Attributes of effective collaboration: insights from five case studies in Australia and New Zealand

Developing and implementing social policy aimed at resolving wicked problems has occupied governments and not-for-profit organizations for decades. Such problems are enduring due to their complexity, resulting in a need to harness multiple skills and significant resources to the effort to solve them...

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Main Authors: Butcher, John, Gilchrist, David J, Phillimore, John, Wanna, John
Format: Journal Article
Language:Emglish
Published: Taylor & Francis Onlie 2019
Subjects:
Online Access:http://hdl.handle.net/20.500.11937/77320
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author Butcher, John
Gilchrist, David J
Phillimore, John
Wanna, John
author_facet Butcher, John
Gilchrist, David J
Phillimore, John
Wanna, John
author_sort Butcher, John
building Curtin Institutional Repository
collection Online Access
description Developing and implementing social policy aimed at resolving wicked problems has occupied governments and not-for-profit organizations for decades. Such problems are enduring due to their complexity, resulting in a need to harness multiple skills and significant resources to the effort to solve them. Collaboration is one response to this need and is logical because such arrangements have the potential to bring to bear differing experiences, greater resources, and a higher level of understanding. However, collaboration is not easy and, if not done well, can result in significant costs in time and money as well as poor outcomes for those affected. In this paper, we identify the necessary attributes of successful collaborations by examining five case studies that provide important insights into sound collaborative practice.
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spelling curtin-20.500.11937-773202020-01-24T06:55:30Z Attributes of effective collaboration: insights from five case studies in Australia and New Zealand Butcher, John Gilchrist, David J Phillimore, John Wanna, John 1605 - Policy and Administration Authorizing environment case study multi-party collaboration partnerships complex problems Developing and implementing social policy aimed at resolving wicked problems has occupied governments and not-for-profit organizations for decades. Such problems are enduring due to their complexity, resulting in a need to harness multiple skills and significant resources to the effort to solve them. Collaboration is one response to this need and is logical because such arrangements have the potential to bring to bear differing experiences, greater resources, and a higher level of understanding. However, collaboration is not easy and, if not done well, can result in significant costs in time and money as well as poor outcomes for those affected. In this paper, we identify the necessary attributes of successful collaborations by examining five case studies that provide important insights into sound collaborative practice. 2019 Journal Article http://hdl.handle.net/20.500.11937/77320 10.1080/25741292.2018.1561815 Emglish Taylor & Francis Onlie restricted
spellingShingle 1605 - Policy and Administration
Authorizing environment
case study
multi-party collaboration
partnerships
complex problems
Butcher, John
Gilchrist, David J
Phillimore, John
Wanna, John
Attributes of effective collaboration: insights from five case studies in Australia and New Zealand
title Attributes of effective collaboration: insights from five case studies in Australia and New Zealand
title_full Attributes of effective collaboration: insights from five case studies in Australia and New Zealand
title_fullStr Attributes of effective collaboration: insights from five case studies in Australia and New Zealand
title_full_unstemmed Attributes of effective collaboration: insights from five case studies in Australia and New Zealand
title_short Attributes of effective collaboration: insights from five case studies in Australia and New Zealand
title_sort attributes of effective collaboration: insights from five case studies in australia and new zealand
topic 1605 - Policy and Administration
Authorizing environment
case study
multi-party collaboration
partnerships
complex problems
url http://hdl.handle.net/20.500.11937/77320