Collaboration in Practice: Leadership & Cohesion

A Communities of Practice series

Events - 13 May 2011

The Economic Audit Committee report of October 2009 identified the need to strengthen the capacity of the Public Sector to work collaboratively.

To assist with this, the Institute is implementing a series of 'Communities of Practice' around the theme of collaboration.

“Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.” -www.ewenger.com


Case Study Discussion:
 

Did you know that collaboration is often initiated 'below the radar' of senior staff? It relies on influence and the ability to engage purposefully with others, rather than on the exercise of authority.

Leadership of collaborative projects is very different to leadership of established departments. Collaborative projects are often vulnerable to being closed down because they meet a few of the goals of multiple organisations rather than many of the goals of one organisation.
 
For these reasons, successful collaboration is a highly refined art form. Participants in collaborative projects need some skill sets in addition to those required in everyday management and leadership. Those initiating and leading collaborative projects need specially refined leadership skills.

PowerPoint Presentations

Slides