• Where to start

    The goals 1 established through local partnerships 2 relationships 3 do not seek to substitute or override particular specific goals. In fact, local partnerships offer complementary perspectives, wider knowledge 4 grounded in the background of local people or organizations 5 , with the possibility of better implementation strategies.

    Any benefits resulting from local partnerships depend to a large extent on the ability to successfully implement the multi-stakeholder 6 governance model. It is necessary that all partners respond to a series of questions that facilitate the articulation of relationships based on their respective roles, needs, objectives. First of all, we must identify, who are the partners?. And that depends on what problem we are trying to solve, or objectives that we try to reach!. (Ownership / leader?).

    • Why join?. Problem we will try to solve, or objectives that we try to reach.
    • What advantages does this partnership have over working alone?.
    • Identify interesting partners to reach that goal?. List the qualities of potential candidates known or unknown.
    • How can we attract them?.

    Those who advance creating something new, do it like a rower, moving forward, but paddling backwards, looking back, towards the past, towards what exists, to be able to reinvent their codes” Jorge Oteiza

    For example:

    In 2013,  ZAWP 7 created FAST LAB 8 in collaboration with Bordeaux City Council 9 . This event was a networking 10 space where different projects, people, companies and public administrations meet together looking for the development of common goals. From this partnership we (created the Erasmus+ 11 The Origin of Spaces 12 project).

    1. Goals: A goal is a desired result or possible outcome that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end-point in some sort of assumed development. Many people or organizations endeavor to reach goals within a finite time by setting deadlines.
    2. Local partnerships: Collaborative partnerships are agreements and actions made by consenting organizations to share resources to accomplish a mutual goal. Collaborative partnerships rely on participation by at least two parties who agree to share resources, such as finances, knowledge, and people. Organizations in a collaborative partnership share common goals. The essence of collaborative partnership is for all parties to mutually benefit from working together.
    3. Relationships: Relationship is a strong, deep, or close association or acquaintance between two or more people or organizations.
    4. Knowledge: Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts, information, descriptions, or skills, which is acquired through experience or education by perceiving, discovering, or learning.
    5. Organization: An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment.
    6. Stakeholder: A stakeholder in a corporation, as defined in its first usage in a 1983 internal memorandum at the Stanford Research Institute, is a member of the “groups without whose support the organization would cease to exist. Whereas shareholders are often the party with the most direct and obvious interest at stake in business decisions, they are one of various subsets of stakeholders, as customers and employees also have stakes in the outcome.
    7. ZAWP: ZAWP stands for Zorrotzaurre Art Work in Progress, a movement that was created in 2008 to address the newly-approved urban development plan for the neighborhoods of Ribera de Deusto and Zorrotzaurre. In order to revitalize the area from from its previous industrial history, we are working to change the landscape of the peninsula through culture and creativity, and encouraging people to see what the area has to offer.
    8. FAST LAB: FastLab was born fruit of the meetings of ZAWP with the Department of Economic Promotion of the City of Bordeaux and the Director of the Digital Island of the same city. A working meeting aimed at enabling an interface meeting and development of interdisciplinary projects between staff of different European cities.
    9. Bordeaux City Council: Bordeaux is a port city on the Garonne River in the Gironde department in southwestern France.
    10. Networking space: Networking is a socio-economic business activity by which businesspeople and entrepreneurs meet to form business relationships and to recognize, create, or act upon business opportunities,share information and seek potential partners for ventures. In the second half of the twentieth century, the concept of networking was promoted to help businesspeople to build their social capital.
    11. Erasmus+: Erasmus+ is the European Commission’s Programme for education, training, youth and sport for the period 2014–2020, succeeding the previous Erasmus Programme. As an integrated programme, Erasmus+ offers more opportunities for mobility of learners and staff and cooperation across the education, training and youth sectors and is easier to access than its predecessors, with simplified funding rules and a structure which aims to streamline the administration of the program. Erasmus+ website.
    12. The Origin of Spaces: or OOS. Organisations from five European countries have joined forces on a three year journey to share existing know-how and explore new practices related to coworking ecosystems. The information you are about to discover will help explain why we believe that coworking and the creation of multidisciplinary creative clusters (also known as ecosystems or the Third Place) provide an innovative approach for European entrepreneurs and professionals to work collaboratively through improved communication and networking, in order to create new economic opportunities and benefit society.
    13. Partner-Ship: Graphic with the form of the peninsula of Ribera de Deusto – Zorrozaurre, late 2018 future island.
  • Who and what is needed

    Roles, responsibilities 1  and skills 2 needed must be agreed between the partners from the beginning of the relationship 3. This is the foundation, agreed between all partners, along with a shared mission 4, vision 5, and programme of work.

    IDENTIFY THE ESSENTIAL SKILLS:

    Additionally, there are other elements that, although they are not the same for each partner, need to be known and accepted by all of them: the joint expectations of each partner, the objectives of each one, the obligations, as well as the limitations of each member.

    Each role (leader 6, manager, coordinator, administrator, consultant, sponsor, etc.) has an associated series of responsibilities, related to both the objectives of the collaboration 7, and with the skills and abilities 8 of specific people, representing the partners. This last factor is critical in the development of the project as partners often change people working for the partnership 9.

    Whatever the specific skills needed for the development of the project 10, rules 11 are necessary, rules which allow a common framework of operation and also to monitor 12 and evaluate 13 the collaboration process. Similarly, it is important to have various management strategies 14 i.e. communication 15, empathy 16, transparency 17 and conflict resolution 18.

    As part of this project The Origin of Spaces 19, the roles of each partner have evolved based on their capabilities 20, being always previously agreed among all members of the project.

    1. Responsibilities: being accountable; liability to be called on to render an account; accountableness; responsible for; answerable for.
    2. Skills: A skill is the ability to carry out a task with pre-determined results often within a given amount of time, energy, or both. Skills can often be divided into domain general and domain-specific skills. For example, in the domain of work, some general skills would include time management, teamwork and leadership, self-motivation and others, whereas domain-specific skills would be useful only for a certain job. Skill usually requires certain environmental stimuli and situations to assess the level of skill being shown and use.
    3. Relationship: Relationship is a strong, deep, or close association or acquaintance between two or more people or organizations.
    4. Mission: A mission statement is a short statement of an organization’s purpose, identifying the scope of its operations: what kind of product or service it provides, its primary customers or market, and its geographical region of operation. It may include a short statement of such fundamental matters as the organization’s values or philosophies, a business’s main competitive advantages, or a desired future state, the vision.
    5. Vision: In business, vision is foresight, the capacity to envisage future market trends and plan accordingly.
    6. Leader: Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to lead or guide other individuals, teams, or entire organizations.
    7. Collaboration: A Collaboration is a purposeful relationship in which all parties strategically choose to cooperate in order to achieve shared or overlapping objectives.
    8. Abilities: Ability a component of a competency to do a certain kind of work at a certain level.
    9. Partnership: A partnership is an arrangement where parties, known as partners, agree to cooperate to advance their mutual interests. The partners in a partnership may be individuals, businesses, interest-based organizations, schools, governments or combinations. Organizations may partner to increase the likelihood of each achieving their mission and to amplify their reach.
    10. Project: A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    11. Rules: A rule pertaining to the structure or behavior internal to a business.
    12. Monitor: Monitoring and evaluation (M&E) is a process that helps improve performance and achieve results. Its goal is to improve current and future management of outputs, outcomes and impact. It is mainly used to assess the performance of projects, institutions and programs set up by governments, international organisations and NGOs. It establishes links between the past, present and future actions.
    13. Evaluate: Monitoring and evaluation (M&E) is a process that helps improve performance and achieve results. Its goal is to improve current and future management of outputs, outcomes and impact. It is mainly used to assess the performance of projects, institutions and programs set up by governments, international organisations and NGOs. It establishes links between the past, present and future actions.
    14. Strategies: Strategy is a high level plan to achieve one or more goals under conditions of uncertainty.
    15. Communication: Communication is the act of conveying intended meanings from one entity or group to another through the use of mutually understood signs and semiotic rules.
    16. Empathy: Empathy is the capacity to understand or feel what another person is experiencing from within the other person’s frame of reference, i.e., the capacity to place oneself in another’s position.
    17. Transparency: Corporate transparency describes the extent to which a corporation’s actions are observable by outsiders. This is a consequence of regulation, local norms, and the set of information, privacy, and business policies concerning corporate decision-making and operations openness to employees, stakeholders, shareholders and the general public. From the perspective of outsiders, transparency can be defined simply as the perceived quality of intentionally shared information from the corporation.
    18. Conflict resolution: Conflict resolution is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution.
    19. The Origin of Spaces: The Origin of Spaces or OOS. Organisations from five European countries have joined forces on a three year journey to share existing know-how and explore new practices related to coworking ecosystems. The information you are about to discover will help explain why we believe that coworking and the creation of multidisciplinary creative clusters (also known as ecosystems or the Third Place) provide an innovative approach for European entrepreneurs and professionals to work collaboratively through improved communication and networking, in order to create new economic opportunities and benefit society.
    20. Capabilities: A capability is the ability to perform or achieve certain actions or outcomes. As it applies to human capital, capability represents the intersection of capacity and ability.
  • Local Partnership values

    There must be a common framework shared by all partners to avoid personal and professional conflicts and to devote all possible energies to the conflicts of the project 1. There are some essential elements to consider when establishing a partnership 2 between partners.

    Let’s make some decisions before it’s too late:

    • Transparency 3: The golden rule: We must be transparent even to recognize that we will not be transparent.
    • Leadership 4: Our first decision has to be who is going to decide and how. We must agree if there is one or more leader and what is the weight of their opinions and decisions. Horizontal, vertical decision making 5, co-lead, assembly. Definitely this has to do with a vision 6 whether this is a group vision (through consensus or by  voting) or an individual vision (single decision).
    • The Plan is The Plan 7: There must be a grand plan, clear, shared, with phases and tasks. In any case, we must not forget that the partners, who share the grand plan, have their own particular plans.
    • Financing 8: The Achilles heel of many of our projects. What is the financing strategy and how are resources 9 shared?. Who gets what when budgets 10 are tight, who gets what when budgets are plentiful.
    • Cooperate 11 or compete 12: These concepts are closely related, despite being absolutely contrary. In fact we must distinguish between two ideas (legitimate at the same level but entirely opposite): cooperate for the common good 13 and cooperate to compete better.

    Do the right thing or do the best: There are many occasions when partners involved in a project are professionals but are not aware of community 14 concerns about the project’s impact. We have to be connected with the community we affect or our project will not make much sense. Both views, professional and community, are necessary to make a comprehensive project that takes everyone into account.

    1. Project: A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    2. Partnership: A partnership is an arrangement where parties, known as partners, agree to cooperate to advance their mutual interests. The partners in a partnership may be individuals, businesses, interest-based organizations, schools, governments or combinations. Organizations may partner to increase the likelihood of each achieving their mission and to amplify their reach.
    3. Transparency: Corporate transparency describes the extent to which a corporation’s actions are observable by outsiders. This is a consequence of regulation, local norms, and the set of information, privacy, and business policies concerning corporate decision-making and operations openness to employees, stakeholders, shareholders and the general public. From the perspective of outsiders, transparency can be defined simply as the perceived quality of intentionally shared information from the corporation.
    4. Leadership: Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to lead or guide other individuals, teams, or entire organizations.
    5. Decision making: Decision-making is regarded as the cognitive process resulting in the selection of a belief or a course of action among several alternative possibilities. Every decision-making process produces a final choice, which may or may not prompt action. Decision-making is the process of identifying and choosing alternatives based on the values and preferences of the decision-maker.
    6. Vision: In business, vision is foresight, the capacity to envisage future market trends and plan accordingly.
    7. Plan: A business plan is a formal statement of business goals, reasons they are attainable, and plans for reaching them. It may also contain background information about the organization or team attempting to reach those goals.
    8. Financing: Finance is a field that deals with the study of investments. It includes the dynamics of assets and liabilities over time under conditions of different degrees of uncertainty and risk.
    9. Resources: In application within human society, commercial or non-commercial factors require resource allocation through resource management.
    10. Budgets: A budget is a financial plan for a defined period of time. It may also include planned sales volumes and revenues, resource quantities, costs and expenses, assets, liabilities and cash flows. It expresses strategic plans of business units, and an organization, activities or events in measurable terms.
    11. Cooperate: Cooperation is the process of groups of organisms working or acting together for common or mutual benefit, as opposed to working in competition for selfish benefit.
    12. Compete: Competition is, in general, a contest or rivalry between two or more entities, organisms, animals, individuals, economic groups or social groups, etc., for territory, a niche, for scarce resources, goods, for mates, for prestige, recognition, for awards, for group or social status, or for leadership and profit. It arises whenever at least two parties strive for a goal which cannot be shared, where one’s gain is the other’s loss (a zero-sum game).
    13. Common good: The common good / commonwealth / common weal is a term of art, referring to either what is shared and beneficial for all or most members of a given community, or alternatively, what is achieved by citizenship, collective action, and active participation in the realm of politics and public service.
    14. Community: A community is a small or large social unit (a group of people) who have something in common, such as norms, religion, values, or identity. Communities often share a sense of place that is situated in a given geographical area (e.g. a country, village, town, or neighborhood) or in virtual space through communication platforms.
  • Tips:

    Start planning the project 1.

    You must start planning 2 the different stages and activities of the project.

    Where involve your team members 3 in the planning and who from your team members involve.

    A trick and a tip is to work backwards from the end goal 4 of the project. Identifying all the things that need to be put in place and done.

    “You need them and you don´t know it yet!”

    Tools:

    • Mind Mapping: Mind mapping is a highly effective way of getting information in and out of your brain. Mind mapping is a creative and logical means of note taking and note making that literally maps out ideas.
    • Personas: Helps visualize key characteristics of the people you are working for.
    • Project sponsorship: Project sponsorship is an active senior management role, responsible for identifying the project need(s), problem(s) or opportunity(ies).
    • Promises & Potential Map: This tool is a simple way to define your added value by mapping the relationship between what you do and who you are doing it for.
    • Rapid ideation: Rapid ideation is a method to explore directions and opportunities very quickly in a transparent environment to concentrate on ideas and solutions without hidden agendas.
    • Six Creative Ways To Brainstorm Ideas: Creative ways to overcome hitting a roadblock when generating ideas.
    • SWOT Analysis: Use the SWOT Tool to create a clear plan by evaluating how you are doing and what your options will.

    1. Project: A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    2. Planning: Planning / forethought is the process of thinking about and organizing the activities required to achieve a desired goal.
    3. Team members: A team is a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks.
    4. Goal: A goal is a desired result or possible outcome that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end point in some sort of assumed development. Many people or organizations endeavor to reach goals within a finite time by setting deadlines.
  • Make yourself the following questions towards your organizational needs:

      • Do you and your partners 1 have a shared 2 understanding of what you want to achieve through engagement and what is on the table?
      • Do you have a unique selling proposition 3 (a common goal 4 ) that engages every partner in the processes 5 ?
      • What is on the steak for each of you?. Work in the same direction. Is healthy to disagree, keep in mind your common goal.
      • Ensure an engagement that is sustainable and manageable for each partner organisation 6 . Settle a time frame and resource 7 amount that will be need. We recommend you to add a 20% more on top of your calculation in case some changes.
      • Are you able to coordinate information and actions across the organisations involved?. Clear up a communication channel 8 and ensure the working flow in a long term view.
      • Ask for the working situation of each partner, teams 9 change but your project continues. There for a transparent 10 working reality is needed.
      • Are you clear about what task 11 you have to do and what your working partners will do?
      • Do you know who you need to engage with for this work flow to be full fill?

    Take a coffee and reflect towards your end user needs:

      • Are you trying to ensure that what you are planning 12 , commissioning or providing meets the public’s or end users needs and preferences?
      • Do you make any social impact 13 or benefit to your society 14 with your project 15 ?. Or with any of your stakeholders 16 activities?
      • Do you have a common sustainable vision 17 that engages every partner in the processes?

    Lastly, let’s enable some effective dialogue 18 .

    We could use this  tips that we have created based on Dialogue with the public.

    And don’t forget. You can hire or connect with a facilitator 19 to start the conversations and gather the content in a useful manner.

    1. Partner:  A partnership is an arrangement where parties, known as partners, agree to cooperate to advance their mutual interests. The partners in a partnership may be individuals, businesses, interest-based organizations, schools, governments or combinations. Organizations may partner to increase the likelihood of each achieving their mission and to amplify their reach.
    2. Shared: Resource efficiency is the maximising of the supply of money, materials, staff, and other assets that can be drawn on by a person or organization in order to function effectively, with minimum wasted (natural) resource expenses.
    3. Unique selling proposition: A unique selling proposition (USP) refers to the unique benefit exhibited by a company, service, product or brand that enables it to stand out from competitors.[3] The unique selling proposition must be a feature that highlights product benefits that are meaningful to consumers.
    4. Common goal: A goal is a desired result or possible outcome that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end point in some sort of assumed development. Many people or organizations endeavor to reach goals within a finite time by setting deadlines.
    5. Processes: A business process / business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. It may often be visualized as a flowchart of a sequence of activities with interleaving decision points or as a process matrix of a sequence of activities with relevance rules based on data in the proces.
    6. Organization: An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment.
    7. Resources: In application within human society, commercial or non-commercial factors require resource allocation through resource management.
    8. Communication Channel: Communication is the act of conveying intended meanings from one entity or group to another through the use of mutually understood signs and semiotic rules.
    9. Teams: A team is a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtask.
    10. Transparent: Corporate transparency describes the extent to which a corporation’s actions are observable by outsiders. This is a consequence of regulation, local norms, and the set of information, privacy, and business policies concerning corporate decision-making and operations openness to employees, stakeholders, shareholders and the general public. From the perspective of outsiders, transparency can be defined simply as the perceived quality of intentionally shared information from the corporation.
    11. Tasks: A task is an activity that needs to be accomplished within a defined period of time or by a deadline to work towards work-related goals. A task can be broken down into assignments which should also have a defined start and end date or a deadline for completion. One or more assignments on a task puts the task under execution. Completion of all assignments on a specific task normally renders the task completed. Tasks can be linked together to create dependencies.
    12. Planning: Planning / forethought is the process of thinking about and organizing the activities required to achieve a desired goal. It involves the creation and maintenance of a plan, such as psychological aspects that require conceptual skills.
    13. Social Impact: Social impact theory was created by Mariah Castonguay in 1981 and consists of four basic rules which consider how individuals can be “sources or targets of social influence”. Social impact is the result of social forces including the strength of the source of impact, the immediacy of the event, and the number of sources exerting the impact. The more targets of impact that exist, the less impact each individual target has.
    14. Society: A society is a group of people involved in persistent social interaction, or a large social group sharing the same geographical or social territory, typically subject to the same political authority and dominant cultural expectations. Societies are characterized by patterns of relationships (social relations) between individuals who share a distinctive culture and institutions; a given society may be described as the sum total of such relationships among its constituent of members.
    15. Project:  A project is an individual or collaborative enterprise, possibly involving research or design, that is carefully planned, usually by the project assigned team, to achieve a particular aim.
    16. Stakeholders: A stakeholder in a corporation, as defined in its first usage in a 1983 internal memorandum at the Stanford Research Institute, is a member of the groups without whose support the organization would cease to exist. Whereas shareholders are often the party with the most direct and obvious interest at stake in business decisions, they are one of various subsets of stakeholders, as customers and employees also have stakes in the outcome.
    17. Vision: In business, vision is foresight, the capacity to envisage future market trends and plan accordingly.
    18. Effective dialogue: Dialogue is a written or spoken conversational exchange between two or more people, and a literary and theatrical form that depicts such an exchange.
    19. Facilitator: A facilitator is someone who engages in the activity of facilitation. They help a group of people understand their common objectives and assists them to plan how to achieve these objectives; in doing so, the facilitator remains “neutral” meaning he/she does not take a particular position in the discussion.

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