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Strengthening cooperation
No individual or organisation can change the world on their own. What really makes a significant impact almost always arises where people and organisations join forces – where different strengths, experiences and perspectives come together to create something that no one could have achieved alone. Strengthening collaboration is therefore not a soft management task to be dealt with when there is time to spare. It is a strategic necessity – particularly in humanitarian work, where complex problems require complex solutions and where a strong network of reliable partners often makes the difference between effective aid and well-meaning but ineffective individual efforts.
What makes for strong collaboration
Collaboration is not the same as coexistence. Organisations that work alongside one another without really engaging with each other are not collaborating – they are working in parallel. Genuine collaboration arises where a common goal is pursued, where information is shared openly, and where those involved are prepared to put their own interests aside in favour of the shared outcome.
That sounds easier than it is. In practice, collaboration always involves some tension: different ways of working, differing priorities, unclear responsibilities or simply communication problems. This tension is normal – it is part and parcel of working together. What matters is how they are dealt with. Organisations that address conflicts openly and resolve them together strengthen their collaboration through this process. Those that ignore tensions or sweep them under the carpet risk small problems turning into major obstacles.
Strong collaboration is based on three pillars: mutual trust, clear agreements and open communication. Without trust, collaboration remains superficial. Without clear agreements, misunderstandings arise regarding roles and expectations. And without open communication, problems cannot be identified and resolved in good time.
Cooperation within organisations
Before an organisation can collaborate successfully with others, it must be well-organised internally. Departments, teams and individuals who work in silos and barely communicate with one another cannot build strong external partnerships – because the foundations for this are lacking internally.
Shaping team culture deliberately
A strong team culture does not develop by chance. It is shaped by specific decisions, behaviours and rituals – and it starts with leadership. When leaders communicate openly, actively seek feedback and set an example of collaboration, this sets a standard that spreads throughout the whole team.
A good team culture also involves dealing with mistakes. Teams in which mistakes are openly discussed and analysed together learn more quickly and work more closely together than those in which mistakes are concealed or blamed on others. Psychological safety – the feeling that you can speak your mind without fear of negative consequences – is one of the most important prerequisites for effective teamwork.
Establishing structures for internal collaboration
Goodwill alone is not enough. For teams to work together effectively, they need structures that facilitate this: regular opportunities for discussion, clear lines of communication and transparent decision-making processes. Anyone who first has to work out who to involve in which decision wastes time and energy that could be better spent on the actual work.
The following measures significantly strengthen internal collaboration:
- Regular cross-team meetings that not only convey information but also facilitate genuine dialogue
- Shared objectives that unite different teams and provide direction beyond their own departments
- Clear lines of responsibility and points of contact that set out who works together on which issues and how decisions are made
- Open documentation that ensures relevant information is accessible to everyone and does not get lost in individual minds or inboxes
Establishing and maintaining external partnerships
As well as internal collaboration, external partnerships are a key factor in the success of many organisations. In humanitarian work in particular, strong partner networks make it possible to pool resources, expand reach and share knowledge that would not otherwise be available internally.
Successful external partnerships are not created simply by signing a cooperation agreement. They are built through ongoing nurturing – through regular dialogue, mutual support and a genuine willingness to remain reliable even when it is inconvenient. Public-private partnerships, for example, which bring together resources from the business sector and civil society, can generate significant synergies – but only if both sides have clear expectations and are prepared to make a long-term investment.
The following principles help to maintain strong, long-lasting external partnerships:
- Taking reciprocity seriously: A partnership from which only one side benefits is not a partnership – it is a relationship of dependency
- Regular exchanges, even outside specific projects, to foster relationships and deepen mutual understanding
- Dealing openly with difficulties before they turn into conflicts
Collaboration as a competitive advantage
Organisations that collaborate effectively – both internally and externally – are demonstrably more effective. They learn faster, respond more flexibly to change and reach more people with their programmes. In a world where the challenges are greater than the resources of individual organisations, strong collaboration is not just a nice-to-have. It is the key factor in turning good intentions into real impact.