ACLN Week 3 2021:
Leading Collaboration and Systems Thinking
Welcome to the second, and final, part of ACLN week 3! Each week, for four weeks, we will load a “module” that is a self-paced set of learning resources (videos, readings and additional resources) for you to complete in your own time during the week. These are the building blocks of the live sessions we will have on 6th, 7th and 8th July. You will need to have completed all four modules to get the most of our time together in July, as the live session content will be delivered with the assumption that you have worked through all the modules.
We’re excited to share this content around systems thinking and collaboration as leading these processes well is a critical component of strong leadership. Please don’t hesitate to let either Cara or Richard know if you have any questions.
Module 1: Levels of Leadership
“There comes a time when humanity is called to shift to a new level of consciousness… that time is now.”
- Wangari Maathai
Presentations
Please watch this brief introduction on the levels of leadership first.
And then watch this presentation on demystifying systems leadership.
Reading
Please take a few minutes to read these articles on systems thinking:
Overview of Systems Thinking by Daniel Aronson
The Dawn of Systems Leadership by Peter Senge, Hal Hamilton, & John Kania
We’re Beating Systems Change to Death by Kevin Starr
From ‘Silverbacks’ to Systems Leaders: Rethinking African conservation leadership by Fred Nelson and Erin Myers Madeira
Self-Assessment: How well are you engaging with your system?
And finally, please get a pen and paper and take a few minutes to take this short self-assessment to find out how well your organisation is engaging with your system? You can score:
I Strongly disagree;
II Disagree;
III Neutral;
IV Agree; or
V Strongly agree
My organization works closely with a range of stakeholders that include:
Communities
Local government responsible for community conservation
Local government responsible for community development
Faith-based organisations
National government
Other local African conservation organisations
Local NGO's in other sectors such as health and education
National networks
Funders
International NGO's and networks that are not funders
Private sector
2. When facing a challenge in achieving our strategic goals, we always look beyond our organization for a solution.
3. Our organization regularly showcases our work and approaches in the hope that our strategies will be adopted by others in order to have a greater impact.
4. Our organization engages in cross-sectoral or multi-sectoral collaboration beyond the conservation space (e.g. health, education).
5. We ensure communities are involved in identifying solutions and driving the design of programs from the start.
6. We build community capacity to solve their own problems.
7. We are a diverse team who are well placed to understand and represent the challenges communities face.
If you wrote IV. Agree or V. Strongly agree to all of the above statements congratulations - your organization is taking a collaborative approach to solving the challenges it exists to address! If there were any statements that you scored either a I., II. or III. take a moment to reflect on why this might be the case.
Additional resources
They are all optional readings but we think you’ll find them worthwhile:
How to transform systems: Q&A with WRI’s Andrew Steer
Module 2: Keys to Collaboration
Why collaboration matters
It’s hard to achieve a big impact in African conservation alone. Lasting solutions to complex problems require deeper and more sophisticated levels of collaboration. Being a systems leader (as discussed in last week's module), means knowing how to lead and sustain collaborations that can bring the needed changes to your system. In this module, we look at why collaboration matters, the different approaches to collaboration, and unpack the keys to ensuring successful collaborations.
Please watch this presentation on collaboration principles
Reading
Please take a few minutes to read these articles on systems thinking:
Developing new models for collaboration in conservation By Fred Nelson and Jeffrey Parrish
What makes Civil Society land networks effective and durable? By Cara Scott and Emmanuel Sulle
Additional resources
Here are a couple of resources that we found helpful and wanted to share with you. They are all optional readings but still valuable to read when you can:
Creating High-Impact Nonprofits By Heather McLeod Grant & Leslie R. Crutcheld
Module 3: Building Trust for Collaboration
Trust is central to all human relationships and the ability of people to cooperate with each other.
For organisational leaders, building trust internally and externally - in partnerships, collaborations, and efforts to influence other individuals and organisations - is inevitably key to success. Building healthy partnerships and collaborations - the kinds that can achieve big changes and impacts over long periods of time - requires a careful and intentional focus on building trust.
Many partnerships between organisations and collaborative initiatives fail because insufficient time and energy is put into building trust. Collaborations are often launched and developed with a focus on the goals and strategy, but not enough attention to the human relationships that provide a foundation of trust. But collaborations and partnerships won’t succeed without building trust.
Leaders need to understand the factors that build and destroy trust, and they need to take an intentional approach to build trust in all their key relationships and partnerships. Key tools, tactics and techniques for building trust and interpersonal relationships is key for all partnerships and collaborations.
Please watch this presentation on building trust for collaboration
Reading
Please read this short article that explores how some leaders are ensuring that systems-level, collaborative efforts not only succeed but thrive. The Most Impactful Leaders You Have Never Heard Of By Jane Wei-Skillern, David Ehrlichman, & David Sawyer
This article unpacks how trust is an essential skill for leaders that can be honed. Begin with Trust By Frances Frei and Anne Morriss
Additional resources
Here are a few more resources that we found helpful and wanted to share with you. They are optional but highly recommended.
Video: Brene Brown on the Anatomy of Trust
The Braving Inventory from Dare to Lead by Brene Brown
Module 4: Growing Strong Partnerships
“If you want to go fast, go alone. If you want to go far, go together.”
African proverb
Achieving lasting, large-scale change in natural resource management and conservation – the kind that can address today’s pressing needs – is inherently challenging. Few organisations have the capability to deliver transformative changes in resource governance or African conservation on their own. Strong and effective partnerships between organisations with different and complementary skills, knowledge, and resources are often critical in achieving lasting outcomes and systemic change.
Please watch this presentation on growing strong partnerships
Reading
Please take some time to read this excerpt from our publication ‘Building Strong Partnerships - Designing healthy partnerships for African Civil Society Organisations working in natural resource management and conservation’ by Well Grounded and Maliasili.
If you would like to read the full report (optional), which includes some tools for designing effective partnerships, you can access it here.
Reflection
And finally, please take a few minutes to reflect on the following questions:
Is there a current partnership that is not working well for you/your organisation? What steps could you take to strengthen the partnership?
Are there any partnerships you should be ending? If so, why?
