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Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
Productive Collaboration - Esther Ridsdale
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Productive Collaboration - Esther Ridsdale

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  • About the NCVO: The NCVO is a charity set up 90 years ago to support the community and voluntary sector 2 roles: Represent the sector, Capacity building; Sustainable funding, strategy & governance, campaigning and collaboration Collaborative Working was taken on as an agenda because of the move towards formalised partnerships and people were needing some support. Unit set up in 2004 which supports sector with guidance, workshops, and consultancy Aims for the workshop: To address the question… What are the practical steps to get to the place where collaboration is a joy (and not a pain in the butt)
  • Like the lion what matters is territory and control.. The feeling of being in charge is the most important – even if it is an illusion. If you are subordinate you get told, and if you are a worker, you are valued only for your work – not your thinking.
  • I will give some contrasting examples
  • I will give some contrasting examples
  • I will give some contrasting examples
  • I will give some contrasting examples
  • There are lots of free resources available to download from the NCVO website
  • Transcript

    • 1. Productive Collaboration - The big challenge of delivering with less Esther Ridsdale
    • 2.  
    • 3.  
    • 4.  
    • 5.  
    • 6. The challenge of delivering more with less
      • What happens when pressure mounts
      • Obstacles to moving forward together
      • Ways of tackling the challenge
    • 7. What happens when the pressure mounts
      • Central / local pressure
      • => Pendulum
      • Bureaucratic performance management
      • => Waste and frustration
      • Silos and straightjackets
      • => Loss of care & loss of
      • common sense from users’ perspective
    • 8. Obstacles to moving forward together
      • We are conditioned to work as individuals
      • Our management systems inhibit collaboration and responsiveness
    • 9. The Traditional Organization Paradigm CREATES & ENCOURAGES SILOS
    • 10.
      • Most organizations are organized functionally, but they need to operate cross-functionally.
      • We needs a common language to enable people to gain understanding of other’s jobs and problems.”
      • Dr Deming
    • 11. Copyright John Carlisle Partnerships, 1997 LOCAL SYSTEM USERS Main_Idea Move : From British Command & Control Paradigm TRANSFORMED INTO SERVICES PROVIDERS STAKEHOLDERS FEEDBACK – EXPLICIT NEEDS of USERS and ENVIRONMENT IMPROVE TO WHOLE SYSTEM THINKING – paradigm shift!
    • 12. Ways of tackling the challenge
      • Create the space
      • Get really, really good at joined up working
    • 13. Ways of tackling the challenge
      • Reflective practice
      • Joint strategic thinking at all levels
      • Key skills in collaborative meetings; collaborative strategy, planning & improvement
      • Collaborative management systems & processes
      • Models that help understand how the work works from end to end (as a system)
    • 14. Helpful approaches
      • Continuous Improvement
      • Joint strategic thinking at all levels
      • Key skills in collaborative meetings; collaborative strategy, planning & improvement
      • Collaborative management systems
      • Models that help understand things as a system
    • 15. Useful approaches Approaches to embedding a culture of learning and joined up working into an organization. Best practice is inter-linked to the above systems thinking / process management based approaches. Learning Organization focus on getting cross-cutting organizational processes to work. A shift from or addition to traditional hierarchical management. Process Management Contain approaches and tools that can be very useful in enabling joined up approaches for designing and improving management processes within or between organizations as well as for improving front line services. Process Improvement; process design, redesign, Quality Management Main focus is improving the flow and reducing waste by focusing on the front line services and how they work from end to end. Lean, Lean systems, or Lean Service Working together across organizational boundaries to get things to work in a more joined up way. Continuous Improvement
    • 16. Finding out more Contact: esther.ridsdale@tocollaborate.org
    • 17. Finding out more
      • www.ncvo-vol.org.uk/advice-support/collaborative-working
      • [email_address]
      • www.thecivilsocietyforum.org.uk
    • 18.
      • Resources
      • [email_address]
      • 020 7520 2441
      • www.ncvo-vol.org.uk/advice-support/collaborative-working

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