Achieving More for Less, Lucian Hudson: NCVO Collaborative Learning Network launchevent Oct 2010.
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A presentation given by Lucian Hudson, Chair of the Collaborative Strategies Network at the launch of the NCVO Collaborative Learning Network.
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Achieving More for Less, Lucian Hudson: NCVO Collaborative Learning Network launchevent Oct 2010.
- 1. Collaborative Learning Network Achieving More for Less Lucian J. Hudson, Chairman, Collaborative Strategies Network Partner and Managing Director, Cornerstone Global Associates Former Director of Communication, FCO
- 7. Collaboration: challenge to roles and boundaries? “ Collaboration, by its very nature, means that traditional means of control - market and hierarchy - cannot be used to manage relations among participating organizations. Instead, it depends on the ongoing negotiation of relationships by individuals who are both participants in the collaboration, and, at the same time, accountable to and representative of the diverse organizations and communities involved in, and affected by, it.” Hardy and Grant, 2005. Quoted in: Lotia and Hardy (2008) pp. 366-367
Notas del editor
- Contact details ljh@cstoneglobal.com 07796-155327 Based on a draft report still under discussion with interested organizations.
- Collaboration is the technology for the knowledge economy. It gathers information to produce fresh choices, by creating fission – drawing out different perspectives and interests, yet also producing fusion – drawing in the parties first to agree on the problem, then to agree and act on the solution. It pulls together task, people, resource and process in pursuit of a common end, and joins up organizations and makes them to connect with their stakeholders and citizens. Because it holds out the promise of creating value where it didn’t exist before, it can expand the size of the cake, and bring about agreement on the highest common denominator. It galvanises governments and multinational companies both to be get business done (be technically effective, whatever their field of expertise), and to ensure the risks and benefits of getting business done involve those directly or indirectly affected (build legitimacy and public support). It draws on NGOs and others in civil society – think-tanks, institutes, Business Schools, Universities - to see themselves as part of the solution, agents rather than critics or bystanders. As a catalyst, it brings about a change in disparate organizations to achieve focus and momentum, and once it has done its work, can be brought to an end, or given a new task
- Lotia and Hardy (2008) argue that collaboration is social insofar as it requires the negotiation of relationships and tensions (Beech and Huxham, 2003); political in that it involves individuals playing a dual role as members of both collaboration and organization; and dynamic in that roles in collaboration emerge, evolve and change over time (Hibbert and Huxham, 2006). By “tensions”, Beech and Huxham refer to the idea that good practice advice can pull in different directions. Lucian Hudson’s report refers more widely to the inevitable tensions that arise when people work together.