This means that effective cross sector leaders understand the human-centered design approach and engage key stakeholders with empathy, embracing an iterative process.
But they go one step further: They have the capacity to map the system and commit to having those most affected at the table as co-designers, addressing critical power dynamics, such that all stakeholders engage with and buy into the co-designed solution. To do so, cross sector leaders need to be able to address power dynamics effectively, build trust, and help team members address any breaches of the shared culture they are developing.
It is one thing to learn to approach diversity as an asset. But the challenge of cross sector leadership is navigating these differences effectively in the moments that matter most, such as a high-stakes conversation, where a leader will be tested to not merely react but creatively choose to engage. Research indicates that these sophisticated leadership capacities and the capacity for leaders to choose their responses can be developed. My own Becker experience, teaching negotiation and collaboration at Stanford University for a decade and coaching purpose-driven leaders on their collaborative leadership capacities to align their team and build the partnerships needed to scale, supports this idea.
And the Presidio Institute engaged four cycles of its Cross Sector Leadership Fellowship, teaching the mind-sets and skills of cross sector leadership to fellows over the past four years.
- A case study of a research-based collaboration around writing in social work.
- Junos Appetite II.
- The Need for Cross-Sector Collaboration;
- ;
- Still Life, With Zombie.
- Change Research: A Case Study on Collaborative Methods for Social Workers and Advocates!
Experience and research shows that to effectively grow these leadership capacities and to shift leadership habits requires a framework, practice, and awareness of our default habits, along with the capability to discern and choose creatively in the moment. Our intention with this supplement is to help you meet that challenge. In these pages, we aspire to provide frameworks, critical questions, and concrete examples that will ignite your awareness and inspire your practice of the mind-sets and skills to increase your cross sector leadership capacity.
- Perry Rhodan n°285 - Le retour dErnst Ellert (French Edition)?
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- From Hobby to Obsession.
- I Missed the Spring.
- Muérdeme - volumen 3 (Spanish Edition);
- How I Lost It (Real People, Real Stories Book 1)?
- On the Journey Home!
Indeed, the issues you most care about require it. In this article, Brenner highlights the core components of a change-making culture and makes the case for funders to support not only the strategic and programmatic work of change makers but also the culture building that is necessary for lasting impact.
With the financial support of the James Irvine Foundation, Grant and her team developed the cross-sector and place-based Irvine New Leadership Network to address cross-sector challenges in Fresno, Calif. McLeod and her team analyzed the people most impacted and the systems at play and discovered that the nonprofit leaders on the front lines in Fresno often lacked the power and resources to shift systems by themselves.
With that understanding, McLeod and her team adjusted their strategy and developed New Leadership Network to address the need for individual development, build trust among diverse stakeholders, and engage the larger community for systemic impact.
Another example of solving problems by effectively engaging both the people affected and the underlying systems is the work of Emily May. May is cofounder and executive director of Hollaback, a global nonprofit fighting street harassment through online platforms and offline organizing. Tyson, explores the use of state and local governments as critical leverage points to further progressive causes.
State and local leaders can utilize their roles and resources effectively through cross-sector collaboration to be the convener, the visionary, the weaver of many stakeholders, and often the funder with the capacity to take proven programs to scale. We conclude the supplement with two additional profiles.
Change Research: A Case Study on Collaborative Methods for Social Workers and Advocates
The first is of Siobhan Foley, a FUSE fellow who is leading a cross-sector collaboration in New Orleans to address challenges associated with climate change. The article explores how Foley chose key leverage points for building momentum for climate action in New Orleans, to enable a quick win, meet a primary concern for local citizens, and build awareness of how individual actions make a difference. The last profile is of Oakland, Calif. Her efforts to create Oakland Promise, a cradle-to-career initiative to dramatically increase the number of Oakland youth completing college, demonstrates three leverage points that a government leader can bring to cross-sector work: The complex, emergent, and interdependent challenges we face require transformative and collaborative leaders.
By developing their personal and organizational leadership capacities and by engaging with others practicing cross sector leadership and those who study and chronicle the work , cross sector leaders have an opportunity to explore various approaches and the results they produce, and to utilize shared knowledge to meet the challenges with innovative, sustainable, and scalable solutions.
According to CCMHI, the four key elements guiding collaborative mental health care are 1 increasing accessibility to mental health services; 2 consumer centeredness; 3 the need for systems and structures to support collaboration; and 4 enhancing the richness of collaboration Gagne, Structural factors that facilitate collaborative care include collaborative leadership, organizational culture that supports collaboration, effective methods of communication, and colocation Goldman et al.
Colocation refers to various professionals working within the same organizational facility, and likely under the same roof. Communication between team members can be affected when there is more than one site, or even when team members are housed on different floors in the same building Goldman et al. Interdisciplinary teams require clarity of roles and responsibilities to ensure optimum team function CIHC, Individual members come to the team with varying degrees of understanding concerning the capabilities of other professions Goldman et al.
Interprofessional Collaboration
Social workers who work as the sole social worker on a health care team must often negotiate their role on an interdisciplinary team without consultation with other members of their profession Oliver, Hugman acknowledged that the role of social work is often directed by the goals of the agency.
Social workers are in a position of having to carve out roles and demonstrate how this assists the team in a unique way. Competence in a particular task may direct practice more than professional scope Oliver, Oliver stated that the professional identity of social workers is weakened by conflicting messages within the profession itself. Ongoing debates concerning micro or macro practice models, and philosophical debates between medical model and anti-oppressive paradigms, may cause new practitioners to struggle in their attempts to determine the nature of their role within an interdisciplinary team Hugman, ; Oliver, Overt power differentials are revealed in structural ways such as with existing governance models that place one profession in decision-making positions over other professions, and compensation practices that reward some professions more lucratively than others.
Covert power differentials require a level of critical reflection as they are often more subverted. Interdisciplinary care seeks to change the dynamic of interactions between health professionals to form a system of cooperating independents. The flattening of hierarchies inevitably affects the role of the physician, who traditionally held a privileged position of power Lynch, ; Nugus et al. For many years social workers have provided mental health counseling to individuals, families, and groups within the social services context Canadian Association of Social Workers [CASW], n.
As models of health care delivery are expanded to include interprofessional health care teams, social workers have the opportunity to play an important role in providing collaborative health care. This study engaged social workers in an exploration of barriers and facilitators of interprofessional collaboration in health environments. An exploratory qualitative design guided a semistructured focus group and analysis of data.
The sample population for this study was social work faculty members of Canadian universities, other social work educators, practitioners, researchers, and students attending the CASWE and CASW joint annual conference held at Brock University in St. Catharines, Canada, on May 26—29, Research ethics board approval was obtained for this study through the University of Waterloo located in Waterloo, Canada.
At the beginning of the session, an information letter describing the study—the purpose of the session being to collect research data, the focus group process, and how to receive a copy of the results of the study—was provided to each participant. The session began with the first author Wayne Ambrose-Miller stating that the purpose of the focus group was to gather data that would be used to prepare a journal article.
A process of informed consent was used and was described in the information letter and the verbal statement given at the beginning of the session. Participants were informed verbally and in writing of their right to opt out of having their comments included in the written record. Participants were informed verbally of their right to attend the session without verbally participating and that they were welcome to leave the session at any time. A semistructured interview format was used to conduct the focus group interview. Both authors co-facilitated the focus group interview.
Although the focus group was not audio recorded, a research assistant acted as a notetaker throughout the entire focus group session and recorded comments directly into a word processing file. The research assistant was given the directions to take notes verbatim as much as possible and to exclude identifying information such as participant names, institute and organizational names, and other identifying information.
Instead, each participant was assigned a code P1 through P Immediately following the conclusion of the focus group, both authors and the research assistant met to do an initial review of the notes compiled during the focus group. We used a modified version of coding similar to the three phases of initial coding, focused coding, and axial coding Charmaz, Coding and analysis were interrelated processes that involved both authors equally throughout. The initial coding and focused coding processes occurred with both authors simultaneously. Both authors cross-checked their coding structures and, in cases where mismatches occurred, conducted detailed discussions to achieve consensus.
A preliminary coding scheme was developed after identifying major themes. Eleven individuals participated in the focus group and agreed to have their data included in the study. Specific demographic information was not collected from the participants at the outset of the focus group. Although we did not collect specific data on the length of experience of each participant, it ranged from early-career to later-career social workers.
Six main themes emerged in the data: Participants spoke of the importance of a culture of collaboration in their organization. Having an organizational culture that supports, values, and encourages collaboration was described as being important for successful collaboration.
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Participants stated that attitudes and beliefs of individuals within the working environment, leadership, and nurturance shaped the organizational culture. Participants indicated that it was important to attract individuals who encourage collaboration and stated that there are individuals who seek out collaborative environments in which to work. Leadership was also identified as an important contributor to how well collaboration occurs, because formal and informal leadership reinforce collaborative ideas to the rest of the team.
One participant described the importance of her informal influence: Yet participants described the minimal presence of social work in formal health care leadership roles as problematic. A collaborative organizational culture also requires nurturance: The broader work environment contributes to or challenges the collaborative experience. This participant suggested that collaboration takes time and the environment needs to support that to be successful.
Participants discussed the role of self-identity in the following three ways: Participants stated that social work enriches interprofessional collaboration by adding a different conceptualization and approach to health within a team that is broader than the traditional medical model: What both participants suggested is that the social work role helps to give greater context and relational understanding of the individual. Participants indicated that social workers have to proactively carve out their role within health settings in a way that is self-directed.
Participants emphasized the need for social workers to be competent in their role and confident in their identity. However, having an unclear social work role can lead to challenges in collaboration: It makes me think, what is the professional identity that we want to portray? Social worker as advocate was seen as an inherent part of the social work identity, yet participants described having other colleagues tell them not to act in the advocacy role: Awareness of others was described in three ways: Participants emphasized the importance of various professions learning from each other and valued some of the opportunities for collaborative learning provided at the university level.
However, participants indicated that opportunities that exist for formal interprofessional learning are sparse: Educating colleagues occurred in various formal and informal manners: Changes on care, social work month, little workshops make other people engage in it Participants also described how learning about one another happened organically: Participants emphasized the importance of educating through demonstrating: Participants also described how educating colleagues could also occur at the broader macro level.
As social workers we need to have this conversation so often. If we did this in the education then things would change drastically. We need to push for more. Colocation with other interprofessional colleagues was considered important for social work. Participants indicated that colocation was an important means for physicians and nurses to learn about social work in daily encounters. These types of encounters facilitated by colocation can help demonstrate the social work role, which in turn assists in better utilization of social work services.
For example, one participant stated, Colocation sure can help or hinder work. We provide services to our member clinic. The doctor and nurse were taking on that role.
The Need for Cross-Sector Collaboration
We now have automatic referrals for traumatic accidents, cancer Here the participant suggested that challenges existed in social work referrals in the clinic where the social worker was located off-site. Interestingly, participants also spoke about how knowing oneself and knowing the roles of others helped to foster role fluidity that was described as an asset for enhancing collaboration: Decision-making processes were identified as important for collaboration.
Participants emphasized how existing decision-making processes had often been problematic for interprofessional collaboration. Ultimately, participants advocated for a collaborative method of decision making. Decision-making processes were identified as a barrier when differences emerged across professions as to the decision-making process and outcomes that participants experienced. Along with differences across professions, this participant also suggested that there could be concerns with the heterogeneity that exists within professions: Participants spent a great deal of time talking about the importance of communication in collaboration.
Effective communication was described as necessary for interprofessional collaboration, whereby poor communication was considered a barrier to collaboration. Participations spoke about various forms of communication that were an asset to collaboration. One participant described how a social work colleague offered clinical consultation to the team as a way to support the team as well as demonstrate the role of social work: Every other Thursday, the nurses and doctors are offered time with him.
What this participant suggests is that by having regular access to the social worker, physicians and nurses in that team have been able to grasp a better understanding and value of what social work offers. Patient care notes were also described as a vehicle for acknowledging colleagues: Participants also stressed the importance of face-to-face dialogue to help colleagues understand a different approach than what they are familiar with. Participants also spoke about the method of communication being problematic for collaboration.
Several participants described the use of electronic medical records EMR for charting as problematic for collaborative communication. Participants described that other team members did not read social work—specific chart entries in the EMR and felt that the EMR itself eroded the potential for reciprocal communication.