; Community_Collaboration
Learning Center
Plans & pricing Sign in
Sign Out
Your Federal Quarterly Tax Payments are due April 15th Get Help Now >>



  • pg 1
									            Community Collaborations / IRIS
                                December 1-2, 1999
                    Otter Creek Park — Meade County, Kentucky

State Council Attendees: Julie Padgett, State IRIS Director; Michael Winer, consultant / trainer;
Beverly Phillips, DMHS; Ronnie (Rhonda) Dunn, CFC; T.J. Delahanty, CFC, Cissy Cawood,
FACs/CFC; Carla Kirby; Carla Mahan, DJJ; Beth Armstrong, DJJ; John Sammons; Earl Trevor,
KDE; Sandy Connor, Medicaid; Kurt Walker, HS Collaboration Director.

IRIS Projects Represented: Casey County, Hardin County, Owensboro-Daviess County —
Not present: Lawrence County

After a welcome and introductions by Julie Padgett…

Beverly Phillips:      This is the fifth year of IRIS. IRIS is “not a program, but a process.”
                       Look at structures in place — see how we can move forward. Governor‟s
                       focus: early childhood. “Interconnectedness” of not developing children
                       and many social ills must be understood. IRIS focuses on children from
                       birth through age 8. Look at their environment; make profound changes.

                       Office of Early Childhood emphasis: Start combining (merging) local
                       councils. Use the Search Institute‟s 40 Developmental Assets! Think
                       about primary prevention and “interconnectedness.”

                       For example, in Casey County the local newspaper allows/provides twice-
                       a-month free early childhood publicity.

                       Today, we will begin to see how we can take the next step forward. Next
                       week, a conference call with Washington, D.C., and the five (5)
                       participating IRIS states will discuss an “extension,” but the key is
                       developing local support for continuing the local initiatives/process. Our
                       issue today is, How do we make this “bridge”…the next step? Michael
                       Winer will help show us the way.

Micahel Winer:         First some background: I have 25 years consulting with non-profits. I was
                       formerly with the Wilder Foundation in St. Paul, Minnesota. I‟ve spent he
                       last 10 years consulting on collaboration! “This is all about process…”
                       Collaboration is not about “sharing everything 50-50!” Collaboration is
                       not just going your own way and taking care of self (alone) in the process!

                                      So, what are your expectations for the next two days?
               “How we get there from here is an uncertain but unavoidable task.”
                                                                                —Joel Fodem

Here‟s how I define Collaboration:               Collaboration is a costly, time-consuming, frustrating

         It requires hard work! There are other terms such as Partnership. Alliance. Consortium, et.al.; yes, there are
         many words for collaboration. Why do we do/attempt it — especially in view of the fact we are often
         frustrated (prevented) by our “silo” funding streams?

Collaboration is a means by which we…

Build Resources:           “The extradinory must become the ordinary!”

                           “The resources are there … when we can tap people‟s passion.”

                           The “framework” is this: Results are always central!
                                  ROI — Return on Investment is a crucial product.

“Burnout comes     [ What you are about! ]                          ROI         (results)           pale
 from lack of                                                                                       green
 success and lack                                                                                   sheet
 of recognition”  Results Statement *                                   “View collaboration as a business…” Think investment”
                           (The results; change; timeline;
                               improvement expected.                         (Sustained investment equals benefit)
                               [ Note: No jargon, no “actions” ]
                                 This is…                                       * Minimizes turf issues…via a shared picture
                           Your outcome picture!

In Owensboro, the IRIS
Council and Family
Connections board are                            Dreams, Missions, Markets
blended into one!                                                               Your desired “end-point”; overall desired results.
This complicates
IRIS Mission/Role                                                               (MUST be able to state it in a “sound bite”!)

Committees are about “doing”                                                    Abundance is all about the Investment of,
“Outcomes” are about “making                                                    not the withdrawal of resources
 a difference”                         (Note:                                   And we’re talking continuous investment
                                       Dotted arrows
                                        are mine!             OUTPUTS #
                                          —RLL )

                                                                                          # Outputs are “Strategies”!

                                         INPUTS                                   OUTCOMES
Separate what happens                                                                                     People can work together
From what we are                                                                                          in specific outcome areas
Doing! It‟s the                                     Growth and Performance                                without actually working
results that                                          (Measured through Evaluation)                       “together.” It accommodates
matter                                                                                                    people‟s “niche” interests.

The mistake is in                                                                              “It‟s not the „stuff‟ that you do,
trying to get people                                                                            but what will be different!”

With outcomes,
the optimal approach is
getting people to work
separately to achieve overall results!

Key Learnings—
     Results Statement—needs to be
            on everything that you produce
     Strategic Map—in front of everyone

                              Passion                         Tools/Techniques                            Power and Politic

Forces at Work:

                         Social, Economic, Political, Environmental, and Technological

The challenge in collaboration is: Realizing all people are facing this same “forces at work barrage.”
So, stop what you‟re doing and recognize what the other person(s) is/are facing.

1. “We confuse information with inspiration.”       —Michael Winer
     Key Learning—
             First understand the forces affecting each person.
             Differentiation comes before interaction!
                                 First, be a listener. Get others to talk.
             Remember the “Day 29” rule.
                              (It‟s based on the premise that if you double each day the volume of water lilies growing
                                in a pond and it will be full on the 30th day, it will be only half-full on the 29th day.)

2. Consider the Rate of Change. (Example, again, the doubling rate of lilies in a pond.)
             The „work‟ doesn‟t really get “done” until considerable time has passed.
                          The message/meaning: Good collaborations take time!

          Work on instilling Passion… Using a different style of meeting minutes can help you do this.
          Say in the Minutes: 1. Who came (attended).
                                         2.   What happened (decisions made). Initially, list “process” things
                                                                             Later on, list “organizational” things
                                         3.   Who implements that decision—and with what authority…
                                                 and what accountability.
                                4.      What progress are (those) people making toward those decisions made.
                                                      DO THIS IN ALL SUBSEQUENT MEETINGS.

     If you use a computer, you can then sort each of those four areas out by its own file
     and keep a “running record” of the four areas.

                                        “The minutes build us a record of success”

There are differing Levels of Participation: 1. Coordination
                                             2. Cooperation
                                             3. Collaboration

                 Ask: “Where are we going to get the best level of participation from _(whom)_ to
                       move this forward?”

Levels of Collaboration:                                                 Core Initiators—“Champions!”

                                                                         Collaborators—People who are committed
                                                                         to the Initiative. These first two Levels are:
                                                                                   “The Collaboration Table”

                                                                         Coordinators—These will “cooperate,” but
                                                                         won‟t serve at your table

                                                                         Cooperators—These: helpful, supportive
                                                                         but won‟t join you. (Still, they are
                                                                         participative in some aspects)
                                                                                  “Special interest groups?”

                                             ALL of this (all 4 “circles” of support), we must/should call:
                                                    “THE COLLABORATION”
                                            (People will choose their right level of involement.)

   Various people will turn out where they can (or care to) help, but they won‟t sit at the Collaboration Table!

Key Learning:
       “The role of change is the same for positive and negative forces.”

        Cooperation                  Coordination              Collaboration
                         About “Resources” — Time is the first one. Money is only one.

         Key Learning:
             The first reaction is resistance

              Objects of value are not equal
                  Everybody must contribute something. It must be equitable if not equal.

3.   Collaboration is not a “fair” process. At the same time, it is the only process that can produce real
     community change.

So, what you‟re about is moving from “Revenue” concerns


                                               Risk and Reward               (and to greater rewards)

         Collaboration works like stock/mutual funds‟ ups and downs, but over time it will produce an upward trend.

         What one thing do you need to risk to move things forward? Engagement, influence?

         “Leadership springs up at the intersection of personal passions and public problems.”
                                                                                                         —Barbara Crosby

         What are you personally passionate about regarding IRIS?
                                      Focus on prevention? Something else?

                  “Energize folks with the energy of „Wow‟!

         About “priority lists”…
                Instead of traditional “vertical” priority lists—the top 1-2-3, etc.,
                        go for “horizontal” priority lists… How do we do that?

                              “Capture people‟s passion and “Bless them,” sending them
                               forth in the areas they’re passionate about! Then,
                               „people get to run with their passion‟.”

                  “Being a man or a woman is a matter of birth. Making a difference is a
                   matter of choice.”                                —Patricia Russell McCloud

Key Learning—
       Involve people in different ways—have the right people in the right place at the right
          time doing the right thing.
          Capture folks involvement with their passion at the right level.


         Collaboration is an unnatural act performed by partially consenting adults usually with the
         lights on and often around a table.
                                                             —Another definition of collaboration

Power— Some tools and techniques to bring people together …
                                                                      “The Kitchen Cabinet”*
                                                                        (coordinating committee)

Picture this
with the earlier                                                                                   Each may have
“Collaboration, Cooperation,                                                                       their own fiscal
Coordination” circles                                                                              and their agency
around this model                                                                                  “Collaboration
                                                                                                    Map,” etc.

                                             TABLE MODEL                    WHEEL MODEL

Wheel Model:                                                 *Does not “approve,” “control,” but
Multiple initiatives                                                  does coordinate Team‟s action
Under one umbrella.                                                   under the larger community “umbrella”
Allows autonomy and cohesion.                                Not a funding agent; money is “divided”
                                                                      before the money is applied for/raised.
“A wonderful balance of „we‟ and „they‟ .”

Key Characteristics of Effective Collaborations:
             Mutual respect, understanding trust
             Appropriate cross-section of members
             Open and frequent communication
             Sufficient funds
             Skilled converter
             Members share in process and outcome
             Multiple levels of decision making

         Above are the “top” 7 (by the number of responses). The remaining 12 are on the yellow sheet, “19 factors
         Influencing Successful Collaborations.” The top 7 are mostly about relationships. But there must be a
         balance between relationship-building and actually getting the work done. However small, show that
         something‟s happening…while you‟re building relationships.

Your Destination…
      Common interests looking for common solutions to common problems.
              Com = with             mon = same as “mun” in ammunition.
      Thus, the idea and need is to fortify and strengthen each other.
The Destination…
      1) Community Benefits, and
      2) Separate self-interests…

            “God protect me from self-interest masquerading as moral principal.”
                                                                                                        —Mark Twain
It‟s when we don‟t get our needs met that we run into trouble!

The Prime Mover…
                              “Self interest is the prime mover of people”
                                                                                    —Saul Alinsky
Self-interest is neither “good” nor “bad.”
                   Self-interest is not to be denied; it is only to be acknowledged.

Some Techniques (in dealing with self-interest)…
  1) Get a neutral third party
             The issue is: What are we going to do to honor it, not squelch it?

                    This deals with “turf” issues—which are all always about self-interest

   2) Brainstorm — List a number of “hidden agendas experienced elsewhere.” Then say, “If
      these come up in our group, what are we going to do to honor them?”

            These technique allow us to deal with peoples self-interest, but not so directly and actively.

Travelers (Us on this journey) are…

        Needed — Understand, be aware of variety and (as well as) complexity.
       “Peculiar” — The word comes from those who owned cattle…when most did not.

We are non-rational creatures…. It‟s not that we‟re irrational, but we make decisions on a
variety of bases that are not logical per se.

There are Four Areas of “Peculiarities”…

       1. Customs:       How do you manage people‟s “customs?”
                                   When do you neet? Where? Food?
                                   Who brings it?

       2.   Languages:             We all have jargon—not shared by all participants. Have a rule named
                                   “Jargon Alert.” Raise a hand when any term used is not known…by anyone.
                                   Even “symbolic language”—that separates—for example, black robes for
                                   judges, white coats for doctors, pagers and cell phones for “professionals.”

                                   In the name of collaboration, have a ground rule: No pagers/cell phones unless
                                   you‟re “on call” and it‟s “life or death.”
        3. Preferences:       Begetting people — Folks who love “new beginnings” barnstormers; its enough
                              already; when do .
                              Becoming people —we begin…and become
                              Being people — Folks who love written agendas/work plans. Folks who
                              familiarize things…production.
                              Bequeathing people — Folks who are story tellers. They pass on what the
                              collaboration is about, they pass on “the mantle” of the thing we‟re all about.

                              All four roles are needed in the collaboration, but in the above order. And the
                              truth is, it‟s not only all four of these in the set order, but also in circular order.
                              We must learn “patient” (to suffer) while we‟re in a stage where we‟re not real

        4.   Power:           Acknowledge (the) differences:

                              “Power is eroded when differences are suppressed”
                                                                                        —George Peabody

                              Too, the whole group will never acknowledge these differences, but some
                              collaborators must always sort it all out and keep the collaboration going.

               “Do not call for black power or green power, call for brain power.”
                                                                                                 —Barbara Jordan
        …why actions must be taken to manage your collaborators “peculiarities.”

“Mike’s Rule”…

        “Whoever shows up makes the decisions. Whoever does not show up abides by the
        decisions made by those who do.”            —Michael Winer

        If the ground rule around “quorum” limits actions, Mike‟s Rule will actually encourage
        people to show up — assuming they‟re actually interested. People will show up to
        influence decisions…or they‟ll drop out.

        If you have a “Strategic Map” you (all) know what you‟re about. “What exists on the
        map and in the minutes is what you have done.” People then have no choice but to
        accept that this is what‟s been done.

        People who weren‟t involved in the decision? Help them understand and accept it, but
        they don‟t get to change it.

What‟s really crucial is…
      Managing the…
               — Agenda
               — Minutes
               — Ground Rules
It‟s Really About EQUITY, not Equality of Power!

       We want the distribution of power, not its elimination

So, we have…
               The potential for CONFLICT, and

                        The TOOLS to deal with it in an environment of


TRUST is an essential ingredient:        WHY?

                              “Misplaced trust is seldom found again.”

But … TRUST … is not…

          Liking
          Being “liked”
          Getting my way

TRUST…IS about and is built on…

          Reliance:    You do what you say you‟ll do.
          Hope:        We‟ll achieve what we say we‟ll achieve.

You must build a “Success Book” — “Book” is a metaphor.
                    …It’s celebrating success and stopping to honor that.

       Keep a sheet on successes — like the United Way‟s campaign-goal “thermometer.”

       Keep the collaborative going by managing, honoring successes — even if they are small.

Key Learning—

        Build trust by honoring, individual differences—customs, languages, preferences, and

                            “When the elephants fight, the grass suffers.”
                                                                    —The Kikuyu of Africa

 “Conflict is working through a difference of opinion. Fighting is the avoidance of conflict.”
                                                                                                   —Len Hirsch
The “conflict” is over stuff of substance, content, ground rules, etc.

                          “The feet are in agreement” — An African proverb
                                                             (This is what they say what they say when one dies.)
We are creatures of “opposition.” It‟s not possible to move forward without opposition!

Managing Conflict (Refer to the attached goldenrod sheet.)

                Most conflict arises in one or more of four categories. The ways one employs to manage conflict
                should be appropriate to the type. While not “absolute,” these are indicated by the “type.”

     “We were not put on earth to see through each other but to see each other through.”
                                                                                 —Frank Staffenson,
                                                                                 Minnesota Department
                                                                                   of Natural Resources
Key Learning—

        Encourage conflict. The power is our differences, not in our similarities.

Politics — The word “politics” comes from the Greek word “polis.”

                It‟s “reaching the people.” The key is, it‟s not random; it requires thinking and organization.

       Persevere. It‟s not enough to throw information out there once. It must be persistent.

       We must differentiate between sales and “strategic thinking.”

       SALES is…solutions — commitment — offering ideas. It’s…
                                      Attracting people to solutions
                                      Convincing others of the “right” thing to do

       “If we don‟t take time to ask who the customer is, the answer is always „me‟.”

       STRATEGY is…common results, defined relationships. It’s…

                                   The amplifying of resources and relationships to generate revenue and other
                                   support prior to taking any action.

       Let me illustrate that point on strategy with this story—

       I was associated with an organization that was literally “bankrupt.” We decided to hire a new executive
       director. Ultimately we hired one with lots of enthusiasm but absolutely no experience. Over time, though,
       he proved to be extremely capable, and just what we needed.

       Early on he, understanding fully the severity of our situation, he approached a number of large local
       foundations. His approach, though, was both patient and somewhat startling.

       On his first visit he was very open but seemingly unconcerned about our situation, but rather said to the
                - Help me understand what you do.
       On his next visit to them he asked the foundations‟ representatives to:
                - Coach me on how we can better do what we do.
       On his third and later visits he, understanding their needs and goals, said:
                - Let me help you meet your mission
       Only later, after laying a solid foundation, did he ask any of them:
                - Would you entertain a funding proposal?

       They did so. Willingly. Now many years later that organization is fully recovered and
       extremely successful under his able leadership. He understands strategic leadership.

       Strategic Thinking—
       There are six steps (Refer to the “IRIS”/ lavender form.)…
              1. Desired results
              2. Stakeholders (by name)
              3. What is their opinion of the desired results
              4. What is their self-interest
              5. Rephrase the desired results in their language.
              6. Who‟s best to approach the stakeholder

                          “Line up all the ducks before taking any action.”

Key Learning…

        Find common interests to create common solutions. We cannot sell others on our
         existing answers.

Create Visibility…
                               “Perseverance and audacity usually win.”
                                                                    —Dorothee Deluzy, 19th Century French Actress

Promote Results…


                                               Segmented approaches
                                                 Mix of techniques
                         Materials                  Repetition                  Media
                                                Experimentation
                                                 Perseverance

                                               Groups and Gatherings

Use “The ART of Organizing”…

       Attract Attention                                      (First, attract attention)
               Realize Benefit                                (How I will “add value,” create benefit)
                      Target Action                           (What I should actually do to achieve the goal)

                “Segment” your approach…
                             Newsletters are generally the “spray & pray” approach!

                     Mix modes…

                        Repetition is essential. You‟re not “aware” until you‟re familiar with it.

                     Encourage learning via experimentation.

                                 Without the will to persevere, it won‟t work!

Key Learning—

          “Perseverance and audacity generally win.”

                                     Summary of Key Learnings

                                     Results Statement on everything

                                     Strategic Map in front everyone

                                     Folks involvement with passion — at the right level.

                                     Include self-interests

                                     Manage peculiarities

                                     Manage the agendas, minutes, and ground rules.

                                     Build a success book

                                     Thinking strategically — plan ahead to influence

                                     Perseverance

Notes by—
Ronald Lee Logsdon

To top