Collaborative Leadership & Governance

 

The 2022 Article Series

Develop Your Collaborative Leadership & Governance Approach

Collaboration is at the core of Tamarack’s approach to community change. From our inception as an organization, our community-based partners were encouraged to build their change efforts to include multi-sector partners, collaborating across traditional and non-traditional leaders in the community. 

To help equip you in your own leadership journey, Co-CEO Liz Weaver is launching the Collaborative Leadership & Governance series. This collection of articles and papers will help inform both the process and people aspects of effective collaboration, and provide you with a wide range of practical ideas and resources for pushing your own work forward. We'll be releasing over 20 short papers over the next six to eight months as part of our effort to equip changemakers to make their collaborative work more inclusive.

Sign up below to receive email updates when new resources are launched as part of the 2022 Collaborative Leadership & Governance Resource Series. 

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The 2022 Collaborative Leadership & Governance Series

Access all released papers and articles below. We'll include previews for upcoming resources as they become available. Be sure to sign-up for first access of all of our new series resources!

1. Collaboration: A Spectrum of Approaches
By Liz Weaver

Collaboration is seen as imperative when communities and groups are seeking to tackle complex challenges or move from idea to impact. Having clarity about the nature of the collaborative effort is an important first step in this process. This paper by Liz Weaver examines the various kinds of agreements necessary for collaboration, how to use the Collaboration Spectrum tool to establish what kind of relationships they are hoping to build, and how that will impact their approach to working well with others.

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2. Collaboration: Beginnings & Endings

By Liz Weaver

With the pressure to meet multiple demands on our time, we often rush into collaboration and think less about launching well, and even less about ending well. Instead, many collaborative efforts focus on ‘the what’: the end goal of the collaborative rather than ensuring that the individuals around the collaborative table are connected, engaged and prepared to successfully achieve the shared purpose or goal of the collaborative process.

This paper will address two critical parts of the collaborative process: the beginning and the ending. Both are integral. A good beginning sets the foundations for an effective collaborative experience. A strong ending creates the opportunity for reflection and learning. A strong ending also creates the conditions for future collaboratives to be successful.

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3. Collaboration: The Act of Building Trust

By Liz Weaver

Trust is a key aspect of collaborative work, but we often dive into collaboration without truly understanding or embracing the human side of this work. As we work to tackle complex problems, we know that we must bring different voices and experiences to the table. How can we do this effectively when we don’t build practices which engage others and build trust?

This paper will address the act of building trust in a collaborative setting, the importance of an equity lens, and how engagement can build trust.

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4. Collaboration: The Role of the Convener

By Liz Weaver

The role of a convener of a collaboration is critical to the overall success and impact of the shared effort. A convener is an individual or group of individuals who take the lead responsibility for initiating the collaborative effort. This person or group is critical in the early stages of the collaboration and are responsible for initiating the collaborative idea and seeking to move forward the opportunity.

This paper explores the various aspect of the convenor role - roles, characteristics, and key competencies.

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5. Collaboration: What Problem are You trying to Solve?

By Liz Weaver & Sylvia Cheuy 

One of the most challenging aspects of working collaboratively – particularly when there are different perspectives about the issue being addressed – is to reach a shared understanding of that issue and how best to address it. There are two dimensions about the issue that partners must agree on regarding the issue they are hoping to solve before beginning to work together to discover promising solutions.

This paper explores these two dimensions- Confirming what type of problem you are trying to solve, and defining the goal(s) of the hoped-for solution.

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