Professional Documents
Culture Documents
Partnerships Litrvw
Partnerships Litrvw
Julie Fitch
Gonzaga University
COML 598 A1
Spring 2017
USING PARTNERSHIPS AND COLLABORATIVE NETWORKS 2
Abstract
Non-profit organizations need to be effective and efficient in order to create the largest impact in
their communities with the limited resources available to them. Forming partnerships and
collaborative networks, individual organizations can unite with others to increase their impact in
collaboration between community-serving organizations looks like and what the challenges and
benefits are. The purpose of this paper is to report the common characteristics of effective
collaborations as seen across the most current literature in order to clarify where organizations
and coalitions should focus their efforts to improve the efficiency and effectiveness of their
collaborations. The research indicates seven areas of focus to make effective partnerships and
improve the impact in the community. These areas are investing time, understanding the target
Community-based organizations are often filled with passionate individuals who see a
need and want to make a difference. Although many organizations form with the goal of
advancing equality and solving social problems, these organizations see varied success. These
non-profit organizations need to be effective and efficient in order to create the largest impact in
their communities with the limited resources available to them. Forming partnerships and
collaborative networks, individual organizations can unite with others to increase their impact in
underserved populations.
community-serving organizations looks like and what the challenges and benefits are. In this
research, many articles emphasize the importance collaboration and effectiveness for
organizations serving underprivileged groups. The purpose of this paper is to report the common
characteristics of effective collaborations as seen across the most current literature in order to
clarify where organizations and coalitions should focus their efforts to improve the efficiency
and effectiveness of their collaborations. The research indicates seven areas of focus to make
effective partnerships and improve the impact in the community. These areas are investing time,
understanding the target community or group, clarifying shared understandings, building and
Investing Time
time. Well-invested time will be focused on people and processes, not on tasks (Miao,
USING PARTNERSHIPS AND COLLABORATIVE NETWORKS 4
individuals and between organizations takes time, as does gaining experience and understanding
Willen, 2015; Thomas, Rosa, Forcehimes, & Donovan, 2011). Effective collaborative time can
be used for making formal agreements, clarifying roles and responsibilities, and collecting and
analyzing results (Marlier et al., 2015; Thomas et al., 2011). Investing time in people and
processes like this allows trust to grow and the perceived value of the partnership to increase
(Marlier et al., 2015; Thomas et al., 2011). Focusing on investing time well and recognizing that
taking the time to invest in people and processes leads to long-term benefits within and across
One area that will take a significant amount of time is gaining a deep understanding of
the target community or group. It is not enough to bring great ideas and services to a
community; research suggests that organizations must make decisions and plans based on the
specific needs and characteristics of the community or group they are trying to serve (Bellman &
Ryan, 2009; Peifer & Perez, 2011; Thomas et al., 2011). It takes time and experience in the
community and culture to identify strengths and resources already present and incorporate them
into the planned services (Thomas et al., 2011). Another important benefit that comes from
spending time in the target community is discovering potential. Community-driven efforts are
often more successful and more ethical than outside efforts, especially among underserved or
historically marginalized groups, and efforts involving or led by local people are even better
received (Thomas et al., 2011). Gaining this experience and understanding, and participating in
USING PARTNERSHIPS AND COLLABORATIVE NETWORKS 5
this planning takes a great deal of time and effort but results in more successes and changes that
Another aspect that will help collaborative networks be more successful is creating and
clarifying shared understandings. These may include a shared purpose and vision, as well as
agreements, roles, and expectations of the organizations and individuals involved. Highly
effective organizations have clear purpose and function (Faust, Cristens, Sparks, & Hilgendorf,
2015). Developing a shared vision and set of values across partnerships that also align with the
values of the community is an essential unifying element (Miao et al., 2011). Clarifying
agreements, roles, and expectations is important to the functioning of the organization and the
network. This leads to increased accountability, trust, and more knowledge sharing within and
between organizations (Marlier et al., 2015). Having clear understandings facilitates all
Time and effort should also be invested in building and maintaining quality relationships.
between individuals from partner organizations. Research repeatedly pronounces the central role
relationships play in effective organizations. Bellman and Ryan (2009) identify strong
relationships among members characterized by trust, collegiality, and friendship as one of the
core indicators of extraordinary groups (p. 18). Miao and colleagues (2011) found that personal
relationships help build environments that are safe and inclusive and based on trust, respect,
flexibility, honesty, and openness (p. 125). Marlier and colleagues (2015) found that personal
relationships between organizations improved trust, knowledge, and skill sharing. They also
USING PARTNERSHIPS AND COLLABORATIVE NETWORKS 6
found that interdependence created a greater need to collaborate and led to more resource sharing
were identified as essential to the success of the network as a whole (Faust et al., 2015). Quality
relationships are key factors in the effectiveness and success of collaborative groups.
Even though partnered organizations form clear sets of shared understandings and invest
significant amounts of time building and maintaining quality relationships, differences will still
strength. Diversity at the organizational level benefits the partnerships and the community they
serve in a several ways. Organizations that deliver different activities or services can form
powerful partnerships and extend the network of services available (Marlier et al., 2015). Faust
and colleagues (2015) found that when highly functioning organizations of different kinds are
dispersed throughout a collaborative network, the effectiveness of the network overall improves.
Additionally, because of the uniqueness of each community or group, approaches and services
will often need to be adjusted or developed (Thomas et al., 2011). Being able to collaborate with
partner organizations with different experiences and knowledge-bases will lead to the creation of
services that offer greater impact and also lead to more knowledge sharing and complementary
skill development (Marlier et al., 2015; Peifer & Perez, 2011). In this way, organizational
Diversity at the individual level also adds to the strength of organizations and
partnerships. In their book, Extraordinary Groups: How Ordinary Teams achieve Amazing
Results, authors Bellman and Ryan (2009) identify the habit of embracing differences as one of
the characteristics of extraordinary groups. In these groups, individuals respect each other for
USING PARTNERSHIPS AND COLLABORATIVE NETWORKS 7
who they are as human beings as well as for the skills, knowledge, and talent they apply to the
groups purpose (Bellman & Ryan, 2009, p. 26). Through this, group members see, value, and
use their diversity as a strength (Bellman & Ryan, 2009, p. 18). Speaking of group dynamics,
Bellman and Ryan (2009) also observe that in these groups, conflict and disagreement are not
uncommon and are not avoided (p. 25). Recognizing and valuing differences may be one of the
easiest ways to increase effectiveness and build a safe and trusting relationships.
evaluation and self-assessment into the culture of the partnership. The capacity for
organizational learning requires constant evaluation and self-assessment (Faust et al., 2015).
Through this evaluation and self-reflection, learning communities can help organizations and
networks understand lessons about their efforts and areas for improvement (Marlier et al., 2015;
Miao et al., 2011). Objective results and successes can build hope and efficacy (Marlier et al.,
2015; Miao et al., 2011), but intangible results are also essential (Bellman & Ryan, 2009). With
this in mind, one group reports that the value of a meeting, or an entire project for that matter,
was not based on productivity or outcome measures alone but was seen from a larger lens that
encompassed the process of sharing life, deepening trust and building capacity among engaged
community members striving to persevere and sustain such efforts (Miao et al., 2011, p. 130).
Organizations and partnerships may need to increase their capacity for both of these types of
evaluation.
A final area of focus for creating effective collaborations is building a culture of sharing
and learning. An organization or networks capacity for sharing and learning is related to other
USING PARTNERSHIPS AND COLLABORATIVE NETWORKS 8
characteristics. Marlier and colleagues (2015) found that knowledge and skill sharing increase as
levels of trust and the quality of personal relationships improve. This sharing increases
individual capacity within and across organizations and can be facilitated by providing for
periods of collaborative time (Marlier et al., 2015; Miao et al., 2011). Also, because of their
focus on learning, extraordinary groups experience unexpected learning that translates into
personal and group growth (Bellman and Ryan, 2009, p. 18). Integrating formal and informal
spaces and times for social support, evaluative reflection and social learning was beneficial for
some groups and allows time for maximizing unexpected learning opportunities (Miao et al.,
2011, p. 130). A culture of sharing and learning helps people, organizations, and networks grow
and improve.
Conclusion
commitment and efforts, many needs are being met at the local level. Despite their many
successes, these organizations face challenging work with limited resources. One way to
improve the organizational capacity to meet the needs of the people they serve is to build
partnerships and networks with one another. The most recent research indicates that building
partnerships and networks of organizations strategically and intentionally can lead to significant
Although there are many elements identified in the literature as helpful to building
elements can be summarized into seven main areas of focus. Those areas are: investing time,
understanding the target community or group, clarifying shared understandings, building and
evaluation and self-assessment, and building a culture of sharing and learning. If organizations
can partner with others and together work on improving their practices in these seven areas,
research suggests that they would be on their way to making significant and lasting changes in
References
Bellman, G. & Ryan, K. (2009). Extraordinary groups: How ordinary teams achieve amazing
Faust, V., Christens, B. D., Sparks, S. M. A., & Hilgendorf, A. E. (2015, December). Exploring
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Marlier, M., Lucidarme, S., Cardon, G., De Bourdeaudhuij, I., Babiak, K., & Willem, A. (2015,
Miao, T., Umemoto, K. Gonda, D. & Hishinuma, E. S. (2011). Essential elements for community
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Peifer, K. & Perez, L. (2010, July). Effectiveness of a coordinated community effort to promote
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tribes and organizations: Effective strategies and lessons learned in a multisite CTN
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