Practical Application: A Simple Mindset Shift Exercise

One of the most powerful and practical ways to shift your mindset toward a more collaborative one is through a simple daily practice called "Collaborative Re-Framing." This technique is designed to move you from a scarcity, fixed, or negative mindset to one of abundance, growth, and positivity.

Read my blog, Fountains Vs Drain: Two Mindsets to Make or Break a Collaboration first and then try this technique:

At the end of each day, take 5-10 minutes to reflect on your interactions. Don't just think about what happened; actively re-examine them through a new lens.

1. Identify a "Drain" Moment: Think of one interaction or challenge from your day that felt like a "drain"—a moment of conflict, a project roadblock, or a time you felt frustrated.

2. Analyze the Mindset: Ask yourself: What mindset was guiding me or the team in that moment?

   • Scarcity? (Was I worried about who would get credit or resources?)

   • Fixed? (Did I think, "This is impossible," or, "I'm just not good at this?")

   • Negative? (Did I immediately focus on what was wrong instead of what could be right?)

3. Re-Frame it as a "Fountain" Moment: Now, rewrite the narrative. How could you have approached that same situation with an abundance, growth, or positive mindset?

   • Instead of scarcity: "How can we share resources to make this project stronger for everyone?"

   • Instead of fixed: "What can we learn from this setback that will help us solve the problem?"

   • Instead of negative: "What's one small step we can take to move forward, and what positive outcome might that lead to?"

By consistently re-framing your experiences, you're training your brain to seek collaborative opportunities and solutions. This isn't about ignoring problems; it's about conditioning your mind to see challenges not as threats, but as opportunities to build stronger partnerships and better outcomes.

Fountains vs. Drains: Two Mindsets To Make or Break a Collaboration

I’ve been working in collaborations for over four decades, and in that time, I’ve seen some incredible successes and some frustrating failures. The common thread that separates the two is usually never just about resources, strategy, or even raw talent. It’s often about attitude and mindset.

Think about a collaboration you’ve been a part of. What was the energy like? Was it a group of people pulling together, sharing ideas freely, and celebrating small wins? Or was it a constant battle for attention and resources, bogged down by complaints and a sense of scarcity?

This is where the idea of fountains vs. drains comes in, and it's a powerful lens through which to view any collaborative effort.

Fountains are those invaluable team members who grow the pie. They don't just focus on their piece; they look for ways to make the whole pie bigger, so everyone benefits. They lift others up, offering a word of encouragement, a helpful suggestion, or a hand with a difficult task. When a problem arises, they’re the first to offer solutions, not just point out what’s wrong. They give freely of their time and expertise, understanding that their generosity is an investment in the group's shared success. Above all, they have a positive attitude, seeing challenges as opportunities and setbacks as temporary hurdles. Fountains are people who have growth, abundance and positive mindsets.

On the other hand, drains do the opposite, they have fixed mindsets, see scarcity and live in the negative. They complain about everything—the timeline, the budget, the lack of support. They are focused on grabbing their slice, always concerned with what they can get for themselves, often at the expense of others. Their mindset is defined by "what’s in it for me?" They are constantly taking, whether it's credit for an idea or more than their fair share of resources. Their negative attitude creates a downward pull, sapping the energy and enthusiasm from the room.

A collaboration with more fountains than drains is a powerful force. It becomes a virtuous cycle where positive energy, creativity, and mutual support build on each other. When people feel safe to share ideas and know their contributions are valued, they are more engaged and innovative. The team becomes more resilient, capable of overcoming unexpected obstacles because they trust each other.

Conversely, a team with too many drains will struggle, no matter how good the initial idea or plan. Their negativity and self-interest create friction, erode trust, and stifle creativity. The collaboration becomes a zero-sum game, and everyone loses in the end.

Cultivating a Fountain Mindset

The great news is that being a fountain isn't a personality trait you're born with; it’s a mindset you can cultivate through conscious practice. It starts with a vital dose of self-awareness. When you enter a meeting or a new project, take a moment to reflect on your default behaviour. Are you the one offering solutions or just pointing out problems? Are you celebrating a partner's success or secretly viewing it as a threat to your own? Recognizing your patterns is the most crucial step.

Once you’ve identified where you tend to fall, be intentional about your actions. Practice catching yourself before you complain, and instead, re-frame that thought into a potential solution. For example, instead of thinking, "This timeline is impossible," ask, "How might we adjust our approach to meet this deadline more effectively?"

You can also start small. Practice active listening, not just waiting for your turn to speak. The simple act of truly hearing someone out builds respect and trust. Offer a genuine compliment to a colleague on their recent work. These small acts of generosity build momentum.

Think of this as building a muscle. The more you choose to act like a fountain—by offering, uplifting, and contributing—the more natural it becomes. Over time, you’ll find that a positive, collaborative mindset isn't just a strategy for success; it’s a more fulfilling way to work and live. It’s a choice that elevates not just your work, but the work of everyone around you.

So, as you go into your next collaboration, ask yourself: Am I a fountain or a drain?

Two Simple Tools to Strengthen Collaborative Leadership

Collaboration is a powerful force, but it requires intentional effort to thrive. As a leader, your role isn't just about managing tasks; it's about building an environment where trust and shared purpose can flourish. Here are two practical tools you can use right away to deepen your collaborative efforts.

1. Spark Trust with Conversation Starters

Trust isn't a switch you can flip—it's a foundation built through vulnerability and genuine connection. At the start of a partnership or during a regular check-in, try using these prompts to go beyond typical status updates:

• What brought you to this work?

• When have you felt most energized in a collaboration, and why?

• What's something people often misunderstand about your role or organization?

• What do you need from this group to do your best work?

These questions invite personal stories and insights, helping partners see each other as people, not just titles. This simple practice can significantly boost mutual understanding and connection.

2. Use a Self-Check to Lead Intentionally

Leading in a collaboration requires constant self-awareness. Use this quick self-reflection tool to assess how you're showing up and leading within the group:

• Am I listening more than I'm speaking?

• Have I invited others to lead or shape decisions?

• Am I aware of the power I hold and how I use it?

• Do I make space for discomfort and differing opinions?

• Have I built relationships beyond formal meetings?

This self-check isn't about judgment. It's a tool for staying intentional and ensuring you're fostering an environment where everyone can contribute and lead. Consider revisiting these questions quarterly to stay on track.

What Makes Leadership in Collaboration Different—And Why It Matters

Leadership is often associated with hierarchy—clear lines of authority, defined roles, and measurable outcomes. But in collaborations, especially those that cross organizational, sectoral, or cultural boundaries, leadership is a very different practice. It’s less about directing and more about connecting. In these spaces, leadership is not held by one person at the top. Instead, it is shared, fluid, and deeply relational.

At its core, leadership in collaboration is about creating the conditions where people and organizations with different goals, values, and ways of working can come together to pursue something they cannot achieve alone. It’s the art of weaving diverse threads into a common fabric—strong enough to hold differences, flexible enough to evolve.

This kind of leadership differs from traditional organizational leadership in several key ways. First, it often lacks formal authority. Collaborative leaders can’t simply mandate outcomes. Instead, they must lead by influence, trust, and credibility. They spend more time listening than talking. They build alignment through dialogue, not directives. Success comes not from control, but from enabling others to step forward and lead from where they are.

Second, collaborative leadership requires a different mindset. In a single organization, the focus is often on efficiency, performance, and internal priorities. In a collaboration, leaders must think systemically. They need to see beyond their own walls, understand the perspectives of others, and hold space for complexity. There is rarely a clear path, and solutions emerge through experimentation and co-creation.

Because of this, effective collaborative leaders are often bridge-builders. They know how to translate between sectors, resolve tensions, and foster psychological safety so people feel comfortable sharing openly—even when it’s messy or uncomfortable. They invest in relationships as much as in results. They understand that trust is not a soft skill; it’s a strategic asset.

When done well, leadership in collaboration makes a powerful difference. It helps groups move past surface coordination into true partnership. It enables difficult conversations that would otherwise be avoided. It unlocks innovation by drawing on diverse perspectives. And most importantly, it sustains momentum over time—especially when the work is slow, ambiguous, or under pressure.

We often hear that collaboration is hard. It is. But too often, we treat it as a structural problem—a matter of governance, funding, or roles—when at its heart, it’s a leadership challenge. Who steps up? Who brings people together? Who holds the shared vision when things get tough?

That’s why we need to reframe leadership not as a title, but as a set of actions anyone can take to move a group forward. In collaboration, leadership is not about being in charge—it’s about being in service to the shared purpose.

In a world of complex challenges—climate change, social inequities, economic disruption—collaborative leadership is no longer optional. It’s essential. And it starts with those willing to lead across differences, in the spaces between organizations, for the good of the whole.

Navigating Partnership Challenges: Introducing the Cynefin Framework

Partnerships, while incredibly powerful vehicles for shared success, are rarely without their bumps in the road. Challenges are not just common; they are an inherent and expected part of any collaborative journey.  This is a result of the convergence of different organizations, cultures, and objectives. The true measure of a successful partnership isn't the absence of problems, but rather how effectively those challenges are identified, understood, and addressed.

This brief blog will introduce you to the Cynefin Framework.  To truly unlock its power and usefulness in cultivating stronger partnerships, join our Fall 2025 Partnership Brokers Training course.   You'll gain deeper understanding and practical experience applying this vital model to your partnership challenges.  To learn more and register: https://jsdaw.com/training

The Cynefin Framework: A Smarter Way to Navigate Partnership Challenges

Most of us are familiar with traditional problem-solving: define the issue, analyze its root causes, plan a solution, implement, and review. This linear, step-by-step approach works beautifully for routine, well-defined problems where cause and effect are clear and predictable—think of it like following a recipe.

However, partnerships are rarely that straightforward. You’re dealing with multiple organizations, different cultures, varying objectives, and external factors that constantly shift. Trying to apply a rigid, "best practices" mindset to every partnership challenge is like using a hammer when you need a wrench—it simply doesn't fit.

This is where the Cynefin Framework, a sense-making model developed by Dave Snowden, offers a powerful, nuanced, and highly effective approach. It moves beyond the one-size-fits-all mentality by categorizing challenges into five distinct domains, each demanding a different response.

What are Cynefin's Five Domains?

At its core, Cynefin (pronounced "ku-NEV-in," a Welsh word for habitat or place of multiple belongings) distinguishes between five domains of challenges in a system:

• Clear (Obvious): These are challenges with clear cause-and-effect, where best practices are evident, and solutions are straightforward. Think of routine, well-defined tasks within a partnership. Sense, categorize, and respond.

• Complicated: Here cause-and-effect relationships exist but aren’t immediately obvious. Expertise is required to analyze the situation, diagnose the problem, and apply good practices. Sense, analyze, and respond.

• Complex: This is where the framework truly shines to help address complex challenges. In complex systems, cause-and-effect relationships can only be perceived in retrospect. There are no "right" answers, only emergent patterns. This domain is characterized by unpredictability and the need for experimentation. Probe, sense, and respond.

• Chaotic: This domain describes situations of extreme turbulence and unpredictability, where cause-and-effect relationships are unclear and constantly shifting. Immediate action is needed to establish order, followed by sensing for emergent patterns. Act, sense, and respond.

• Confsuion: This is the state of not knowing which domain you're in. Without a clear understanding of the situation, an inappropriate response is likely.

Why Apply Cynefin to Partnership Work?

Implementing the Cynefin Framework in your partnership work involves a shift in mindset and a practical application of its principles. It can help:

• Improve Decision-Making: By accurately identifying the challenge domain partners can adopt the most appropriate decision-making approach.

• Enhance Communication and Understanding: The framework provides a shared language for discussing challenges.

• Build Greater Adaptability and Resilience: Partnerships are better equipped to adapt to unforeseen circumstances.

• Optimize Resource Allocation: Understanding the nature of a problem allows for more effective allocation of resources.

• Proactively Manage Risk: Partners can proactively identify potential areas of complexity or chaos to build resilience into their collaborative structures.

Moving Beyond "One Size Fits All"

By intentionally applying the Cynefin Framework, partners can move beyond simplistic views of their collaborations. They can build more robust, adaptable, and ultimately more successful partnerships, navigating the inherent uncertainties of collaboration with greater clarity and confidence.

In our next blog we’ll look about how partners might integrate the Cynefin Framework to approach their toughest challenges.  Want to gain practical experience applying this vital model to your partnership challenges?  Join our Fall 2025 partnerships training to learn more and how to apply to your partnership work.  Explore and register: https://jsdaw.com/training

Navigating Brave Spaces with Wisdom: Socrate's Three Gates

In a recent blog, we explored the immense value that embracing "brave spaces" can bring to partnerships. What does this mean? Simply put, a brave space is an environment where individuals feel encouraged to step outside their comfort zones, share potentially vulnerable perspectives, and engage in dialogue about challenging or sensitive topics in the partnership. It's about fostering a culture of mutual respect and a willingness to lean into discomfort for the sake of growth and deeper understanding.

However, the power of a brave space lies not just in its creation, but in how effectively we navigate it. Sharing thoughts and feelings, especially when they are dissenting or challenging, requires careful consideration. This is where the wisdom of the ancient Greek philosopher Socrates and his "Three Gates" concept offers a remarkably simple yet profound framework for making our contributions within a brave space truly impactful.

Imagine your words having to pass through three metaphorical gates before they are spoken. Socrates proposed these three crucial questions to ask ourselves:

The Gate of Truth: Is what I am about to say true? Have I verified the facts? Am I speaking from a place of honesty and accuracy, or am I relying on hearsay, assumptions, or my own biases?

The Gate of Goodness: Is what I am about to say good? Will it contribute positively to the conversation? Is my intention to build understanding, offer constructive feedback, or move the partnership forward? Or is it rooted in negativity, criticism, or a desire to be "right" at the expense of others?

The Gate of Usefulness: Is what I am about to say useful? Will it be relevant to the discussion at hand? Will it offer a new perspective, a helpful suggestion, or a valuable insight? Or is it simply adding noise, rehashing old ground, or distracting from the core issues?

Rumi, a Persian poet quoting Socrates

Why is this simple three-gate approach so vital in a brave space? Because it encourages mindful communication. By pausing to consider our words through these three filters, we are more likely to share thoughts that are grounded in reality, contribute to a positive environment, and offer genuine value to the partnership. This isn't about self-censorship in a way that stifles important dialogue. Rather, it's about cultivating intentionality in our communication, ensuring that our contributions are thoughtful and constructive, even when addressing difficult subjects.

The beauty of the Three Gates is its accessibility. It doesn't require complex frameworks or lengthy training. It's a readily available mental checklist we can employ in the moment, fostering a culture of considerate communication within the brave space.

Ultimately, the goal of engaging in brave space conversations in a partnership is to foster growth and strengthen the partnership. We want to leave meetings having addressed important issues, not with lingering resentment, blame, or unresolved conflict. By consciously applying the reflective lens of Socrates Three Gates, we increase the likelihood of our contributions being received constructively by the partners. We can raise challenging topics with greater clarity and less emotional charge, fostering a space where reflection and understanding can flourish. This approach allows us to harness the power of brave spaces to drive meaningful progress, deepen the partnership, and leave the conversation with a sense of having navigated difficult terrain thoughtfully and productively. Read Navigating the Partnership Frontier: From Space Spaces to Brave Spaces.

Ready to take your partnership work to the next level? Unlock the power of effective collaboration. Join the highly acclaimed Partnership Brokers Training course and gain the skills to forge stronger, more impactful alliances. Invest in your partnership success – sign up today!

Unlocking Public Private Partnerships (PPP): Stories from the Front Line

Public-Private Partnerships (PPPs) are often touted as powerful engines for socio-economic progress, holding the promise of innovative solutions and shared prosperity for communities. Yet, the path from aspiration to tangible impact is rarely smooth. All too often, the lofty expectations surrounding PPPs encounter the complexities of real-world implementation, falling short of their envisioned potential.

So, what bridges this gap between promise and reality? The answer lies in the dedication and expertise of individuals working tirelessly on the front lines of these partnerships. These are the unsung heroes who understand that true transformation hinges on a meticulous and thoughtful approach to the partnership process itself.

Think of them as trail guides in a complex landscape. They possess the foresight to ask the crucial questions that keep the project on track. They offer unwavering support to navigate challenges and ensure effective collaboration. They are skilled communicators, translating complex information into clear and understandable terms for all stakeholders. Crucially, they foster a culture of accountability, providing both the encouragement and the necessary challenge to keep everyone focused on the shared goals.

"Stories from the Front Lines" aims to shine a light on these pivotal individuals. Through their experiences, we'll explore the practical strategies, the critical insights, and the unwavering commitment that transform PPP ideals into tangible benefits for people and communities. Join us as we delve into these real-world narratives and uncover the human element that truly drives successful and impactful Public-Private Partnerships. Read the report!

Beyond Win-Win: Unlocking the True Collaborative Advantage

For over four decades, I've been immersed in the dynamic world of partnerships, and I am witnessing a fascinating transformation. Initially, organizations often navigated these collaborations with a singular focus: maximizing their own benefits. This 'established approach,' frequently rooted in self-interest, inevitably bred power imbalances and left significant, untapped value on the table. The advent of the 'interest-based approach' marked a crucial step forward, emphasizing win-win scenarios by incorporating the needs and goals of all parties involved.

However, the most compelling shift I've observed is the emergence of the 'value-maximization approach.' This paradigm, identified in a report by The Partnering Initiative, transcends mere mutual benefit; it's about the deliberate, strategic creation of exponentially greater, new value for every partner. It's about taking collaborations to the next level. Let's delve into this evolution, exploring how we've moved from self-serving strategies to the collaborative pursuit of new value, innovation and shared success.

The Established Approach: Limitations of Singular Value Focus

Traditionally, partnership structures have often been skewed, with the initiating or dominant organization's objectives taking precedence. The core aim, whether consciously or not, was to focus on maximizing their benefit. This self-centered approach, unfortunately, fostered a win-lose environment, leading to power imbalances and one-sided relationships. While such partnerships might yield some positive results, they inherently constrain the potential for genuine collaboration. The consequence? A significant loss of synergistic growth opportunities, leaving a wealth of untapped value unexplored. This narrow focus prevented the realization of truly transformative partnerships, where the combined efforts of all involved could generate far greater outcomes.

The Interest-Based Approach: A Step Towards Collaboration:

The interest-based approach marked a significant improvement. It shifts the focus from purely self-serving goals to ensuring all parties gain sufficient value. By prioritizing open conversation and inquiry, it aims to understand and address the interests of each partner, fostering a win-win scenario. This approach strengthens relationships and creates a more positive impact, but it still operates within the confines of pre-existing interests.

The Value-Maximization Approach: Unleashing Collaborative Advantage:

The value-maximization approach transcends the limitations of its predecessors. It's not just about meeting existing needs; it's about collaboratively identifying and creating new value. The goal is to achieve maximum wins for all parties involved, leading to maximum impact. This approach focuses on the "collaborative advantage"—the unique value generated when partners combine their strengths and resources.

This requires a fundamental shift in style. Instead of self-serving actions or simple conversation, the value-maximization approach emphasizes brainstorming and co-creation. Partners work together to explore uncharted territories, identify untapped opportunities, and develop innovative solutions. By widening the scope of partner interests and focusing on collective impact, this approach fosters synergistic and empowering relationships.

Key Differences and Benefits:

• Goal: Moving from individual benefit to co-created greater and synergistic value.

• Focus: Shifting from self-interest to collaborative advantage.

• Style: Evolving from self-serving actions to co-creation.

• Outcome: Transitioning from untapped potential to exponential progress.

• Relationship: Transforming from power dynamics to empowering synergies.

The value-maximization approach is not just a theoretical concept; it's a practical framework for building partnerships that create lasting, transformative value. By embracing this approach, organizations can unlock unprecedented levels of collaboration, innovation, and impact, ultimately achieving far greater success than they could ever achieve alone. It is no longer enough to simply win, but to ensure that all partners, and the communities they serve, experience the greatest possible gains.

Navigating the Collaboration Frontier: From Safe Spaces to Brave Spaces

In the realm of partnerships, whether in business, government or community initiatives, the language we use to define our collaborative environments profoundly impacts our outcomes.

For years, "safe space" has been the go-to term, promising havens of security and non-judgment. The term "safe space" is often used to describe a place where people can feel comfortable and free from judgment. However, the term can also be used to describe a place where people are not challenged to grow and change. But what if the pursuit of absolute safety is, paradoxically, hindering our progress? What if, instead, we need brave spaces?

The term "brave space" was coined by Brené Brown to describe a space where people can have difficult conversations and challenge each other's ideas. Brown argues that brave spaces are essential for creating a more just and equitable world.  This isn't about discarding the need for respect and empathy. It's about recognizing that meaningful partnerships—the kind that drive innovation, solve complex problems, and foster deep connection—often require us to navigate discomfort, challenge assumptions, and engage in courageous conversations.

Why Brave Spaces in Partnerships?

To answer the "why brave spaces" consider this: in a world demanding constant evolution, can we afford to be afraid of unchallenged ideas because it might not feel safe? Would you agree that the most fruitful partnerships are built on honesty, even when it's hard?"

The truth is partnerships formed in exclusively "safe" spaces aren’t always the answer.  They can sometimes fall prey to:

• Echo chambers: Where agreement is valued over critical thinking, limiting growth and innovation.

• Surface-level interactions: Where fear of offence prevents deeper, more meaningful engagement.

• Missed opportunities: Where the avoidance of conflict leads to the neglect of crucial issues.

Brave spaces, on the other hand, acknowledge that:

• Discomfort is a catalyst: Stepping outside our comfort zones allows us to confront our biases, expand our perspectives, and discover new solutions.

• Vulnerability is strength: Sharing our authentic selves, even when it feels risky, fosters trust and deepens connection.

• Growth requires friction: Constructive conflict, when managed with respect, can lead to stronger, more resilient partnerships.

What Does a Brave Space Look Like in Practice?

So, what does this look like in the real world? Imagine you're in a business partnership discussing a new strategy. A "safe space" approach might prioritize avoiding any criticism that could hurt feelings. A "brave space" approach, however, would encourage questions like: "What if our initial assumptions are wrong?" or "What are the potential downsides we're not addressing?" Here are some key elements:

• "Could we agree to own our intentions and impacts?" This principle, crucial in brave spaces, emphasizes taking responsibility for what we say and how it affects others, fostering accountability.

• "Are you willing to challenge by choice?" This invites partners to step in and out of challenging conversations as needed, respecting individual boundaries while encouraging engagement.

• "What if we commit to controversy with civility?" This establishes a norm of respecting differing opinions, even when they clash, recognizing that disagreement doesn't have to be destructive.

How to Cultivate Brave Spaces in Your Partnerships

Building brave spaces isn't about throwing caution to the wind. It's about a deliberate, skilled approach:

1. Set the stage: At the outset, have an open conversation. "Would you be open to creating a space where we can be both honest and respectful, even when it's challenging?"

2. Establish guiding principles: Co-create norms. "Could we agree on some ground rules, such as listening actively, avoiding personal attacks, and focusing on understanding?"

3. Model vulnerability: Leaders and all partners should demonstrate a willingness to be open and honest. "Here's something I'm struggling with..." can be a powerful way to invite others to share.

4. Facilitate courageous conversations: Don't shy away from difficult topics. Use skilled considered questions: "What's the elephant in the room that we need to address?"

5. Reflect and adapt: Regularly assess how the space is working. "What could we do differently to make this an even braver space?"

By embracing brave spaces, we move beyond the limitations of comfort and unlock the full potential of our partnerships. We create environments where courage, vulnerability, and honest dialogue pave the way for truly transformative results.