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 Photo by Jay Castor on Unsplash Collaborative Leadership requires COURAGE It takes courage to admit we don’t have all the answers and need help. It takes courage to grapple with the unknown and experiment. Like an artist, it takes courage to accept where you are, warts and all, step back, review and then keep creating. In a world of uncertainty and change, we're going to need 'everyone & everything' to #buildbackbetter. We need collaborative leaders who enable and empower leadership across the organisation. Collaborative Leadership is the ‘right thing’ for ‘right now’. In her recently released 'Dare to Lead' podcast Brené Brown says courage is "reachable, observable and measurable". She says courage is actually a collection of four skill sets, which she identifies as: 1.How do we learn how to 'rumble' with uncertainty, how do we lean into vulnerability, tough conversations, difficult feedback, hard decisions..lean in rather than tap out. 2.How do live into our values - actually practice them, not just profess them. 3.How do we talk about trust and build trust - with our teams, colleagues and within ourselves. Self trust is a non negotiable for leading. 4.How do we reset after setbacks and disappointments. Kia kaha, kia maia, kia manawa | Be strong, be brave, be steadfast
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Yesterday I had the honour and privilege to be in a real face-to-face workshop with a group of amazing senior leaders - our focus for this hui was "Collaborative Leadership". As I have been reflecting on the kōrero today, I am struck by the "tensions" and "shifts" facing collaborative leaders. Here are some of the things we talked about... Collaborative leadership:
We're shifting:
But mostly, as I reflect, I am struck by the need to embrace and lead with humility. Ehara taku toa e te toa takitahi, engari he toa takitini When you're ready - book in a complimentary discovery session to explore how I might be able to serve & support you.
 Collaboration at a systems level doesn't just happen. It's an intentional choice - and a strategic one.
As I said in my recent APolitical article, - There has been much global activity across government departments to enable collaboration: policy initiatives, legislative changes, working groups, and strategy documents weaving in collaboration. However, the transformation towards a more collaborative, citizen-focused public sector has yet to materialise. Mostly, these activities have treated collaboration as a buzzword, from which no real change results! - It’s only when we take an “ecosystem” approach that real change is possible and we are able to focus on optimising the collective impact of individual efforts to deliver shared value. - I believe the key to unlocking untapped solutions and hope for mankind is to be willing to work collaboratively, across all kinds of differences. I am on a mission to build a collaborative movement that delivers shared value. Full article link in comments. Want to build your Collaboration Muscle? Join us for my upcoming Collaboration Insights Masterclass Webinar Series- running across seven consecutive weeks - diving deep into each subject. Register for one, multiple or ALL sessions Te Wiki o Te Reo Māori – Māori Language week …so here is my “very poor” attempt at talking about some (not all) of the Te Ao Māori values that undergird successful Mahi tahi - Collaboration. As a Persian Kiwi, I acknowledge my place as manuhiri & am thankful for the opportunity to live in this land, Aotearoa. I am on a Te Reo Māori journey - after three years studying at Te Wānanga o Aotearoa, a number of Noho Marae experiences & some very privileged opportunities to work in a Te Ao Māori context - this is still a “very poor” attempt and my accent is still a work in progress 🤣 But as my kaiko and friends might have been known to say - sometimes it’s been painful to listen, but whilst I have been challenged (wero) - I’m giving it a go!
Whāia te Reo Māori – Pursue the Māori Language Briefly & to the best of my understanding:
 Photo Credit Unsplash 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: - Collaboration leads to connection with people. You feel like you’re on a mission together. 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:
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:
- 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.” In our work and research we have shown that taking a collaborative approach, within a structured framework (you can’t “wing it” or just work with intuition!) delivers three key benefits: 1. Improved Innovation Bringing together the variety of voices of all those that have “skin in the game” - diverse personalities, disciplines and expertise - improves momentum and supports problem solving. Safe, open spaces encourage open communication and help create a dialogue that finds solutions faster and enables untapped opportunities come to life. Sometimes, bringing together different perspectives creates friction, but this friction often sparks new, dynamic ideas. Working in an environment of mutual respect, we embrace “healthy conflict” and support the emergence of new ideas. 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. Together, partners are able to support regional community wellbeing across the spectrum: social, economic, cultural and environmental. Working collaboratively to drive innovation together supports timely and ongoing communication; encourages a collective line-of-sight on the opportunities; helps us adapt to change; and, holds the collaboration space across all contributors and partners, irrespective of external pressures.  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.  3. Collective Impact This in turn drives an ecosystem approach across individual contributors and portfolio leads. It becomes possible to see the connections across the system more transparently. Complex governance mechanisms, disconnected regional strategies, undergirded by red-tape bureaucracies are unhelpful; so we need to foster high-trust relationships that dominate the culture of working together in our communities and regions.It’s only when we take an “ecosystem” approach that real change is possible and we are able to focus on optimising the collective impact of individual efforts, across the regional disciplines and portfolios (e.g. housing, infrastructure, three waters, community connectedness, social sector initiatives etc.) to deliver shared value and collective impact  The opportunities for #workingbettertogether in New Zealand are endless, and to truly #buildbackbetter, we need each other to build “our” collaborative muscle. All this requires courageous leaders that embrace collaboration - not just as a competitive advantage, but rather an existential advantage for their business, region and community in these disruptive times.
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  Photo Credit Phil Botha on Unsplash 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. “The challenge is that building and managing successful cross-sector partnerships is really hard. In fact, a recent Hilton Foundation study found that fully 75 precent of cross-sector partnerships fail to meet partner expectations. Clearly, if cross-sector collaboration is going to fulfil its potential in solving the challenges of the 21st century, organisations—large and small—need to do a better job of it. While scholars such as Michael Porter and Howard Buffett have brilliantly articulated why working across sectors is so important, there is a lack of practical information, tools, and insights on how to build and manage cross-sector 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. Collaboration makes possible futures we cannot achieve alone; it makes complex problems - from inequality to climate change - more possible to address. 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:
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. "Diverse and inclusive cultures are providing companies with a competitive edge over their peers.” This quote summaries conclusions from The Wall Street Journal’s first corporate ranking that examined diversity and inclusion among S&P 500 companies. The Journal’s researchers’ work joins an ever-growing list of studies by economists, demographers, and research firms confirming that socially diverse groups are more innovative and productive than homogeneous groups.” 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:
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. I believe that collaborative initiatives shouldn't be pilots, they should be corporate initiatives. These efforts can certainly take time but if the organisation makes the decision that collaboration is the direction they want to go down then that’s it. No giving up and no turning back. Moving forward, organisations cannot succeed without connecting their employees and their information. Making collaboration work isn’t an option it’s THE option. 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.  Picture Credit: Mitchell Luo from Unsplash #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. The goal of creative collaboration is to explore unknown directions and to develop new possibilities. It’s not about knowing the answers – it’s about learning through exploration and experimentation. 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. We have incredible opportunity to act collectively for impact in areas we care about, In the face of challenge people do amazing things. 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. Innovation Neighbourhoods |
 kererū visiting the kowhai in my garden |  flowers from my daughter arrived on doorstep before lockdown |  Vid19 conference organised by Julia Steel (Simon Dowling's session) |
(originally posted on LinkedIn)
Kia ora tātou. How are you going friends? We're day 6/28(for now!) of lockdown in NZ.
In our area, folk seem to be adjusting into a new rhythm - reimagining what we do & how. If you know me personally, you'll know I've had a bit of experience at isolation living (having been the primary carer for my son over his five-year cancer journey)-so, a personal perspective:
He waka eke noa. Take care of yourselves, Nazanin
ps I am busy pivoting my workshops to online delivery options – so I’m ready to do stuff together, when you are
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
Kia ora tātou. How are you going friends? We're day 6/28(for now!) of lockdown in NZ.
In our area, folk seem to be adjusting into a new rhythm - reimagining what we do & how. If you know me personally, you'll know I've had a bit of experience at isolation living (having been the primary carer for my son over his five-year cancer journey)-so, a personal perspective:
- Listen to the experts' advice.
- Stay connected. A short message can go a long way. I'm using online video liberally for meetings, as well as connecting with loved ones outside of my bubble e.g. “virtual sisters happy hour”+online family board games
- Let's watch out for the most vulnerable in our communities.
- Set up your space at home for work/home schooling/ DIY projects/whatever you need. Consider what energises you & create with what you've got. (My “standing desk” for presentations is a coffee table on top of my main desk!)
- Plan your day to include a balanced rhythm: service, exercise (walking & yoga practice fro me), work, connecting beyond your bubble (without physical contact).
- Let go of the small stuff …be kind, be gracious, be gentle.
- Practice gratitude.
He waka eke noa. Take care of yourselves, Nazanin
ps I am busy pivoting my workshops to online delivery options – so I’m ready to do stuff together, when you are
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
(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
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
Photo by Nathan Dumlao from Unsplash
(originally posted on LinkeIn)
If you are leading or considering a collaborative joint venture here are a few of my top tips for you to consider:
❇️What's your why?
Collaboration is not necessarily suitable or wise for all projects and outcomes. It's best suited to complex problems that demand effort to achieve a change.
❇️Leadership
Be prepared to engage in the collaborator's dance of moving between leading and following.
Come with an understanding of what you bring, coupled with a deep humility, and respect for what others bring.
❇️Finding the solutions
Spend at least 80% of your time together coming to a shared agreement of the problem and then work together to co-design the solution. Don't come with solutions and don't hold on to any idea too tight, too soon.
...go ahead & post your thoughts and additional top tips in the comments below.
If you are leading or considering a collaborative joint venture here are a few of my top tips for you to consider:
❇️What's your why?
Collaboration is not necessarily suitable or wise for all projects and outcomes. It's best suited to complex problems that demand effort to achieve a change.
❇️Leadership
Be prepared to engage in the collaborator's dance of moving between leading and following.
Come with an understanding of what you bring, coupled with a deep humility, and respect for what others bring.
❇️Finding the solutions
Spend at least 80% of your time together coming to a shared agreement of the problem and then work together to co-design the solution. Don't come with solutions and don't hold on to any idea too tight, too soon.
...go ahead & post your thoughts and additional top tips in the comments below.
(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
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?
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?
Picture by Paula May from Unsplash
You only know yourself when you go beyond your limits. Paulo Coelho
(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
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
In the first picture I am about a third of the way up the rock face. Clearly things are going well and probably better than I had expected. I'm obviously a "bit" excited!
But close to the end, I froze - see me below straddled and unable to move. I was tired and from my vantage point I couldn't see the summit's closeness! It's so clear in the picture that I am really close to the top, but at the time I couldn't see it. I remember this well – how I felt & what I yelled. I said, "It’s been fun up ‘til now, I’d like to come down now!” Afterwards, my instructor said he would put it down as one of his favourite quotes and I recorded it in my journal :-) Thankfully, with some encouragement & time to recoup I made it to the summit. This was my pivotal point, where I discovered there was far more in me than I imagined.
But close to the end, I froze - see me below straddled and unable to move. I was tired and from my vantage point I couldn't see the summit's closeness! It's so clear in the picture that I am really close to the top, but at the time I couldn't see it. I remember this well – how I felt & what I yelled. I said, "It’s been fun up ‘til now, I’d like to come down now!” Afterwards, my instructor said he would put it down as one of his favourite quotes and I recorded it in my journal :-) Thankfully, with some encouragement & time to recoup I made it to the summit. This was my pivotal point, where I discovered there was far more in me than I imagined.
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.
As I reflected I saw many analogies to strategy and my professional journey, so I thought I'd share some of my take homes:
My son climbed the same rock face - twice.
Once blindfolded and then one-handed. WOW!
I could not be more proud of him.
Final reflections: enjoy your successes, but don't seek the glory and be ready to share what you learn. Rejoice when those you have mentored conquer the “rock face” quicker and better. That's the best legacy we can leave :-)
Here’s to a successful 2019!
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
- agree why/where you're going on your "strategic" journey & have a plan - I didn't sign up for a Masters OB course lightly. I knew why I was going and what I hoped to get out of it (of course, it ended up being much more). I invested significantly in preparing and communicated clearly with my family and colleagues, who supported me throughout.
- get started and enjoy catching the “wave” - timing is important
- take one step at a time - keep your eyes forward and reflect on the past for learning (we all have ups and downs)
- don't journey alone - surround yourself with trusted advisors, mentors and support systems
- enjoy the journey - have fun along the way, life is way too short not to
- capture and reflect on your pivotal points and your leadership summits
- take time to rest and recoup - manage your daily, weekly, monthly and yearly calendar: book in time for family, friends and exercise (I've stopped seeing "I'm busy" as a badge of honour! Personally, I'm only as "busy" as I choose to be.)
- when you reach the summit you are going for, it's likely the focus will not be on your personal input - be okay about that and let your successful work/mahi be the story
- and, be confident the summit is closer than you may imagine. The view is magnificent!
My son climbed the same rock face - twice.
Once blindfolded and then one-handed. WOW!
I could not be more proud of him.
Final reflections: enjoy your successes, but don't seek the glory and be ready to share what you learn. Rejoice when those you have mentored conquer the “rock face” quicker and better. That's the best legacy we can leave :-)
Here’s to a successful 2019!
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
Picture by Elijah O'Donnell rom Unsplash
Agreeing your why is the ultimate steering towards understanding your common agenda and creates the momentum needed for the right actions! Nazanin Jenkin
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:
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
(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!)
Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
An edict to collaborate doth not collaboration make. Nazanin Jenkin
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”.
(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.