calp multistakeholder webinar 15th aug

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Multi-stakeholder Partnerships

Menka Sanghvi | Reos Partners | Aug 16, 2012

Campaigns and Advocacy Leadership Program, Oxfam GB


Areas To Explore:

1. Why take a multi-stakeholder approach?

2. What are key challenges?

3. When is a multi-stakeholder approach not suitable?


1. Why Take a Multi-stakeholder Approach?


Engaging Diverse Heads, Hearts and Hands

Diversity - Why is that so valuable?

Innovation and creativityTackling challenges where the solution is unknownCreating systemic changesMaking a lasting impact


Innovation – Breaking up “Group Think”

A group of diverse people with different ideas are more likely to be open to new ideas and more likely to find the right solution for the problem they are collectively trying to solve. It is a sharp antidote to “group think”.


Complex Challenges – Technical vs. Adaptive

Sending a rocket to the moon – example of a technical challenge.


Systemic Ambitions

Working at a systemic level means tackling the root of the problems not just the

symptoms. This is extremely difficult. However bringing together diverse people

from across the system gives the group an ability to perceive the challenges

clearly - “systems sight”.

Systems sight -> Systems actions -> Systems change


Lasting Impact

Diverse groups have more agency and resilience.

Why?

Implementing solutions need a wide range of political and social capital. Diverse groups are more likely to have diverse relationships in place into diverse communities. Solutions are therefore more likely to “stick”. There is a reduced likelihood of the system reverting back to its original state once the collaboration work is over.


2. What Are The Key Challenges?


Common Areas

Challenges:

Lack of clarity on common purpose or intention

Not having the tough conversations needed

Imbalance in power & lack of shared ownership

Accountability gaps in the roles and responsibilities

Having the right people on board throughout the journey


Clarity of Common Purpose

When two or more organisations collaboration, they often rush in without

clarifying the common purpose precisely.

Many organisations are not fully clear about their own purpose, which

makes it difficult to collaborate effectively.

Questions:

If there are more than one goal, are they equally important to everyone?

How will decisions be made about trade-offs?

What is the shared theory of change connecting the different aspects of

the work?


Often collaborations begin with a honeymoon phase, with strong mutual interest

and high hopes. However this is the time to have really tough conversations

about what exactly each partner is bringing to the table, where their skills lie,

and what they are weak at. May need external facilitation.

"Politeness is the poison of collaboration."

-Edwin Land

Having Tough Conversations


Example of Korean Airlines

From 1988 to 1998 Korean Airlines had a crash rate 17 times higher than others like

American Airlines.

. Problem was not mechanical – it was cultural

Cockpit crew were too polite to question authority figures directly when they noticed something wrong


Being Aware of Power Dynamics

All stakeholders need to take responsibility for developing awareness

of power dynamics, and make changes where necessary, to create

openness and transparency and create a sense of shared ownership.

Funding has a important impact on the relationships.

What behaviours does the funding incentivise…?


Accountability Gaps

“Few things in life are less efficient than a group of people trying to write a sentence. The advantage of this method is that you end up with something for which you will not be personally blamed.”

- Scott Adams, Dilbert


Having Buy-In from the Right People

In theory:

Multi-stakeholder partnerships are usually between organisations. To make the most of the comparative advantages, the multi-stakeholder group needs to leverage different skills, networks and resources from each organisation.

In reality:

•There is often a lack of buy-in from individuals outside the immediate partnership work. Inter-organisational silos and barriers exist.

•Or there is as a change in leadership of the organisation and this impacts the level of participation of one member organisation in the group.

•Conversely multi-stakeholder relationships might be forged at senior levels but commitment is not shared at middle management.


3. When is Multi-Stakeholder Approach Not Suitable?


If The Problem Can Be Solved In-House

Honest assessment:

If you can do the work effectively alone, then don’t collaborate.


When The Right Inputs Are Missing (or being underestimated)


Questions?

calp multistakeholder webinar 15th aug

Technology