1 / 9

Open Space Technology Collaborations that Create True Partnership

Open Space Technology Collaborations that Create True Partnership. Typical spdg collaborative partners. IHEs PTIs, CPRCs LEAs Certification Office Curriculum and Instruction Office, School Improvement Office, Internal TA System Early Intervention Voc Rehab Mental Health

bmann
Télécharger la présentation

Open Space Technology Collaborations that Create True Partnership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Open Space Technology • Collaborations that Create True Partnership

  2. Typical spdg collaborative partners • IHEs • PTIs, CPRCs • LEAs • Certification Office • Curriculum and Instruction Office, School Improvement Office, Internal TA System • Early Intervention • Voc Rehab • Mental Health • Regional TA Providers • RRCs • TA Centers • Other States

  3. What is Collaboration? (With thanks to Belinda Biscoe) • Gray (1991, p. 4) defined collaboration as “a process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible.” • Gray (1985, p. 912) defined collaboration as “the pooling of appreciations and/or tangible resources, e.g., information, money, labor, etc., by two or more stakeholders to solve a set of problems which can not be solved individually.” • Mattessich (2005) defines collaboration as a mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals.

  4. steps to collaboration (Strieter & Blalock, 2006) • Step 1. Clearly define the problem: need for journey. When the need for a program has been identified, but available resources (funds, time, expertise, equipment, etc.) are not sufficient to meet needs, it is time to consider the merits of collaboration. Multiple individuals and organizations are in a far better position to contribute resources needed to improve program outcomes (Ansari, Phillips, & Hammick, 2001; Freeth, 2001). • Step 2. Identify core partnersto develop the program: travel companions(Mizrahi & Rosenthal, 200l). Collaborations are stronger and more effective if the major players are included in program development activities. Collaborations can be formed with almost any combinations of individuals, agencies, or organizations. The trick is to identify those individuals and organizations compatible with program goals that also have the resources required to support programming efforts (Ferrari & Sweeney, 2005; Mizrahi & Rosenthal, 200l; Nicola, 2005). These entities should also stand to benefit from the collaboration. The importance of including a diversity of members cannot be overemphasized. Invite members from as many diverse segments of the community as compatible with your mission. Don't forget to include policymakers, the media, business leaders, and your clientele (Alexander et al., 2003; Gardner, 2005; Nicola, 2005). • Step 3. Develop a common vision of the project to increase feelings of shared ownership: the ideal journey(Alexander et al., 2003; Boswell & Cannon, 2005; Ferrari & Sweeney, 2005; Gardner, 2005; Mizrahi & Rosenthal, 200l; Nicola, 2005). • Step 4. Ensure that everyone has a voice and is treated respectfully: travel etiquette (Ferrari & Sweeney, 2005; Gardner, 2005; Mizrahi & Rosenthal, 200l; Osher, 2002; Rebori, 2000).

  5. Steps to collaboration cont. • Step 5. Clearly define program and collaboration goals: destination(De Gibaja, 2001; Gardner, 2005; Mizrahi & Rosenthal, 200l; Nicola, 2005). • Step 6. Define process and plan of work: chart route and define travel modes(De Gibaja, 2001; Freeth, 2001; Mizrahi & Rosenthal, 200l; Osher, 2002). • Step 7. Establish and nurture trusting working relationships between collaborators: ensure travellers' confidence(De Gibaja, 2001; Gardner, 2005; Mizrahi & Rosenthal, 200l; Nicola, 2005). • Step 8. Provide benefits to members and align reward structure with collaborative goals: frequent travel points(Mizrahi & Rosenthal, 200l; Nicola, 2005; Osher, 2002). • Step 9. Evaluate program and collaboration to provide evidence of outcomes and impact: check course (Ansari, Phillips, & Hammick, 2001; Nicola, 2005). Collaborations are not self-sustaining, so periodically use a tool such as Borden's and Perkins' (1999) Collaboration Progress Checklist to ascertain whether course corrections are needed. • Step 10. Use evaluation results to modify, expand, and/or drop the collaboration in order to maximize success and/or sustainability as required by program mission: alter course as needed. If the project mission has been fulfilled, it is time to drop the collaboration (Freeth, 2001).

  6. Four Principles • Whoever comes is the right people • Whatever happens is the only thing that could have • Whenever it starts is the right time • When it's over, it's over • and one law

  7. The Law of Mobility

  8. TOPICS Suggested by Planning Team • How are you working pro-actively with IHE Decision-makers? • -Matt Giugno, NY • Special/General Education Collaboration • Jon Dyson, RI • Consortiums for IHEs • -Renee Scott, KY and Matt Giugno, NY • Parent Involvement • -Rorie Fitzpatrick, NV • Evaluating Effectiveness of Collaboration Strategies • -Pam Williams, MO and Wilma Jozwiak, NY

More Related