

Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

​

Collaboration is a Package and People are Key
(originally published on LinkedIn)

Package: Collaboration is a package; and, like a chain, collaboration is only as strong as its weakest link at any given time and in any given situation. My research identified sixteen primary organising themes, which together help build the layers and framework for collaboration - many of which would not be a surprise to practitioners in the field, as practitioners have an intuitive understanding of what collaboration is. But this “intuitive” understanding may in itself have been a cause of complacency to date, almost like: 'I get it, now what?' The risk is that collaboration simply becomes the topic of current interest and is reduced to little more then a buzzword. Successful collaboration is dependent on identifying and understanding all the parts of the package and the parts working cohesively and in a complementary manner together.
​
It's all about people: The deeper conversations continue to be centred on people and the system. At its core collaboration is about people: just as much as people can be an impediment to collaboration, they can be the answer or circuit breaker. Here are two word clouds: the first summarises the perceived impediments to collaboration in a public sector context and the second summarises the descriptors for a collaboration Nirvana, in the same context (both were generated using NVivo). The comparison is evident.

​Working together Here I have a little warning flag - collaboration is not the same as networking. Whilst networking can lead to collaboration, often pre-existing relationships can result in un-conscious and even conscious biases. In turn this impacts our behaviours (who we share information with and such like) and reduces opportunities for diversity and inclusion. It's necessary to take time to agree the problem definition and which part (if any) requires collaboration. That then supports partner selection and determines who needs to be at the table at any given point in the collaboration journey (note: partners can change in a collaboration journey). Through a co-design process we then agree what each brings to the collaborative initiative. This forms a strong foundation for mutual respect relationships and helps avoid the tendency towards competition at the table, keeping a shared interest focus.

Whakawhanaungatanga Collaboration might be better described as “whakawhanaungatanga”; which literally translated is the process of “establishing relationships, relating to others” or metaphorically it is about connecting at both a physical and spiritual level. Real collaboration necessitates intentionality and investment of self. It requires deep reflection and walking out into the fullness of personal courage; and, as Brené Brown teaches, all courage requires some risk, uncertainty and emotional exposure – which is the definition of vulnerability.

Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253