Many academics and government experts are exhorting community developers, practitioners, and private sector managers to partner and collaborate. Although some inter-organizational systems, such as industry councils, have been around for many years, few primers exist as to how to do what the experts are urging. The few experts that do suggest a how-to often focus only on one side of the process equation, (such as governance) and leave the other processes components off the table. This stumps those trying to implement these new group processes. As with physical architecture, form follows function in building organization structure.
Once a trans-organizational system (TS) moves into the organization-building phase, the architecture of a new system or organization is in the process of being created. As with any organization, a structure is created through the development of processes, polices and procedures. Depending on the needs, a sustainable infrastructure for a TS can be as simple or complex as the situation warrants.
A model for TS organizational effectiveness
The model of TS organizational effectiveness I present here consists of three process streams: governance, co-ordination of work processes, and building trust among the group members. As a group builds a new TS organization they do it through conversation and by making decisions about the various options available to them at choice points along the way. Those choice points need to be articulated in a conceptual model so the decisions that are made progress in a way necessary to build a solid foundation and structure for an effective TS. All three streams – governance, trust building, and co-ordination processes – need to be addressed. In my experience in the nonprofit sector, the trust building processes are often postponed as a waste of time and energy while the group moves forward with its task. Things may proceed smoothly until the group meets its first challenge, usually a situation rooted in people issues such as conflict or declining energy and interest. Without an adequate level of trust established to be able to move through and resolve conflict, groups often move into decline and member abandonment.
This model is meant to be a tool to assist the practitioner to build just enough structure as necessary for the needs of a TS. TSs can require a little or a great deal of structure. If the TS is only to be used for consultation purposes, a Terms of Reference may be all that is required from the governance stream, a few trust building exercises like icebreakers and a value discussion, and explicit work co-ordination and communication processes. The tools and exercises do not require an external consultant to facilitate the exercises (although that is ideal) but they do require the TS leadership, including any staff, to plan the time and organize the exercises into meeting agendas and provide the leadership to work through the exercises.
The three process streams
The first stream is what I call the trust building process stream. It consists of tools and processes to build relationships amongst the people participating in the TS. It recognizes and encompasses group development theory and also what is known to date on the development of large groups. Many TS members are loathe to participate in the processes necessary to build common ground, vision, and a basis of trust to facilitate working together. They are highly motivated and want to make the change that motivated them to participate in the TS, but consider process a waste of time. However, it is only through the conversation and discussion that occurs in meetings and in structured group exercises that people can express what their organizations are about and, in the process, build trust knowing they will be heard and their needs respected. A ‘getting to know you’ process and an honest exploration of what we can do with and for each other is the first step to building the desire to work together. All along the TS development journey, trust has to renegotiated, explored and reaffirmed in order for the people elements of a TS to work in synch and harmony.
The second stream I call the co-ordination processes stream. This one consists of tools and processes to co-ordinate the work of the TS. TSs at the early stages of development need an investment of energy to communicate the desire to work in partnership and secure the buy-in of originating organizations. Once a common vision is agreed upon and an agreement is reached as to the work of the TS, even more coordination is necessary when resources are shared and intense collaboration begins. In my community, most funders, while encouraging the development of TS processes, began by denying the need for co-ordination; then progressed to requiring that TS processes be sustained using the existing resources of member organizations. This was unrealistic and discouraged many from ever participating in TS process again. Currently, funders are just beginning to acknowledge and budget for the coordination necessary for effective TS functioning.
The level of co-ordination required for a TS is extensive, as are the tools and high-level project management skills to ensure the participation of the many separate autonomous organizations. Contrary to what some funders have believed, the co-ordination and collaboration processes are labour intensive and the co-ordination role and functions must be addressed for any accomplishment to occur.
The last stream is a governance process stream. It consists of tools and processes to deal with the power relations of the TS. Questions will arise, such as who in the TS has the power to make decisions? Who will make decisions? Who are decisions accountable to? How do the constituencies and stakeholders, and organizations of origin get to provide input and be informed of the activities of the TS? In my experience, many TS participants are not empowered to make decisions by their organizations of origin and assumptions about power are the most lethal to the survivability of a TS. By addressing power issues explicitly, the TS will be able to address what is its strength and its Achilles’s heel – a democratic power structure.
The purpose of this model is to provide a developmental framework for co-ordinators and leaders to assess and prioritize their action steps when developing a TS. The process model of three process streams can be applied throughout the developmental framework but is most intense in the operational phase. For optimal success, a practitioner/leader guiding the developmental process needs to take into account the three process streams at all six developmental steps (explained in the article Is an alliance, coalition or partnership the right strategy for your problem?) There may be constraints or a process stream may be delayed until another part of the process, but for optimum TS functioning integrating all three process streams is necessary to create the architecture of a successful TS.
Every TS is different and has different needs
I have chosen not to create checklists of necessary steps because all TSs are different with different needs. My experience with almost twenty TS processes has led me to adopt this three-legged process model so that I can quickly assess wherever I am, what the next step in any stream may be.
As well, my intent is also to show the interdependency of the various steps and emphasize the importance of including trust building, co-ordination and governance processes throughout the developmental process. Often the TS members are so frustrated with previous partnership efforts that have gone nowhere, that they eagerly move ahead on their task. They move quickly into developing an action strategy and postpone until later the activity necessary to create a group strong enough to continue and sustain its work over the long haul. But as I stated before, if trust is not built and there is not yet a genuine interest in one another, at the first sign of conflict or adversity the group will not have the emotional capital to deal with the presenting challenge.
Getting to know one another is a step in learning how to trust and work together for any group. But getting to know one another in a TS is indispensable. A new culture must evolve out of the interactions of all the members of the group. It is dissimilar to when a new employee joins an established work group that has an established culture that by careful observation the employee can ascertain the unspoken rules and norms and gradually assimilate. In TS at the beginning, there are no norms or organizational guideposts. They must be developed and this can only be done by the members through conversation and decision-making.
Paying attention to these three process streams will help build the infrastructure and capacity necessary for a successful trans-organizational system to support the desired large scale intervention towards social change.
Joan’s book, entitled “Alliances, Coalitions and Partnerships: Building Collaborative Organizations”, is published by New Society Publishers. Visit www.joanroberts.com for more details.
