Diversity and inclusion can help to grow a partnering endeavour’s resilience, build a form of collective intelligence, and enhance its likelihood of both broad acceptance and achieving fair outcomes for all.
While an increasing level of diversity can translate into wider range of available resources and capabilities, it also implies contrasting mindsets and interests, conflicting value structures, and diverging expectations and approaches to value creation.
Effective partnerships therefore understand how diversity can add value without detracting from the partnership’s clarity of purpose, wellbeing, and long-term viability.
- What measures can be used to place a proper value on different types of contribution?
- How can diversity and inclusion be managed in ways that will truly benefit the project’s capacity to innovate and find locally-appropriate and sustainable solutions ?
- What skills, resources, assets, networks and authority / credibility does each partner bring to the table?
- Are we able (open enough) to invite new partners at the table along the way to fill anticipated gaps?
- Report: For defining the roles of the partners in the ‘partnering space’ see: Van Tulder and Pfisterer (2013).
- Report: On individual failure for addressing wicked problems: see Waddock, Meszoely, Waddell, Dentoni (2015). The complexity of Wicked Problems in large scale change. Available for purchase here.
- Tool: An exploration by PRC of mutuality and its role in creating synergies while preserving organisational diversity.
- Tool: The Dialogic Change Model developed by the Collective Leadership Institute helps build step by step engagement for a common goal.
- Tool: Resource mapping can help to bring to light different partners’ strengths. (Pages 33-34 of this report)
- Partners can agree to live with different perspectives and strive for alignment without letting diversity become divergence
- The alignment of roles of each partner
- The openness to external input
- Resource map conducted (including skills, assets, networks etc.)