Partnership and

Collaboration
 OWNERSHIP CO-OWNERSHIP CO-CREATION

Empowered
Engagement Citizenry
Mechanisms

Societal Responsive
Multi-Stakeholder New
Inequity/ Processes/ Shared Programs
Bridging Personal Institutional
Divide Convening and Trust- Vision and Societal
Leader Vision &
and Building Dialogue & Arrangement Services/ Equity
Mission
Stakeholders Mission s Social
Innovations

Collaborative
Personal New Response
Response Relationships Transformed
Among Institutions
Stakeholders

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 When did you use influence and collaboration? With
whom?

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 INFLUENCE AND COLLABORATION

 INFLUENCE - the capacity to have an effect on the

character, development, or behavior of someone or
something, or the effect itself.

 COLLABORATION - the action of working with someone

to produce or create something.

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 INFLUENCE AND COLLABORATION

 During the 1st half of 20th century,

organizations were managed through
downward communication and control
• Managers influence others through the use of
power – positional power

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 INFLUENCE AND COLLABORATION

 Last quarter of the 20th

century, influence meant
involving & engaging
people to reduce
resistance to change;
 Dominant lesson: We
can’t simply tell people
what to do – they need to
feel included
 INFLUENCING AND
COLLABORATION

Today, in a world where no one hold the complete picture and

there is no single right answer, it is imperative to enhance the
understanding of influence and collaboration to achieve work
objective

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 Working
Nature of through ComplexMethodology
Intervention Issues
Complexity Approach
Systems
Dynamic Systemic
Thinking
Multi-
Social Participative Stakeholder
Engagement
Generative Emergent Creative

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 COLLABORATIVE LOOP

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Levels of Relationship
Levels of Relationship in Working
Together

low high

Information Time Resources Commitment Involvement

(Himmelman, 2002)

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Definition Networking Coordinating Cooperating Collaborating

Exchanging Exchanging Exchanging Exchanging

information for information for information for information for
mutual benefit mutual benefit, and mutual benefit, and mutual benefit, and
altering activities to altering activities and altering activities,
achieve a common sharing resources to sharing
purpose achieve a common resources, and
purpose enhancing the
capacity of another to
achieve a common
purpose
Relationship Informal Formal Formal Formal

(Himmelman, 2002)
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Characterist Minimal time Moderate time Substantial time Extensive time
ics commitments, limited commitments, commitments, high commitments, very
levels of trust, and no moderate levels of levels of trust, and high levels of trust
necessity to share trust, and no necessity significant and extensive areas of
turf ; to share turf; access to each other’s common
Information exchange making access to turf; turf; enhancing each
is the services or resources sharing of resources to other’s capacity to
primary focus more user-friendly is achieve a common achieve a common
the primary focus purpose is the primary purpose is the
focus primary focus

Resources No mutual sharing of No or minimal mutual Moderate to extensive Full sharing of

resources necessary sharing of resources mutual sharing of resources, and full
necessary resources sharing of risks,
and some sharing of responsibilities, and
risks, rewards
responsibilities,
and rewards

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 • Assess your engagement during practicum 1
• What do you think is your level of
relationship with your partners/stakeholders?
• Think of ways on how you can bring your
partnership to a higher level– collaboration?
• Share it to the group.

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 Components of an Effective Collaboration

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 FIVE PRINCIPLES IN
INFLUENCING AND
COLLABORATING

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 I. KEEP GOOD COMPANY

 The company you keep matters;

 Your peers influence the development
of your world view;
 Your ability to perform is limited by the
range of resources you can draw on
when needed;

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 II. BUILD GOODWILL

 Knowing people is not sufficient;

 It is necessary to have reservoir of goodwill;
 Goodwill is build over time;
 Goodwill comes through creation of shared
future, identity and investment in the other

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 III. ENGAGE
Relationships are built through joint activity;
Joint activity
Increases understanding
Build common identity
Create sense of mutual obligation
Know more about ourselves
If goodwill is the heart of relationship, engagement is the
muscle fiber

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 IV. INVEST IN AND SUSTAIN TRUST

 It is essential to create trustworthiness within

the parties in the team;
 This requires significant investment from all
the involved;
 Without trust, exchanges don’t occur reliably or
effectively;

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 V. MAKE THE CONNECTION

 Operating from the center implies duty to

make connections;
 It is important to identify the lateral
interdependence associated with the projects;
 It is imperative to connect to the people and
manage to achieve desired results;

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 “In the long history of
humankind, those
who learned to
collaborate and
improvise most
effectively have
prevailed”
- Charles Darwin

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