Leading Collaboration - A Role for Everyone people authority can ... Leadership vs. Authority Leadership is a ... Leading Collaboration - A Role for Everyone.pptx

LEADING COLLABORATION:A ROLE FOR EVERYONE

I am reluctant to assume a leadership role for I’m not in 

Only people authority can ll k diff

pthat position.

really make a difference.

Leadership is aLeadership is a set of personal attributes, 

qualities, and skills either 

i t iti d/

Leadershipby 

Position 

intuitive and/or acquired that rouses and

Leadershipbyrouses and 

motivates others. (Northouse, 

by Influence 

2001). 

Slide Source:  National Center  for Cultural Competence, 2011  

Leadership vs. Authority

Leadership is a combination of values, 

Authority is the power invested in a role by a 

skills, and behaviors that mobilize people to action and shifts from

formally established procedure, such as an election, governanceaction and shifts from 

the status quo to a more promising and 

hopef l f t re

election, governance structure, certification, and organizational 

hierarchhopeful future. hierarchy.

Kagen, Ellen, Georgetown University, 2010

Technical vs. Adaptive Work

TECHNICAL WORK  ADAPTIVE WORK

Perspectives are aligned

Definition of the problem is clear

Legitimate, yet competing, perspectives emerge

Solution and implementation of    the problem is clear

Definition of the problem is unclear

l d l Primary locus of responsibility for 

organizing the work is the leader

Solution and implementation is unclear and requires learning

Primary locus of responsibility Primary locus of responsibility   is not the leader

S f ( ) C fSource: Heifetz, Ron (1994). Leadership without Easy Answers. Cambridge, MA: Belknap Press of Harvard University .

The Collective IntelligenceThe Collective Intelligence

“It is in the collective intelligence of people at all levels, who need to use one another as resources often across boundaries and learnresources, often across boundaries and learn their way to solutions.”

Adapted from: R. Heifetz and D. Laurie: The Work of Leadership. Harvard Business Review, 1998.p p ,

Role of Leadership inCollaborative Work

Create a context for learning and support so that “the changes” that need to be made, can be understood absorbed and ultimatelybe understood, absorbed and ultimately acted upon by all.

Ellen Kagen, Georgetown University, 2010

COLLABORATIVE LEADERSHIP

Stages of Collaboration:Stages of Collaboration:

CoexistenceCoexistence

Communication

Cooperation

Coordination

CoalitionCoalition

True collaboration

Importance of Collaboration 

Collaboration is a prerequisite to the sustainability of interagency programssustainability of interagency programs

(Perkins, 2002)

Barriers to Collaboration

Phil hi lStakeholder Philosophical barriers

Stakeholder resistance  barriers

Structural barriers

Language and communication 

barriers

Collaboration Domains • Aligning State / Local Vision• Shift from “Doing For to Doing With”• Shift from  Doing For to Doing With

• Shift from Family Driven to Young Adult D iDriven

• Interface between Child and Adult Mental Health Systems

• Interface between Consumer Groups

• Young Adult / Adult Partnerships• Young Adult Smooth Connection to Adult• Young Adult Smooth Connection to Adult Service and Supports

Possible Strategies for Addressing Philosophical Barriers

• Acknowledge legitimate perspectives

• Ensure that the goals and concerns of all stakeholders are heard

• Use “boundary spanners” to facilitate linkagesy p g

Possible Strategies for Addressing 

• “Institutionalize” collaborative practices by

Structural Barriers• Institutionalize  collaborative practices by developing written policies and procedures

l• Initiate joint planning • Use an independent consultant to facilitate pstrategic planning

• Adopt common screening toolsAdopt common screening tools

• Adopt common release of information forms dand processes

Possible Strategies for Addressing 

R i d d j h

Communication Barriers

• Recognize and reduce jargon whenever possible

• Provide cross‐training to stakeholders

• Develop formal communication pathways

• Establish information sharing agreements

Possible Strategies to Address Stakeholder Resistance

• Ongoing involvement of stakeholders at all

Stakeholder Resistance

Ongoing involvement of stakeholders at all levels 

P id t i i t t k h ld• Provide training to stakeholders on any new expectations and their roles and 

ibilitiresponsibilities

• Regularly share results with stakeholders• Co‐training • Celebrate often even minor successes• Celebrate often‐‐‐even minor successes 

I am ready to assume a leadership role because my 

I am ready to use both authority and leadership to

experience allows me to be a leader!

authority and leadership to create change.