As the world becomes increasingly complex and interconnected, the traditional approach of working in silos is no longer sufficient. To address the pressing challenges and seize the opportunities of our time, we must move towards boundary-spanning, multi-sectoral, and trans-disciplinary working. Partnerships (collaborations, networks etc.) will be at the heart of this approach.
But what does this mean in practice? Working across boundaries involves bringing together diverse perspectives, resources, and expertise from different sectors and disciplines to tackle complex issues. This could mean partnering with organizations from different industries, engaging with community groups, different levels of government, or even collaborating with researchers from different fields.
Boundary-spanning is the ability to tackle complex problems and opportunities in a more comprehensive and effective way. By bringing together a range of perspectives and approaches, we can gain a more holistic understanding of the problem at hand and develop more innovative and effective solutions. This is particularly important in addressing issues such as climate change, economic inequality, and social injustice, which require a multi-faceted response.
Boundary-spanning provides the opportunity to create more inclusive and collaborative approaches. Traditional models of problem-solving, such as top-down, hierarchical approaches, often exclude the voices and perspectives of those most affected by the issue. By working across boundaries, we can bring in a wider range of stakeholders and create more equitable and sustainable outcomes.
The future will require more collaboration if we are to solve our pressing challenges and create opportunities that are too big to go alone. Partnerships will be critical to creating a prosperous, just, and sustainable future. Whether you are a business leader, non-profit professional, government official, or academic researcher, now is the time to start thinking about how you can work across boundaries engage more diverse voices and create deep and meaningful partnerships that drive positive change.
But working across boundaries is not without its challenges. It can be difficult to navigate different cultures, expectations, and power dynamics, and it requires a high level of trust and transparency. It can also be more time-consuming and resource-intensive than working within traditional silos. Partnership can be 1 + 1 = 5x the value, but as a leading partnership expert, Mary Pickering of The Atmospheric Fund often reminds partners, they are also 5x the work!
So, how much do you know about working across boundaries? Have you had experience partnering with organizations from different sectors or disciplines? What were the challenges and benefits of this experience?
Partnership cannot be managed in the same way you might manage your organization’s work They requires a new way of working that goes beyond just discussing the idea of partnership. A shift in mindset, skillset, leadership and approaches are essential for success. What does this look like?
To begin with, partnerships require a collaborative mindset that focuses on co-creation, equity, integrating work together, breaking down silos, co-leadership, and a collective will that trumps our traditional competitive "us versus them" attitude. This means that partners must be willing to work together to co-create solutions and shared outcomes, rather than just trying to advance their own interests. It also means recognizing and addressing power imbalances, ensuring that all partners have a voice and are treated equally, and breaking down the silos that can hinder collaboration.
Partnerships also require new collaborative skillsets that are driven by curiosity, compassion, and courage. Curiosity is about being open to new ideas and asking more questions, rather than just you have all the answers. It means being willing to listen and learn from others and taking a generative approach in advancing your work together. Compassion requires having empathy for yourself and others, recognizing that everyone is working hard and adapting to this new way of working. It also means being able to navigate difficult conversations and conflicts with kindness and understanding. Finally, courage means being willing to take risks, try new things, and challenge the status quo in pursuit of better outcomes.
Partnerships also require a new form of collaborative leadership that includes active listening, creating synergies, focusing on innovation, ensuring psychological safety, influencing culture, and building positive, productive relationships. This means being able to listen actively to the needs and concerns of all partners and working together to create synergies that leverage the strengths of each partner. It also means focusing on innovation and looking for creative solutions to challenges, rather than just relying on traditional approaches. Ensuring psychological safety creates an environment where partners feel comfortable sharing their thoughts and ideas, without fear of retribution or ridicule. Influencing culture means being able to shape the behaviours and attitudes of partners in a positive way, and building positive, productive relationships means developing trust, transparency, and mutual respect.
Finally, partnerships require new collaborative approaches and frameworks to help guide the partnering process. One example is the partnership cycle, which involves four key stages: planning, implementation, evaluation and learning and working to sustain outcomes. This cycle helps partners to set clear goals and objectives, align their work, and continually assess and learn from their efforts. Another example is the project cycle, which involves identifying a problem, developing a solution, implementing the solution, and evaluating the results. By paying attention to both the partners and the partnering process, partners can ensure that they are working effectively and efficiently towards shared goals.
Spanning boundaries is a critical 21st century skill. Partnerships and collaborations must replace the traditional siloed approaches to working. To make this shift will require a new way of working that involves a collaborative mindset, skillset, leadership and approach. They will be critical to building deep and meaningful partnerships that drive positive change.