Module Three: The Collaborative Imperative
Learning Objectives
At the conclusion of your participation in Module 3, you should be able to:
- Apply Appreciative Inquiry (AI) practices to engaging people in strategy and change.
- Understand the difference between strength-based and problem-based approaches to collaboration.
- Describe the impacts of collaborative practice on government business.
- Facilitate ‘fit for purpose’ service collaborations.
- Co-ordinate opportunities for social innovation.
Welcome to Module 3 – The Collaborative Imperative – Working together in cross-sectoral, cross-cultural and multidisciplinary environments.
Managers are increasingly being asked to develop and implement approaches to strengthening cross-sector collaborations as an integral part of government enabling rather than delivering services. Australian governments use a range of terms to encapsulate the emphasis on community, including community building, community strengthening, community renewal, community partnerships and healthy and sustainable communities.
The collaborative imperative raises questions about whether we are moving towards a new era of public policy in Australia as governments seek new collaborative ways to do business.
As discussed in the previous module, building social capital and network management requires government to engage collaboratively with diverse communities. Participative and strength-based approaches will enable stronger communities and will have implications for the way in which government does business in the community. Appreciative Inquiry (AI) is a high impact low cost strength-based approach to engaging with citizens, communities and cross sector bodies in pursuit of sustainable service outcomes.
In this module, we will explore collaborative approaches utilizing Appreciative Inquiry practices and skills for managing outwards. We will investigate the impact of collaborative approaches on government priorities including changes to core business, whole of government approaches, e-government and innovation.
Whilst the imperative to collaborate between government agencies and across sectoral divides is driven by political, economic, social and environmental demands for ‘public value’ and enabled by cloud technologies, there are risks and benefits in collaboration. The following reference explores the idea of a new era in public policy and the dynamic tensions associated with collaborative efforts within, across and external to government.
O’Flynn & Wanna (2008)[1] outline the challenges of collaborative governance and provide a useful reference for key concepts relevant to engaging people in public service and policy development. Key chapters will form most required and recommended readings in the module.
This module focuses on ways to implement strength-based approaches, including Appreciative Inquiry, to collaborate with stakeholders. Innovative whole-of-government approaches to managing service delivery are considered including integrated service delivery, place management, program linkages, case management, inter-departmental committees.
Strength-based approaches reflect soft systems and relational approaches to change. The assumption is that people’s lives (and organisations) are socially constructed. There are multiple realities and we choose how we see the world around us i.e. as a problem to be solved or a mystery to be understood.
Whilst multiple strength-based approaches to change exist, (reflect on your learning in GSZ632 Managing Self and Others) – we are choosing to apply Appreciative Inquiry. The principles, method and practice are most effective when three conditions exist:
- we are in transition (moving from one, essentially hierarchical, way of working to another, essentially networked, way of working)
- there are diverse stakeholders and a diversity of views
- to succeed, we need to engage people and to build commitment in the process i.e. we need buy in.
Appreciative Inquiry may be defined as follows:
Ap-pre’ci-ate, v.
1. Valuing; the act of recognising the best in people or the world around us; affirming past and present strengths, successes and potentials; to perceive those things that give life (health, vitality, excellence) to living systems.
2. To increase in value, e.g. the economy has appreciated in value.
Synonyms: VALUING, PRIZING, ESTEEMING, and HONOURING.
1. The act of exploration and discovery.
2. To ask questions; to be open to seeing new potentials and possibilities.
Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY.
- O’Flynn, J. & Wanna, J. (2008). Collaborative Governance – A new era of public policy in Australia? ANZSOG. ANU E Press. ↵