In common practice the term collaboration serves as a handy label to mark and acknowledge working relationships between individuals, departments, or organizations. However, collaboration as a working relationship actually lies on a continuum of inter-organizational models, each of which has identifiable attributes and requires specific capacities and inter-institutional supports. As we move left to right across the continuum, we increase our potential to accomplish together t

Collaboration is often used as a catch-all term to describe any working relationship between individuals, departments, or organizations. But, true collaboration isn’t a one-size-fits-all concept—it exists on a continuum of inter-institutional models, each with distinct attributes, required capacities, and necessary inter-organizational supports. As we move along this continuum, we increase our potential to accomplish together that which cannot be achieved alone. And, importan

Leaders have a fundamental choice to make when building and launching big organizational initiatives.   They can take the directive approach, providing top-down guidance on everything from vision, function, structure, and implementation. While the directive approach can get you out of the gate quickly, you’ll run into some predictable walls in short order: Others will feel confused about what you’re doing and why, causing resistance. They’ll feel shut out from the process, as

Philanthropists often dream of fostering greater collaboration among the organizations they support. Why? Because they know collaboration can be a force multiplier for creating durable change on the big issues they care about. But there’s a problem—just because we may want people to collaborate doesn’t mean they’ll be well-equipped or motivated to do so. The truth is, effective collaboration requires capacity: leaders need the skills, organizations need the structures, and ne