Practitioners across the globe increasingly recognise that diversity is a key factor for innovation and breakthrough results. However, it is often necessary to explore how such diversity can add value without detracting from the partnering activity’s clarity of purpose, wellbeing, and long-term viability.
An inclusive approach allows for different actors and entities to participate and feel ownership of the initiative in different ways and for a range of purposes. Diversity and inclusion can also help to grow the partnering endeavour’s resilience, build a form of collective intelligence, and enhance its likelihood of both broad acceptance and achieving fair outcomes for all.
- 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 ?
- How can the creation of a ‘partnering space’ and a distribution of roles and responsibilities achieve wider outcomes, influence and impacts?
- What things would the partners see as ‘wider outcomes, influence, and impacts’?
- What does every 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: A practical look at 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 [link with Learning]
- Resource map conducted (beyond finance, also include convening power for instance)