3 minute read
Seven quick points
What do all the cases reveal?
It is worthwhile
The cases in the publication all represent clear examples of how treading new paths can create change. Collective Impact as a collaborative framework has helped mobilise tremendous drive, discipline, and joint action.
It takes patience and grit
It takes time and the long-term dedication of many parties to succeed in creating real and systemic change that can meet complex societal challenges. For example, all the examples show that it is valuable and necessary to explore the issue from all angles, using both existing and new data, and by involving and listening to those who are very close to the issue – or perhaps even experience it themselves. In the case of lengthy processes, it is valuable to stay focused on progress by identifying small victories along the way and launching smaller pilot projects quickly. Hold on tight, it requires grit and patience - from everyone involved.
It requires leadership and an organization that can drive the development of joint solutions
A key message is that transversal collaboration requires a clear management basis that can make the necessary decisions along the way. In addition, an organizational driving force, a dedicated ('backbone') unit which can make being involved as efficient and simple as possible. Such a unit fulfils a new type of role: it is a co-creative facilitator with the valuable perspective of a curious outsider, who, based on knowledge and data, can ask questions about existing practices and mindsets. It can create a neutral ground, mobilize actors, build relationships, and contribute to building bridges between opposing interests. The unit can take many forms and be differently positioned within an organisation. It is often small - but has to be professionally powerful, otherwise, the parties involved will not believe that their efforts will produce results.
It calls for a new narrative
Communication cannot be underestimated. The joint communication of an alliance is a cornerstone in highlighting the problem and finding new solutions to creating involvement and local mobilisation. Finding new ways to understand and communicate the problem is essential. This contributes to naturally expanding the circle of relevant actors who can contribute to change and realise that they are part of a broader ecosystem which is part of the problem and probably also part of the solution. In extended processes, those involved, be it end users or organisations, sometimes get the feeling that nothing 'is happening', even though a lot is happening. In this case, communication must involve people. Sometimes, though, frustration cannot be eliminated by communication. Patience is the answer.
This can’t be said often enough: Involve people!
Whether it is a matter of burglaries, homelessness, or climate solutions, the cases demonstrate that it is essential to involve the people who are affected by the problem, or who are crucial to understanding and solving it. Professionals from different fields are invited to work together. This can provoke intransigent assumptions and mindsets but yet it is essential to setting the right strategic goals. Involvement must be brought into play both in the investigation phase and when pilot tests and projects are being planned. Sometimes involvement also means relinquishing control and leaving local communities to deal with processes. This can challenge professional points of view and requires openness to the rationales, considerations and frameworks of others.
Bridge-building is (often) important
It is not self-evident that the state or the national political level need to be involved in cooperative ventures aimed at systemic change. This depends on the analysis of the problem, an analysis which should begin by blindly considering the role of the state. Many cases do not need the state to be active actor in finding solutions. Others very much so. Therefore, no one recipe exists. However, we may cautiously say that the power to change lies in constructing an alliance in the shape of a fruitful collaboration, where relevant, between bottom-up and top-down processes. Such collaboration is not only a framework for identifying and testing new practices and new more interdisciplinary forms of cooperation. Sometimes it also functions as a gateway to pass on information and valuable knowledge to the political sphere, which in turn can pave the way for major structural and systemic changes of broader societal value. Several of the cases illustrate that this has been listened to.
A philanthropic helping hand is useful – but not a prerequisite
All the cases are clearly examples of collaboration leading to systemic change, often with a strong philanthropic commitment that carries significant power to change. However, in all the cases it is also important to notice that the philanthropic agency is just one of a number of partners within broader partnerships, in which all parties possess essential resources that the philanthropic agency does not possess (knowledge, authority, power, practical experience, etc.). In other words, the philanthropic agency is not alone at the head of the table, but is part of the collective management of the process of change. Local facilitation of change is often managed by municipal actors that play a key role in many of the cases.
