Our world faces complex problems that demand collaborative approaches. And we know that working together across divides releases more and better solutions than going it alone.

But true collaboration is hard. Even with the best of intentions, getting actors with different levels of power and different - even conflicting - perspectives and interests to work together, is tough.

Synergos’ Chong-Lim Lee shares 7 insights on how to build successful collaboration, drawn from our 30 years of experience.

 

Transcript

Collaboration. It’s one of the most widely-used words in business, government, philanthropy and the social sector. And for good reason.

Our world faces complex problems that demand a collaborative approach. And we know that working together across divides releases more and better solutions than going it alone.

But true collaboration is hard. Even with the best of intentions, getting actors with different levels of power and different - even conflicting - perspectives and interests to work together, is tough.

Hi, I’m Chong-Lim Lee of Synergos, a global organization that helps solve complex issues around the world by advancing what we call bridging leadership. Bridging leadership aims to create strong collaborations by building trust.

I’d like to share seven insights on how to build successful collaboration, drawn from Synergos’ 30 years of experience.

The first: engage those most affected. Work with the people your collaboration intends to help early on. They are closest to the problem and have valuable perspectives on what’s really going on.

This requires thoughtful attention to issues of power.

Second, build trust early. Invest time and energy upfront to build a shared understanding among all the partners. Trust is at the heart of all successful collaboration.

Take time to map all stakeholders involved and build relationships among them.

Develop a shared vision based on core values and long-term objectives. A shared vision rooted in trust is essential to taking the collaboration from transactional to transformational.

Incorporate reflective practices. Personal reflection practices can be a powerful tool for helping people connect to purpose and deepen their capacity for trust. We call this inner work, which can be used at the individual or group level.

Inner work can include journaling, dialogue walks, and nature retreats.

The next insight for building successful collaboration: use systems thinking. No single person can see the whole picture. Systems thinking is about analyzing a problem holistically and taking the time to incorporate multiple perspectives to uncover root causes. To do this, we use collective, experiential learning processes.

Think big but start small. While creating a large-scale vision is essential, you should start with small steps. Test ideas with prototypes and pilots. Be willing to abandon or modify those that don’t work.

Only then go to scale.

Work at multiple levels simultaneously. Creating broad-based change often involves working at multiple levels; from the macro level, involving top leaders and policy, to the micro level, working with people directly affected by the issue or those who deliver services to them.

Shift institutional arrangements. Sometimes we have to improve institutions or change the relationships between them to generate innovation, release resources, or deliver services more effectively.

Such changes are often essential to addressing power imbalances.

Let’s look at an example of the power of collaboration, from Nigeria, where Synergos is helping transform agriculture to benefit smallholder farmers, improve nutrition, and strengthen employment and the economy.

A big fear expressed by cassava farmers in the country’s Kogi state is that their hard-grown crops end up rotting in the ground - an all-too-common result of an unreliable relationship with buyers.

Synergos helped open conversations between local farmers and a major agro-processing company.

We took the company to visit farms, and led conversations to build understanding between the company and the leaders of a farmer group.

We helped build trust.

The result was a first-of-its-kind contract committing the company to purchase cassava from those farmers.

The company also agreed to offer trainings, credit, and technology, and to construct a new local cassava processing plant. The plant was an investment that signaled commitment to an ongoing partnership.

The relationship wasn’t always easy. Disagreements and misunderstandings over pricing, plus delays in building the new plant, almost ended the partnership.

But building on a foundation of trust, and ongoing dialogue, the farmers and company were able to work together.

Collaboration isn’t the solution for every problem. And even in ideal circumstances, it is a muscle that takes time and skills to exercise. But for bridging leaders, it has the power to produce remarkable, lasting impact.