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B325_MTA_Instructions_Fall 2016Chapter 1

Q: Define collaborative advantage and collaborative inertia?Collaborative Advantage: is when collaboration between several bodies (industries, agencies, governmental bodies, etc.) allows to achieve efficiency, growth, progress, etc. reference their alliance (5 Marks).Collaborative Inertia: is when collaboration between two or more entities induces a slow progress without achieving any tangible outcome (5 Marks).

Q: Explain the six bases of collaborative advantage as presented in the course material? Or = Q: Identify and discuss the bases for collaborative advantage. Support your answer with examples?1) Access to Resources: Organizations often collaborate if they are unable to achieve

their objectives with their own resources. Sometimes this means pooling financial or human resources, but more often it allows to bring together different resources including technology or expertise. For example (1): inter-Company collaboration over taking a product to the market è One company provides the product and the other provides the access to the market.And examples of types of industries that choose this type of collaboration such as:

a) Very small entrepreneurial businesses.b) Large companies such as pharmaceutical industry (where both activities –

marketing and production are complex)c) Companies seeking new markets in new geographical areas

For example (2):Collaborations involving organizations in the non-profit and public sectors as to share resource, expertise, knowledge and connections. Such as, the police, legal professions, probation services, schools and neighborhood and youth groups collaborate over youth criminal justice issues.

2) Shared Risk: Organizations collaborate because the consequences of failure on a project are too high for them to risk taking it on alone so They share the risk. For example: Collaboration between cost-intensive research and development organizations.

3) Efficiency: Governments have often seen private organizations as being more efficient than public ones, and so he latter has promoted public-private partnerships (collaboration). Four different perspectives on efficiency: a) Efficiency stems from the notion of economies of scaleb) Efficiency related to outsourcing activities (example: companies may outsource

support activities such as cleaning and catering to other companies who can gain economies of scale)

c) Operational efficiency : many purchasing and supply chain alliances are of this sort. Purchasing companies gain efficiencies by ensuring that the delivery of product is done on time and as per the agreed price. Supplying organizations gain efficiencies by having a relatively predictable market.

d) Coordination of public service delivery to avoid duplication in service provision and thus ensure efficiency.

1By: Sara Hilal Alkhaldy_ based on previous exams & book

4) Co-ordination and Seamlessness: coordination is an important element to achieve efficiency. Coordination: is the act of organizing, making different people or things work together for a goal or effect to fulfill desired goals in an organization.Coordination is a managerial function in which different activities of the business are properly adjusted and interlinked.and coordination is not always concerned with seamlessness: -• Repetition (duplication of an activity)• Omission (leaving gaps in activity)• Divergence (diluting activity across a range of activities)• Counter production (pursuing conflicting activities) are pitfalls obstructing

collaboration.5) Learning: while collaborations are set up to pursue some joint activity, some are

created with the aim of mutual learning. For example: staff from automobile industry acting as trainers for their suppliers of components/parts

6) Moral Imperative: the most important reason for being concerned in collaboration is a moral one. • Issues facing society (such as crime, drug, poverty, conflict, health promotion,

economic development, etc.) cannot be tackled by any organization acting alone. • Collaboration is essential to alleviate any problems at the organization, industry,

society and national levels.

Chapter 2Q: Identify, define and critically discuss in detail the two types of goals. Support your answer with examples?1) Superordinate Goal: a superordinate goal is like a “slogan” to induce/encourage

people, to translate a message to people• “A Superordinate goal captures “the heart”. It focuses mainly on affect; it appeals

to emotion. • A Superordinate goal is a bottom-up goal. Bottom-Up goals are more powerful

than Top-Down goal since they are expressed in the language of the employees.Three questions allow the development of Bottom-Up Superordinate goals:

1- Why do we exist as a unit?2- Who should miss us if we are gone?3- What is our primary source of discontent?

Examples of Superordinate Goal: • “I have a dream” – Martin Luther King; • “The just society” – Prime Minister of Canada, Pierre Trudeau; • Ask not what your country can do for you – ask what you can do for your

country” – John F. Kennedy• “Learning through entertainment” – Walt Disney

2) Goal setting (SMART goal): goal setting is a cognitive variable (i.e. based on understanding, knowledge, observation, reasoning), whereas Superordinate goal aims only to affect. • Goal setting is the manifestation of needs and values. • The purpose of goal setting is to make the Superordinate goal concrete, to move it

from emotional to concrete action steps.


• To achieve that goal must be Specific, Measurable, Attainable, Relevant and have a Time-frame.

• In other words, we need to have a SMART goal as to transfer a “Superordinate goal” into a “concrete goal”.

Example: Walt Disney• Superordinate goal: “Learning through entertainment”• SMART goal: Putting in place the Epcot center that allows people to be more

knowledgeable and wiser after passing a day at the center than they were in the morning when they came.

Q: Identify and discuss in detail the three characteristics needed to ensure a good goal setting?Managers need three characteristics to ensure a good goal setting which are: -1- Integrity: -• Commitment to Superordinate and SMART goals is a must. • Managers need to make sure that what they are saying is in line with the pre-set

goals (Superordinate and SMART goals). • They need to pay extreme attention to the signals that they send unconsciously. • Leaders need to set learning goals to make people comfortable. • Informal channels are seen in general better than formal channel as to the

achievement of goals (discussion with employees over coffee, at lunch, etc.). The managers can ask the employees about their opinion as regards the SMART goals set, if they are still applicable, what need to be changed, what actions are taken by the management and are hindering the goal achievement.

2- Accessibility: -• It is difficult to be an effective leader when you are inaccessible to the people who

are on your team. Leaders need to be accessible for two reasons:1) Let people know what they are doing is noticed and appreciated with regard to

goal attainment2) To encourage opposition with the goals that are set. People in general have a

tendency to commit to what they know is wrong (Groupthink). People need to say their honest opinion if to achieve goal even if it is against leader opinion

• Leaders need to reinforce their behavior in accordance to Superordinate and SMART goals. If they do not do so, indifference/laziness might emerge. As such recognizing people and being close to them is an effective way to laziness and indifference. Consequently, in goal setting, sense of unity, sense of one team is very important. In addition, employees need to feel that their needs and welfare are taken into consideration.

3- Measurement: -• “Which gets measured, gets done”. • Measurement conveys clearly what organizational decision makers believe is

important, versus what they say is important. • Effective leaders ensure that the measurement system is aligned with the

Superordinate and SMART goals.


• When dysfunctional behavior is observed, the cause more frequently lies in the goals and/or measurement system than it does in the person who is exhibiting the behavior.

• Measurement systems have to be set in accordance with the goals. If you change the goal, than the behavior should be changed and hence the measurement system.

•

Chapter 3How Goals Go Wild??When goals are too specificUnfortunately, goals can focus attention so narrowly that people overlook other important feature of a task. For example: Simons and Chabris’ researchers asked participants to watch a video in which two groups of players pass basketballs. One group wears white shirts; the other group wears dark shirts. As result of this narrow focus, most participants fail to notice when a man wearing a black gorilla suit walks into middle of the screen, pounds his chest and walks off screen and concentration on the counting task.Three situations (types): -1) Narrow goals: when people narrow their focus on the specific task required and

hence outcome expected. Such focus will “blind” people from other important issues that appear to them unrelated to the goal.

• Tendency to focus too narrowly on goals is compounded when managers plan the wrong course by setting the wrong goal (e.g. setting revenue instead of profit goals). So, setting the correct/appropriate goal is a difficult process.

• Goal setting may cause people to ignore important dimensions of performance that are not specified by the goal-setting system. For example: a group of students are requested to proof read a paragraph that contains both grammatical and content errors. When students were given instruction to correct grammar or content (specific goal), the result wasn’t that satisfying. Many grammar or content errors were not corrected given that the focus was not general but specific (either on grammar or on content) Yet, when students were requested to correct the paragraph as a whole with no specific indications (do your best), students were more likely to correct both grammatical and content errors. So when no specific goal is set, people will look at the general image which might give better results.

• When managers set specific goals, they often fail to determine the broader results of their directives. The presence of goals might lead employees to focus on short-term gains and lose sight of potential devastating long-term effects on the organization.

2) Too many goals: when multiple goals are pursued at one time, this might cause problem for employees. Employees tend in that case to focus only on one goal. Some types of goals are more likely to be ignored than others. For example: researchers gave participants both quality and quantity goals. When quantity and quality goals were both difficult, participants sacrificed quality to meet the quantity goals è Goals are easier to achieve and measure (such as quantity) may be given more attention than other goals (such as quality)


3) Inappropriate time horizon: even if goals are set correctly, time horizon to achieve them may be inappropriate.Goals that emphasize immediate performance (e.g. this quarter’s profits) prompt managers to engage in myopic, short term behavior that harms the organization in the long run (for instant: companies that issued quarterly earnings reports frequently (short term goal) tended to invest less in research and development (long term goal)) è The efforts to meet short-term targets occurred at the expenses of long-term growth. For example :New York City cab drivers; Cabs start to disappearing more quickly on rainy days than on sunny days , because of specific daily goal most cabs driver set. The time horizon problem is demonstrated as “post-pellet pause” means inactivity once a goal is achieved people relax and rest. For examples, a salesperson after meeting monthly sales quota, may spend the rest of month playing golf rather than working.

When goals are too challenging• It has been demonstrated that a positive linear relationship exists between the

difficulty of the goal and the employee performance. As such, to inspire effort, commitment, and performance, goal should be at the most challenging level possible but should not be so challenging that employees see no point in trying.

• Nevertheless, stretch/challenging goals can have serious side effects from shifting risk attitudes to promoting unethical behavior to triggering the psychological costs of goal failure. Three situations (types): -

1) Risk taking:• Goal setting distorts risk preferences. People motivated by specific, challenging goals

adopt riskier strategies (reference the assumption that high risk = better performance and higher profits) than those with less challenging goals or vague goals.

• Goals harm negotiation performance by increasing risky behavior. Negotiators with goals are more likely to fail to reach a profitable agreement than are negotiators who lack goals.

• The excessive focus on goals might hence lead to risk-taking behavior (cause of many real world disasters) Example: Continental bank in the U.S. was one of the most important banks. The bank set a new goal, and that is to increase within five years the magnitude of the bank’s lending ability.To achieve this objective, the bank changed its strategy, bought loans from smaller bank and pursued borrowers. It could have been the seventh-largest U.S. bank if its borrowers had been able to repay their loans; instead, following massive loan defaults, the government had to bail out the bank.

• Check other examples on pp. 26 (mount Everest disaster)

2) Unethical behavior: - Goal setting is seen as a powerful motivation tool yet; it can lead and promote

unethical behavior. Goal setting can promote two different types of cheating behavior (unethical

behavior):


When motivated by a goal, people may choose to use unethical methods to reach it. Example: at sears, and in order to reach the specific, challenging goal set by the administration, employees charged customers for unnecessary repairs.

Goal setting can motivate people to report that they have met the goal when in fact they fell short. Example: employees from a certain organization who were driven to reach sales target reported sales that never took place.

Goal setting is not the only cause of employee unethical behavior. It is an important ingredient but other aspects interfere as well: Lax oversight Financial incentives for meeting performance targets Organizational culture with a week commitment to ethics.

The interplay between goal setting and organizational culture is extremely important. An ethical organizational culture can restrain in the harmful effects of goal

setting, but at the same time, the use of goals can influence organizational culture. Given that small decisions within an organization can have broad implications for

organizational culture, the aggressive goal setting within an organization increases the likelihood of creating an organizational climate ripe for unethical behavior.

Goal setting might motivate unethical behavior.

3) Dissatisfaction and the psychological consequences of goal failure: - When problem embedded in stretch goals is the possibility that the goal may not be

reached which will lead to satisfaction. Decrease in satisfaction will influence how people view themselves and have important consequences for future behavior. Consequently, perceptions of self-efficacy are a key predictor of task engagement, commitment and effort.

In other words, one needs to believe in his/her personal ability and overall intelligence as to be able to reach the goal.

Chapter 5Q: Define supply chain network (SCN) and explain the need for a focal actor in the supply chain network (10 Marks/5 Marks). Definition of Supply chain networks (SCN) (5 Marks)SNC embody collaboration of more than two firms. Their members maintain highly-intensive and recurrent interactions with each other based on formal and informal contracts.Need for a focal actor (5 Marks)To support its structure and strategic nature, a focal actor tends to set the network strategy and coordinate its implementation in a hierarchical manner. This focal actor is typically recognized by the consumers as “responsible” for the specific product. The managerial task of the focal actor is to deal with problems of cooperation and coordination. While the problems of cooperation arise from the conflicts of interests, the problems of coordination originate from unawareness of the existing interdependencies or the lack of one’s knowledge about the behavior of others (uncertainty). More specifically, problems of cooperation and coordination can be viewed as a consequence of distinctive goals that are established at the firm and network levels of collaboration.


Q: As a result of interrelationships between firm-level and network-level goals, goals of supply chain networks can be grouped into three categories: compatible, conflicting and indifferent goals. Explain each of these THREE categories (15 Marks)

The three categories of goals are: 1) Compatible goals,2) Conflicting goals and3) Indifferent goals

1) Compatible goals : are the goals that can nurture the achievement of each other; without having compatible goals at the firm-level, the achievement of network-level goals is most probably impossible. For example, at the network level, the goal set by the focal company may be to achieve a certain level of chain quality based on the introduction of a tracking and tracing system. One individual network actor complementary goal in this case could be to gain necessary knowledge from a supply chain network about requirements of a corresponding certification scheme. If network actors lack such knowledge, then the achievement of chain quality is problematic.

Compatible goals may exist as a result of a high level of agreement on the nature of, and approaches to, tasks to be undertaken by individual actors. As each member of a network specializes in performing particular functions, such an agreement indicates the members’ awareness and readiness to contribute to the achievement of network-level goals.

2) Conflicting goals: are the goals that can hinder the achievement of each other. As individual actors have different characteristics, tasks, responsibilities and reward expectations, their goals can conflict with network-level goals. Very often, conflicting goals arise not because of goal incompatibility itself but because of disagreement on how to achieve common goals. Conflicting goals can become apparent, for example, due to actors’ distinctive views on transaction-specific investments, e.g. needed to install electronic data interchange. Coping with such goals requires additional efforts by the network’s management because compliance of individual exchange partners with the network is crucial to the achievement of network goals and, therefore, for network functioning.

3) Indifferent goals: are the goals of the different network levels that have no impact on each other. Indifferent goals exist because there is no overlap of individual interests and actions with those of the network level. For instance, a network-level goal of total chain quality can have no relation to the firm-level goal of gaining a higher reputation from participating in a network. These goals, however, can indirectly influence the network’s effectiveness. For example, unsatisfactory perceptions of reputation effects from cooperation can reduce the individual firm’s desire to contribute to chain quality improvement.

By including the interrelationships between goals set at the different network levels in collective strategies, the focal company creates preconditions for the achievement of network goals and thereby makes the network perform effectively.


Q: Discuss the challenges and main responsibilities handled by a focal actor (24 Marks).Challenge facing focal company and action to be taken: (12 Marks)- Challenge facing the focal company: the structuring of the exchange relationships so

that its suppliers and customers remain in the relationships and act in the best interests of all the parties.

- From the focal company’s perspective, it is necessary to develop a strategic approach which accounts for the objectives of all the chain actors and is agreed upon by them. Such an approach is defined as a collective strategy. Collective strategies are seen as a type of strategy implemented for and by collaborating organizations. Because collaboration per se implies joint work of numerous actors to achieve common goals, collective strategies can be subsumed as those aiming to create a framework for the achievement of common goals.

In supply chain networks, adoption of the collective strategy is most often initiated by the focal actor who goes beyond addressing its own goals and proposes ways to achieve network goals.

The focal firm has to take particular interest in the achievement of both levels of goals; those of the network and those of the firm.

Definition of the network level goals: The network level goals are defined as the predefined set of outcomes which can be achieved only if all the network actors work together to achieve them. Such goals can be regarded as common to or shared by all the network members, and their achievement is the essence of collaboration.

Responsibilities of the focal firm: (12 Marks)The focal firm is responsible not only for implementation of collective strategies but also for setting network level goals. The focal firm has to ensure that all the members pursue network-level goals. - Network-level goals are not to be considered solely. The firm-level goals are to be

measured as well because networks involve relationships among individual firms. - Although effective functioning of the network requires goal consensus among the

members, each actor enters the network with its own objectives. An attempt to achieve them can affect the achievement of network level goals.

- Firm-level goals might include, for example, access to resources or markets, increased sales, risk reduction, etc.

- Non-achievement of goals of the particular members can lead to the network’s collapse if these members cannot be equally substituted.

For a network to perform effectively, it is very importance that the goals set at the different levels are achieved to a satisfactory extent. The focal company has to consider specific interrelationships that can occur between goals of the different levels and can create conditions either favoring or constraining the achievement of the whole network’s goals. Hence, the effectiveness of the supply chain network is subject to influence by network goals.


Q: To reach consensus on network-level goals, goal compatibility between the network and firm levels is highly important. Define and discuss what is meant by goal compatibility. Identify and discuss, in the case of absence of goal compatibility, the two types of power that can be used (23 Marks).

Goal Compatibility (11 Marks) Consensus on network-level goals depends on firms’ perceptions of compatibility

with their own goals on an ongoing basis. Perceived incompatibility of goals leads to conflict among network actors and makes them perform worse. The task of the focal company is to maintain goal compatibility between the different levels of the supply chain network.

The degree of goal compatibility is generally measured by:1. how compatible social and organizational characteristics of the network actors are.

The social context in which partners operate is partly defined by the cultural and institutional backgrounds of the partners. Furthermore, the similarity of cultural values may reduce misunderstanding between the partners while lack of fit with a partner’s culture leads to poor communication and mutual distrust.

2. The extent to which the firm-level objectives match the network level goals depends on organizational compatibility. Dissimilarities in organizational structures and processes can create problems in coordination by causing disagreements over operating strategies, policies, and methods. Organizational dissimilarities are typically manifested in differences of capabilities and strategies of firms. Opinions of the network actors about managerial routines, marketing policies, quality control, etc. may differ from those of the focal company. Thus, it is necessary to ensure a certain level of cultural, organizational and strategic fit of the network actors.

Incidence of Absence of goal compatibility (12 Marks/6 each) Where goal compatibility is absent, there is a need for a power process. The notion of power typically arouses associations with explicit domination of one actor over the others. We have two types of power: coercive power and non-coercive power.

Coercive power (6 Marks) The focal actor can employ hierarchical mechanisms (e.g. control, sanctions) to make

the participants comply with the network-level goals. However, not always acting in such a way will have positive effects on partner compliance. Moreover, the exercise of power based on coercive sources, e.g. financial penalties or withholding of important support, can aggravate communication difficulties caused by cultural dissimilarities and elevate any underlying causes of conflict to a manifest state. Thus, the use of hierarchical authority can deepen incompatibility between the network-level and firm-level goals, especially in the case of great cultural and geographic distance.

Non-coercive power (6 Marks) Partnering and supply chain management strategies include also mechanisms which

represent non-coercive bases of power. The use of such mechanisms as rewards, identification, and information exchange enhances the partners’ willingness to exert effort for the network-level goals. Furthermore, such a mechanism as


recommendations helps to achieve the desired perceptual change of objectives and subsequent performance of the intended behaviors.

Chapter 9Definition of Trust: is about the expectations that partners have about their collaboration and about their partners’ future behaviors in relation to meeting those expectations. The anticipation that something will be forthcoming in return for the efforts that are put into the collaboration

two perceptions about trust: -1) Perceptions about power, control and lack of trust: -– Trust and respect is important if collaboration is to be successful and enjoyable.– Also communication and trust are very important.– Issues concerned with power-relation seem to be significant contributors to mistrust

and obstruct of trust building practitioners argue for the need to: -• Deal with power differences as to minimize inter-agency hostility and mistrust and

use phrases such as; “power games power plays and power struggles suggest that power issues are frequently seen to be problematic.

• Minimize glory seeking and claiming of credit that are seen as manifestation of power– The need for public sector organizations to have their involvement in a collaboration

acknowledged may be relevant to their ability to secure future funding upon which their survival may depend. In contrast, in the private sector the concern is usually directed at the extent to which individual organizations’ aims are met by the collaboration so taking credit for joint achievement may not be so much of an issue. however the relationships between power, control, and trust are similar.

– In the absence of trust, there are concerns about the imbalance in partners’ management control can be found in private sector. The positive link between level of control and performance naturally means that managers are only willing to relax control in situations where trust is high.

2) Perceptions about trust building:– The development of trust is one of the most important alliance competencies – It is how trust can be built and continued? Practitioners view all collaboration

themes and include the following:• Have clarity of purpose and objectives• Deal with power differences• Have leadership but do not allow anyone to take over• Allow time to build up understanding• Share work load fairly• Resolve different levels of commitment• Have equal ownership and no point scoring• Accept that partnerships evolve over time – It emphasis also on the importance of communication in particular and the need to

communicate and share information on a range of issues.


– However, we should keep in mind that the above suggestions are not enough on their own given that each one when implemented has a different set of problems. Consequently, what is suggested, is as follow:

• Instead of starting by building trust, one should start by aiming for modest but achievable outcomes as to work later on an incremental process of trust building.

– More realistic approach to the management of trust would require the simplification of the cyclical trust building process whilst simultaneously bearing other related “nurturing activities”. “in mind.

The trust building loop aligns itself with the “small wins” approach trust is gained via successful implementation of low-risk initiatives. In managing trust, there is hence a need to assess the specifics of each collaborative situation with regard to the level of associated risk and the level of trust existing between partners and whether trust can be built incrementally or needs a more rapid process. In what follows, we will reflect on three aspects:1. Initiating the trust building loop : to initiate the trust building loop, managers need

to have the ability to form expectations and manage risks. Form Expectations: two aspects: -1) Identifying partners: Complexity and ambiguity are the main two characteristics of collaborations. They

act as barriers to trust building “Explicit” membership where the members agree on who is involved and in what

capacity is an primordial element for the collaboration Such objective is not easily achieved given complexity; especially that of complex

hierarchies. 2) Agreeing collaboration aims: Establishment of joint purpose is another problem that needs to be resolved Cleared and agreed upon aims are very important as to determine why collaboration

exists, why different organizations are part of it, what are the role of each, etc. Nevertheless, in real life circumstances, such clarity is not easily achieved because of

hidden/unstated aims, various episodes that rule the collaboration circumstances. To agree on collaboration aims, there is a need to have explicit goals as well as

discussion permitting to discuss about the future expectations of the collaboration.

Managing risks: Risk is usually associated with the notions of opportunistic behavior and vulnerability. Risk managed when the aim is building trust, needs to ensure that any future

collaborative advantage can realistically be foreseen and is shared. Risk management suggests an upfront negotiation process of the collaborative aims,

to clarify potential partners’ expectations as well as willingness to implement the agreed collaborative agenda.

A particular effort is requested as to understand the variety of hidden agendas, personal goals, territory control , power bases and collaboration structure.

To understand all of these aspects, we need to have an important process of communication as to understand the complexity of goals


However, such process is very time and resource consuming and require a great deal of management skills.

This type is only recommended when trust cannot be build incrementally.

2. Sustaining the trust building loop: 3 aspects: -1) Managing Dynamics: To sustain the loop, participants need to work together and become more ambitious

about their joint venture. However, an important feature of collaborations – dynamics often leads to

discontinuities in the virtuous circle Changes in the environment (government policies/pressures, competitors promoting

new initiatives, etc.) Organizations come and go either in response to changing purpose or because

themselves have changed Key organizations cease to exist and new relationships are developed. Individual representatives come and go Maintaining stability over time in the membership is thus rarely possible Maintaining stability can happen in one case if partners have a history of working

together or are very mature in their ability to handle collaborative situations The conditions required to sustain the trust building loop do not often pertain. Hard earned agreements, trusting relationships disappear as members leave the

collaboration New members often disturb the equilibrium and new efforts are required to “fast

track” them. Sustaining the trust building loop requires a continuous attention to the dynamics of

collaboration and the implications on trust from changes in individual representing the collaborating organizations.

2) Managing Power Imbalances: Power issues challenge as well the sustainability of the loop Larger organizations are more powerful than smaller ones. Such imbalance in power

get in the way of trust building. The maintenance of trust requires a resolution of unequal power

The process of collaboration will inevitably render some partners more central to the collaboration than others despite the dependence of one over the other. Such power imbalance is viewed as “principal” versus “subsidiary” partners.

To sustain the trust building loop long enough to achieve collaborative advantage, requires finding ways of ensuring that shared power is maximized:

Appreciation of the inevitability of power imbalances Understanding of the way in which balances of power tend to change during the life

of the collaboration 3) Nurturing the Collaborative Relationship: It refers to the need to manage all issues related to collaboration from identification of

partners, to complexity and multiplicity of aims, to risk and vulnerability, to complexity and dynamics of collaborative structures, to power imbalance.


Failing to manage all these issues will cause the trust loop to break and hinder the achievement of collaborative advantage.

Even when trust is present, continuous effort is needed to sustain sufficient level of trust.

Explicit consideration of management structure, power imbalance, level of commitment and conflicting views of aims need to be done in addition to con continuous nurture process.

3. Managing trust building in practice: -

Initiating the trust building loop(Weak Trust)

Sustaining the trust building loop(Presence of Trust)

“Comprehensive” trust management(ambitious collaboration)

Manage risk as an integral part of trust buildingExplore complexity of structure and aims e.g. by:• Identify with whom to network and build

trust• Assess sources of power and influence• Explore who can act• Explore differences in organizational

purposes• Negotiate agreement on aims• Exploring willingness and ability to enact the

agendaAssess potential for achieving collaborative advantage and whether associated risk can be managed and is worth taking

Nurture, Nurture, Nurture!!!Facilitate trust building cycle:• Keep nurturing relationships by

carefully managing all aspects of the collaborative process including communication, power imbalances, conflicting views on aims, etc.

Maintain a high level of trust to create the basis for collaborative advantage

“Small wins” trust management(modest collaboration)

Adopt small wins approach to trust buildingInitiate trust with relevant partners and aims e.g. by:• Beginning to identify with whom to build

trust and• Getting started by undertaking modest but

joint actionsGet started without having to deal with all aspects of trust building

Manage instabilityManage dynamics and power imbalances, e.g. by:• Keeping momentum when trusted

members leave the collaboration• Putting effort into fast tracking new

members into the trust building loop• Finding ways in ensuring that shared

power is maximizedSustain trust gained long enough to reach and then work with a comfortable level of trust

Chapter 10

Power is considered in ways that are more collaborative, as a way of enhancing the joint venture and to empower others. Identify the three types of power and discuss the characteristics of each (15 Marks; 5 each). ??Or = Q: Identify and discuss the three different types of power (15 Marks)??


1) Power Over: - It’s an own gain perspective The concern is with the control of the relationship and thus power over others Such mechanism is mainly used when trust fails Notion of bargaining power relates to this form of power It is not always clearly recognized. It can be made to look harmless as a positive move towards trust building This type of power is as well known by discursive power; i.e. a logical type of power

which means that power is attributed to people because of the way we, collectively, talk about them.

2) Power To: - It is used for the mutual gain of the relationship. Power is exercised by one party in the interests of the collaboration as a whole. It can be used as well by one party over another as a way of maintaining stability in

relationships. This perspective lies between power over and power to. Power to draw from others is also borderline depending whether the power is drawn

jointly by the partners or by one from the other. To influence decision making process, organizations need to draw on each other. Such attitude will permit to take away the negative connotations of power, emphasizing its definition as “the ability to do” and suggesting that collaboration can unite and extend individual power

3) Power For: - It is concerned with using collaboration to transfer power to another party or parties. The notion of shared power sits on the border between power for and power to

perspectives. It is a mutual gain perspective given the “shared transformed capacity” It refers to “user involvement”, implicating that power is being given away by the

provider of goods and services Such process is hence summarized in the concept of collaboration empowerment Collaboration empowerment is defined as the capacity to set priorities and control

resources Capacity building is very much emphasized here for both weak and strong parties.

“Power over” has an effect on both macro and micro levels. Discuss the effect at the macro-level (18 marks)at the macro-level various sources of power are identified and the power is not stable but it changes over time. Various Sources of Power are: - Bargaining power : it derives from having some type of resource that another party

needs. The resource is often in the form of skills, knowledge or information as well as more tangible forms. The strength of bargaining position can change over time, especially if one organization acquires a resource that was scarce.

Mismatches in the importance of the collaboration aims of partners : if it is relevant to one organization than other, the former is in a poor position to bargain.


The availability of alternative ways to tackle the issue, of alternative partners, etc. put an organization in a strong bargaining position.

Structural relationship between partners : those with acknowledge authority clearly have a source of power. In addition, those that have relationships with many other organizations are in a strong position to influence others in the network.

The way that power changes over time: - The balance of power changes over time in several respects . It may shift from one

partner to another as the collaboration develops. This is very obvious in situations where knowledge is transferred between partner

organizations, agenda is approved and new activities come to the front. The power may shift as well between individuals within organizations If the collaborative process is working effectively, power can be shared as partners

learn how to trust each other However, there is a tendency that power becomes unequal with time.

Chapter 12A: Discuss the interrelation between the three media (3 Marks)– Structure influence process designs and what participants can do. – Processes influence the structures that emerge and who can influence the agenda. – Participants influence the design of both structure and process.

B: Discuss in detail the three media (30 Marks/10 each) ??1) Leadership through structure: -– The structure of a collaboration is taken to be the organizations and individuals

associated with it and the structural inter-connections between them. – Structure is seen as a “complex medium of control which is continually produced and

recreated in interaction and yet shapes that interaction”. – Leadership and structure are similar concepts, with much of the influence of a leader

being depend upon the way that organization structure affects the potential for relational leadership

– Structure affects the way people act but does not prevent deliberate action– The development of structures normally emerge out of the practical reality of the

tasks that they tackle– Structures play an important leadership role because they determine:• Who may have an influence on shaping a partnership agenda• Who may have power to act • What resources may be tapped

– Given that collaborative structures play such an important role in shaping and implementing the direction of the partnership, it is significant that they are often not within the control of members of the collaboration (they are imposed structures by policy makers, funders, etc.).

– The imposed structures can be intrusive determining:• Which organizations are involved• How they make be organized• Which organization will take the lead.


2) Leadership through process: -– The processes integral to a collaboration also plays significant role in shaping and

implementing a partnership’s agenda. – Process refers to formal and informal instruments such as:

Committees, Workshops, Seminars, Telephone, fax, email, etc. – Via these processes the collaboration’s communication takes place. – The way in which and the frequency by which members communicate are the obvious

components of processes. – Some processes encourage members to share information and develop common

understanding of issues, whereas others hinder active communication è Processes may empower (or not) potential members to have access to debate concerning the partnership’s agenda.

3) Leadership through participants: -– Participants play a powerful leadership role in influencing the agenda. – Participants include: individuals, groups, and organizations– Any participant who has the power and know-how to influence the partnership

agenda may take the lead. – The notion of a leader with a hierarchical power over the followers does apply in

collaborations è the potential for exercising “decisive control” by virtue of formal position is reduced. There are participants who are acknowledged by others to have an authority to lead reference their position in the partnership structure (positional leaders)

– Many types of positional leaders may be identified:1) A “lead organization” that can be the organization that convened the collaboration in

the first place, or a “host organization” which houses the collaboration physically and administratively. Individuals within the “lead organization” enact leadership and gain greater authority to do so through working “on behalf of the lead” organization

2) A management committee, board or steering group comprising individuals representing organizations associated with the collaboration. Many collaborations appoint a member of one of the participating organizations to the individual positional leader role of the committee, board or group. This position affects the facility for other group members to enact their leadership roles. A dominant “leader” has the positional power to influence strongly their decisions, whereas a weak one may leave them directionless.

3) Researchers, facilitators or consultants may be commissioned as well to help members of the collaboration to manage their collective working processes or provide other support. Their role is regarded as being explicitly neutral to the collaborative agenda., yet any intervention is likely to have an effect on the direction of the collaboration


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