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COMPLIMENTARY MASTERCLASS APPETISERS            ​

9/4/2020

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I hosted a one hour zoom complimentary Collaboration 101 Masterclass Appetiser last week.

The lighting was meh, the mic was okay – but the conversation….well, that was                                                                       GREAT!
Ngā mihi to those that joined in.

​Here's what folk said about the
1 April Masterclass Appetiser session ...

I am energised!
I love the set up and models - lots in them.
You identify collaborative principles; and, a set of behaviours and skills that sit well under them.
Lots of opportunity here - both for service delivery and policy development.
The alignment with leadership, culture and Te Ao Māori values resonates very well.
Love the metaphors! Really make sense.
There is a clear trajectory between issues and solutions.
A number of good new ideas in terms of setting up and operating a collaborative initiative.
Because the set up has clarity, there is more opportunity to be effective and deliver outcomes.
Here's why this is a really important wānanga for right now...

The decision to collaborate and work together across traditional boundaries sets the strategic intent and strategic direction.

Extreme events, such as the Christchurch Earthquake and a Global Pandemic are burning platforms that bring specialists, service delivery providers and policy developers together with a particular focus. A coalition of the willing, working together towards an agreed collaborative strategic intent - often in an intensive, time limited manner. 

We can learn from these events, but replicating the specifics is unlikely to be sustainable for long-term change.


In New Zealand, the  Wellbeing Budget provides a strategic long-term direction with an explicit collaboration agenda, that goes wider. There are mega opportunities that will need our attention even more intentionally post the COVID-19 crisis.

Climate change, regional economic opportunities, population health and inequities, child poverty, sexual abuse are some of the many complex opportunities facing us. We can prepare now, to build capability and create environments where we can innovate, together, for the post-pandemic future. 

It is evident that putting the words “collaboration”, “collaborative working” or similar in a strategy document or on a post-it sticker in a workshop generally leads to no more than talk about the latest “buzzword” from which no real change results!

So how do we close the gap between what is now essentially a popular buzzword and working together?

Collaboration as a business discipline is something deeper, more complex and an entirely new approach that requires new competencies.


In my Collaboration 101 Masterclasses, I bring together many years of experience and research - simply.

I help position you to be the next success story.


Next complimentary one hour virtual "appetiser" session
Wednesday, 29 April, 12.30-1.30pm. 
Email me or comment below with "yes" and I'll send you the meeting ID/password (you don't need to have a Zoom account).


Would love to have you join us.

ps I now have some new lighting, a new mic and other stuff to improve the experience!!! We're all improvisers and experimenting together 😀

Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
He waka eke noa
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Community & Connectedness

7/4/2020

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Picture by Clint Adair from Unsplash
We must be willing to get rid of the life we've planned, so as to have the life that is waiting for us. Joseph Campbell
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.
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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.
The cave you fear to enter holds the treasure you seek. Joseph Campbell
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
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building collaborative cultures

1/4/2020

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Everyone would agree that culture is the secret source, the competitive advantage, that connects, unites and makes communities happy – despite this importance we rarely bring an intentionality to culture…(Research Participant) 
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)
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life in lockdown

31/3/2020

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kererū visiting the kowhai in my garden
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flowers from my daughter arrived on doorstep before lockdown
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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:
  • 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
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From Diversity and Inclusion to belonging

22/7/2019

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(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
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Successful collaborations: top tips

3/6/2019

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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.
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Collaborative leadership

3/6/2019

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(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


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Psychological Safety

10/4/2019

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(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?
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holiday reflections

10/1/2019

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Picture by Paula May from Unsplash
You only know yourself when you go beyond your limits. Paulo Coelho
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(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

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.

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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.
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​As I reflected I saw many analogies to strategy and my professional journey, so I thought I'd share some of my take homes:

  • 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.
O
nce 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
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collaboration insights: back to basics

20/12/2018

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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 
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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

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collaboration insights: Fill your kete

11/12/2018

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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”. 
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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. 
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collaboration insights: behaviours & skills

28/11/2018

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Photo by Jay Castor from Unsplash

Collaborative Behaviours and Skills
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(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.
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Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

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collaboration insights: Value creation

16/11/2018

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Photo by Matteo Vistocco from Unsplash
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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).
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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)

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There are also more holistic approaches offered by designers e.g. Dennis Hambeuker's, "The Synergy Model" and it seems to incorporate a number of approaches. Have a look at his work, it certainly pushes my boundaries and is helping me widen my thinking.


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One of my favourite articles on the subject is Kramer and Pfitzer's HBR article "The Ecosystem of Shared Value" (October 2016). In the article they say, "In the past, companies rarely perceived themselves as agents of social change. Yet the connection between social progress and business success is increasingly clear." The article considers collective impact and looks at a number of examples, including: MasterCard, Yara and CocoaAction. Well worth a careful read if you want to add value through collaboration and collective impact.


Agreeing a shared agenda and value 

Overall, my take is there are a number of ways of looking at value and if you explore you will find other alternatives. Earlier this year, when I was working with a group of senior managers from a corporate, all working across some pretty big portfolios (both complex and big $ items!), I raised the discussion ...I was so surprised when I realised it had not even occurred to them that value could be bigger than $ savings!! It was exciting to see their enlightenment as we engaged in a dynamic discussion where they were able to identify opportunities for a different way of working, based on genuine value creation. So, I absolutely believe that the conversation needs to be had at the onset and an agreement made as to what value looks like in any specific collaborative context. This is key to establishing the "shared agenda" for collaboration.
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Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253
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Collaboration Insights: Collaborative Leadership and Culture Shifts

12/11/2018

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(originally published on LinkedIn)
A move from a competitive model to a collaborative model of service delivery is a cultural shift. This shift necessitates the right type of leadership, new approaches to problem definition and decision making, as well as a move, across the system, from fixed mindsets to growth mindsets. Nazanin Jenkin
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Photo by Mehdi Sepehri on Unsplash
Public Servants & Servant Leadership
T
he 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

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Collaboration Insights: Package & People

6/11/2018

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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.
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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.
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​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
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Collaboration Insights: Mindshift

2/11/2018

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Mind shift: Focus on moving self interest to shared interest
(originally published on Linkedin)

Systems and processes 

Predominantly, the systems we work in and the processes we work with are not designed for collaboration. Many of the systems we’ve inherited were designed in the industrial age and similarly, many of the processes were designed for specific contexts. Absolutely, we need to take an eco-system approach and improve systems and processes. But major system/process overhauls take time and, in my experience, the most sustainable changes are implemented incrementally. Nevertheless, if the system is designed for competition and the people in the system are incentivised to compete – then competition and self-interest will prevail. It is evident that requiring or legislating and even enabling collaboration across teams and traditional organisational boundaries is insufficient for change. An edict or direction to collaborate, doth not collaboration make; we need a mind shift that moves self interest to shared interest.

Real vs false collaboration 

The theme of “real vs. false collaboration” emerged in my research somewhat unexpectedly and even a little disturbingly – it appeared that at times false collaboration was inadvertent and at times intentional. We are each as human as each other, so the potential impact of human agency should not be underplayed and opportunities to move self interest to shared interest should continue to be actively sought. Real collaboration provides opportunities for divergent thinkers to contribute, and is inclusive – at its core it is a diversity and inclusion agenda.

Shared incentives, measures and story-telling 

Further, it seems that collaboration needs to be supported by shared incentives and shared measures. Evidence indicates that this is beyond structural changes, and scholars provide a range of ideas for consideration such as: peer recognition programmes; value-added performance metrics; monetising system value; building in structured competition (within a collaboration framework); and finding quick wins - to name some. But more and more I see real change and impact on individual lives through collaboration that can't be measured - so we also need to recognise and engage in story-telling, not just as an "add-on", but as a primary source for decision-making.

Values driven 

In the end we need to draw together the hearts and minds of “kamahi” – when people care about what they do, when their task is centred in their “why” or their purpose for being - then self interest organically moves to shared interest and a deep desire for collective impact. If our hearts’ cry is to make a difference where it matters, then we will.
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Copyright ©2020 Nazanin Jenkin Ltd. | www.nazaninjenkin.com | nazanin@nazaninjenkin.com | +64 21 478253

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    Nazanin jenkin

    Nazanin Jenkin
    is a Persian Kiwi - a Persian by descent and a diaspora by circumstance. She lives in New Zealand; along with her husband of over thirty years and two surviving, adult children. 
    Nazanin believes the key to unlocking untapped solutions and hope for mankind is for us to be willing to work collaboratively, across all kinds of differences - silos, sectors, cultures and disciplines.
    ​She is on a mission to build a collaborative movement that delivers shared value.

    The future may be uncertain, but one thing is for sure - success is dependent on learning to work together!

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