Leading Collaboration - A Role for Everyone people authority can ... Leadership vs. Authority...
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Transcript of Leading Collaboration - A Role for Everyone people authority can ... Leadership vs. Authority...
I am reluctant to assume a leadership role for I’m not in
Only people authority can ll k diff
pthat position.
really make a difference.
Leadership is aLeadership is a set of personal attributes,
qualities, and skills either
i t iti d/
Leadershipby
Position
intuitive and/or acquired that rouses and
Leadershipbyrouses and
motivates others. (Northouse,
by Influence
2001).
Slide Source: National Center for Cultural Competence, 2011
Leadership vs. Authority
Leadership is a combination of values,
Authority is the power invested in a role by a
skills, and behaviors that mobilize people to action and shifts from
formally established procedure, such as an election, governanceaction and shifts from
the status quo to a more promising and
hopef l f t re
election, governance structure, certification, and organizational
hierarchhopeful future. hierarchy.
Kagen, Ellen, Georgetown University, 2010
Technical vs. Adaptive Work
TECHNICAL WORK ADAPTIVE WORK
Perspectives are aligned
Definition of the problem is clear
Legitimate, yet competing, perspectives emerge
Solution and implementation of the problem is clear
Definition of the problem is unclear
l d l Primary locus of responsibility for
organizing the work is the leader
Solution and implementation is unclear and requires learning
Primary locus of responsibility Primary locus of responsibility is not the leader
S f ( ) C fSource: Heifetz, Ron (1994). Leadership without Easy Answers. Cambridge, MA: Belknap Press of Harvard University .
The Collective IntelligenceThe Collective Intelligence
“It is in the collective intelligence of people at all levels, who need to use one another as resources often across boundaries and learnresources, often across boundaries and learn their way to solutions.”
Adapted from: R. Heifetz and D. Laurie: The Work of Leadership. Harvard Business Review, 1998.p p ,
Role of Leadership inCollaborative Work
Create a context for learning and support so that “the changes” that need to be made, can be understood absorbed and ultimatelybe understood, absorbed and ultimately acted upon by all.
Ellen Kagen, Georgetown University, 2010
Stages of Collaboration:Stages of Collaboration:
CoexistenceCoexistence
Communication
Cooperation
Coordination
CoalitionCoalition
True collaboration
Importance of Collaboration
Collaboration is a prerequisite to the sustainability of interagency programssustainability of interagency programs
(Perkins, 2002)
Barriers to Collaboration
Phil hi lStakeholder Philosophical barriers
Stakeholder resistance barriers
Structural barriers
Language and communication
barriers
Collaboration Domains • Aligning State / Local Vision• Shift from “Doing For to Doing With”• Shift from Doing For to Doing With
• Shift from Family Driven to Young Adult D iDriven
• Interface between Child and Adult Mental Health Systems
• Interface between Consumer Groups
• Young Adult / Adult Partnerships• Young Adult Smooth Connection to Adult• Young Adult Smooth Connection to Adult Service and Supports
Possible Strategies for Addressing Philosophical Barriers
• Acknowledge legitimate perspectives
• Ensure that the goals and concerns of all stakeholders are heard
• Use “boundary spanners” to facilitate linkagesy p g
Possible Strategies for Addressing
• “Institutionalize” collaborative practices by
Structural Barriers• Institutionalize collaborative practices by developing written policies and procedures
l• Initiate joint planning • Use an independent consultant to facilitate pstrategic planning
• Adopt common screening toolsAdopt common screening tools
• Adopt common release of information forms dand processes
Possible Strategies for Addressing
R i d d j h
Communication Barriers
• Recognize and reduce jargon whenever possible
• Provide cross‐training to stakeholders
• Develop formal communication pathways
• Establish information sharing agreements
Possible Strategies to Address Stakeholder Resistance
• Ongoing involvement of stakeholders at all
Stakeholder Resistance
Ongoing involvement of stakeholders at all levels
P id t i i t t k h ld• Provide training to stakeholders on any new expectations and their roles and
ibilitiresponsibilities
• Regularly share results with stakeholders• Co‐training • Celebrate often even minor successes• Celebrate often‐‐‐even minor successes