Collaborative Ecosystems Between Organisations

Jonas Wells, Susanne Burgstaller, Marika Tammeaid, Mark McKergow,Jesper Hankovszky Christiansen & Dominik Godat

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Introduced by John Brooker

We are delighted to feature this case study on the use of SF within inter-organisation collaboration, a collaboration that has been working for 15 years. You can view the video above or download / listen to the audio on Soundcloud below. As well we have added an associated article by Marika Tammeaid below.

In “Collaborative Ecosystems Between Organisations”, Jonas Wells, interviewed by SF colleagues, presents a detailed account of the work done by Jonas and his colleagues to coordinate a large-scale collaboration between various public agencies in Sweden A collaboration particularly focusing on social insurance, job centres, municipalities, and healthcare. This collaboration aims to support individuals who often fall through the cracks of siloed services, particularly those dealing with unemployment and long-term health issues, including mental health. Jonas has been in this role since 2005 and has spent the last decade working to ensure that these collaborative efforts are effective and progressive.

Key Collaboration Aspects:

1. Collaboration Across Agencies: The work involves bringing together different agencies—national, regional, and local—to work in a coordinated manner, ensuring that individuals receive comprehensive support without falling between the gaps of these services.
2. Focus on Effectiveness and Progress: A central theme is the continuous questioning of whether the collaborative efforts are making a meaningful difference. This includes gathering data, conducting interviews, and creating indicators that can show progress at a national level. The information is then shared with the government and used to inform future work.
3. Inclusive and Open Process: Jonas emphasises the importance of inclusivity, ensuring that all voices are heard, from service users to professionals and politicians. The process is designed to be open and participatory, allowing for contributions from a wide range of stakeholders.
4. Micro and Macro Focus: There is a strong emphasis on the importance of micro-processes (small steps, careful communication) in contributing to macro-level outcomes (large-scale change). Jonas explains the art of crafting communications, such as emails, to set the tone for collaborative work.
5. Dynamic and Emergent Process: Jonas describes the process as organic and ever-changing, with no fixed formula. It requires constant adaptation, learning, and partnership-building. The approach is more about facilitating and supporting the process rather than controlling it.
6. Sustainability and Trust: The longevity of the project (over ten years) highlights the trust and consistency built within the network. Jonas underscores the importance of maintaining a balance between keeping the process fresh yet familiar enough to sustain engagement.
   

Solution Focused (SF) Aspects:

1. Questions as Tools for Progress: Jonas values the power of questions in driving the process forward. By asking what difference the work is making and how progress is recognised, the project continually evolves based on the insights gathered.
2. Co-Creation and Partnership: Emphasising partnership over top-down directives, Jonas discusses the importance of working alongside others in a collaborative, non-hierarchical manner. This approach aligns with the SF principle of partnering with clients to co-create solutions.
3. Focus on What Works: The SF approach is evident in the emphasis on identifying and amplifying what is already working within the system, rather than imposing predefined solutions. The process involves recognising and building on successful practices across different agencies.
4. Flexibility and Adaptation: The approach Jonas and his colleagues use, reflects the SF principle of flexibility, adapting to what emerges in the process rather than following a rigid plan. This allows the process to remain alive and responsive to the needs of the stakeholders.
   In summary, Jonas showcases a deeply collaborative, inclusive, and adaptive approach to managing large-scale public sector coordination, with a strong emphasis on the principles of Solution Focus, such as asking powerful questions, partnering with stakeholders, and focusing on what works to drive meaningful change. There are valuable insights throughout and it is an hour very well spent!

Listen on Soundcloud

Soundcloud photo by NEOM on Unsplash+

Read associated article

Article Abstract

Dr Marika Tammeaid interviewed Jonas Wells as part of the article “Measuring Learning Outcomes in the Context of Reforming Public Sector Leadership Through Learning”. Her article emphasises the limitations of traditional metrics in evaluating public sector leadership training. It advocates for a systemic, context-sensitive approach that prioritizes relational, motivational, and intentional aspects of learning over mere technical details.
Marika argues that meaningful evaluation should focus on actual learning outcomes, unbudgeted benefits, and the broader impacts on systems change.
She highlights the importance of co-created, dialogical assessment methods, and suggest that successful leadership training should aim to foster deep, systemic transformation rather than just replicating standardised processes.
Examples from Sweden and the Centre for Public Impact underscore these principles in practice.

Read and download it here:
Measuring Learning Outcomes. Author: Marika Tammeaid

This article is an excerpt from Tammeaid, M. (2023). Public sector leadership meta-skills. [Doctoral Dissertation, University of Vaasa]. ACTA WASAENSIA 507. PP199-203. https://osuva.uwasa.fi/handle/10024/15490