|Training for Elected Leadership - The Councillor as Enabler (HABITAT, 1994, 18 p.)|
|Part I - Essay on the councillor as enabler|
Collabouration is the act of joining others to accomplish mutually beneficial goals and objectives. Or, to use a more academic definition, "a process of joint decision-making among key stakeholders of a problem domain about the future of that domain." Often collabouration involves cross-sectoral interaction, such as public private shelter-agriculture, or nonprofit-profit linkages. Two components are needed to assure success in such cross-cutting collabourative efforts:
1. An interest or stake in solving the problem (what's in it for each party to collabourate?); and,
2. The degree of interdependence the stakeholders perceive they have with other stakeholders in dealing with the problem.
Collabouration often involves unlikely parties, who see different aspects of a problem, exploring their differences and coming up with solutions that go beyond their individual limited vision of what is possible. There are several factors that motivate those who decide to collabourate:
· Mutually beneficial results
There are some situations where collabouration is unwise. These situations as exist when:
· There is a wide gap in values, attitudes, and beliefs among those who would collabourate;
· There are substantial power differences between the collabourators;
· The issues are too threatening;
· A legitimate convener can't be found to bring the parties together; and
· It is determined that the costs involved in maintaining the collabourative efforts will be too high.