This session focused on collaboration as a key component of social change. It began with a recap of prior sessions on leadership models and social change. The document then defined collaboration as working together toward common goals by sharing responsibility, authority, and accountability. It discussed how collaboration differs from competition, cooperation, and compromise in focusing on achieving common rather than individual goals. The session explored how diversity enhances collaboration and the prerequisites for effective collaboration, including developing trust and clarifying goals. An interactive game was used to demonstrate the importance of trust and collaboration over competitive behaviors.

1. SESSION 3
COLLABORATION

2. INTERACTIVE SESSION

3. RECAP
SESSIONS 1 AND 2
• Leadership (models, levels, good/ bad)
• Social Change (v/s charity, challenges)
• Root Cause Analysis
• Citizenship (Citoyenneté + Civisme)
• JFK Speech
• Communities (bridging and bonding)
• Sketch on good and bad citizenship

4. Managers Leaders
Deal with status quo Initiate change
Work in the system Create systems
React Create opportunities
Control risks Innovate
Enforce rules Formulate new rules
Seek / follow directions Provide vision / direction
Control people Motivate people
Coordinate activities Energise / inspire people
Give instructions Coach, create self-leaders

5. 5 levels of Leadership
I. Position:
Rights - People follow you because they have to.
II. Permission:
Relationships - People follow because they want to.
III. Production:
Results - People follow because of what you have done for the
country/ organization / team.
IV. People Development:
Reproduction - People follow because of what you have done for them.
V. Personhood:
Respect - People follow because of who you are and what you represent.

6. “If leaders are to be successful, they
must first lead themselves.”
(John Maxwell)

7. Kolb Model

8. AFTER
SESSIONS 1 AND 2
• Has your understanding of Leadership
changed?
• Do you have a clearer picture of what the
LDP is about?
• What are your expectations from the LDP?
• Do you feel you have started to change?

9. JFK SPEECH
ask not what your country can do for you;
ask what you can do for your country

10. DISCUSSION QUESTIONS

11. SESSION 3
Collaboration

12. OBJECTIVES OF SESSION 3
• By the end of this session participants
will be able to demonstrate a clear
understanding of the following concepts
as they apply to leadership in the Social
Change Model (SCM)
– Collaboration
– Competition, Cooperation, Compromise
– Effectiveness of Diversity
– Pre-requisites for effective collaboration
– Link with other C’s

13. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Conscience
of Self • Citizenship
• Congruence
• Commitment
Individual Values Society / Community Values

14. WHAT IS
COLLABORATION?

15. COLLABORATION
• Collaboration – The social change model
defines collaboration as, “working together
toward common goals by sharing
responsibility, authority, and
accountability in achieving these goals.”

16. COLLABORATION
Not to be confused with…
• Competition
– Work hard to do better than others
• Co-operation
– helps each party to achieve its own
individual goals, not common goals
• Compromise
– involves a party losing something in
order to accomplish goals

17. COLLABORATION
Is about…
• Common Aims, Vision
• Sharing Responsibility, Commitment
• Focusing on Talents, Synergy
…in order to DO something!

18. DIVERSITY
• Diversity is an essential part of
collaboration and multiplies
group effectiveness by taking
advantage of multiple talents
and points of view to generate
innovative ideas and solutions.
• Need for bridging …

19. DIVERSITY
• Individuals of diverse backgrounds
bring unique values, learning
styles, opinions and attitudes to
a group.
• Although challenges may arise, the
benefits outweigh them
significantly.

20. MAKING IT WORK
• Personal Work
– understanding one’s own values and
beliefs as well as developing
Consciousness of Self

21. MAKING IT WORK
• Building Trust
– informal exploring (getting to know other
people’s values and backgrounds),
– sharing ownership (members must take
control of the leadership process),
– celebrating success (helps promote
energy and renewal),
– creating powerful, shared experiences to
bolster group goals

22. MAKING IT WORK
• Communicating
– Listening
– Paying attention to what others have to
say
– Communicating Early and Clearly
– Using Observations

23. LINKS WITH THE 6 C’S

24. The Model

25. INTERACTIVE SESSION

26. BREAK

27. INTERACTIVE SESSION

28. INTERACTIVE SESSION
Prisoners’ Dilemma

29. The purpose of the game
To create an awareness of:
• The importance of trust and how trust can be
lost - particularly the fact that trust is
relational, it is affected by what happens
BETWEEN people not simply by what one
side does;
• The effects of competitive behaviour on the
possibilities for collaboration;

30. The purpose of the game
• The importance of clarifying goals in advance
and getting trust and collaboration from all
concerned at the outset.
• Experiences and feelings that are hard to talk
about but important to recognise as factors in
creating effective collaboration.
• How important is trust and what damages it?
• How often do we behave as if others have to
lose for us to win? In what situations? Why?
How can learn to recognise opportunities for
'win-win' solutions?

31. COLLABORATION
Not to be confused with…
• Competition
– Work hard to do better than others
• Co-operation
– helps each party to achieve its own
individual goals, not common goals
• Compromise
– involves a party losing something in
order to accomplish goals

32. COLLABORATION
Is about…
• Common Aims, Vision
• Sharing Responsibility, Commitment
• Focusing on Talents, Synergy
…in order to DO something!

33. Q&A
FEEDBACK