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선교소식 > 선교정보 |
등록일 |
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2011-03-10 |
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관리자 (admin) |
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| THE KEY PRINCIPLES EXPLAINED |
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Decades of field experience have revealed certain key
principles that power virtually all effective partnerships.
Build your ministry partnership with these principles, and
the likelihood of success is very high. Ignore them, and
the likelihood of failure is equally high!
Here’s a quick look at the key success factors and the benefits that
employing them can produce:
1. BIG VISION
An effective collaborative partnership is driven by a
compelling and commonly-owned vision.
A strong partnership vision that will energize, motivate, and challenge
each participant in the partnership must first of all be compelling. This
means that it must be larger than the capacity of any one individual or
single agency.
The vision must also be commonly-owned. This means that it must
connect to the individual values or goals of each participant such that each
one can clearly see that they have a contribution to make.
Partnership merely for the sake of partnership will only lead to failure.
Partnership must have a larger purpose. An effective partnership will
guard against the distraction of day-to-day operational demands by
constantly renewing their focus on the big vision.
2, LIMITED STRUCTURE
An effective collaborative partnership builds only the
minimum structure necessary to accomplish the big vision.
A good structure should not constrain or complicate the partnership. It
should only be what is required to address the priorities for action. As the
needs change, so can the structure.
An effective partnership does not start by trying to establish conditions for
membership or write statements of theological agreement. Consensus is
usually better than constitution.
An effective partnership starts by identifying the needs of the people the
partnership is trying to reach or serve, the barriers to progress, the
resources required, and the realistic priorities for action. The form of the
partnership (how it is structured) should always follow the function of the
partnership (what it is trying to accomplish).
3. DEFINED OBJECTIVES
An effective collaborative partnership begins with limited
and achievable objectives which expand as the partnership
experiences success.
While an effective partnership is driven by a big vision, it does not attempt
to do too much too soon. At the beginning, an effective partnership does
not try to pursue ambitious goals, where failure can lead to frustration and
diminishing hope. Instead, an effective partnership focuses first on
defined objectives that are both valuable to all the participants and have a
reasonably high possibility of short-term success.
This positive experience demonstrates the capacity of the partnership to
realize change through its efforts. This in turn leads to greater confidence,
increasing hope, and a willingness to pursue broader and more
challenging objectives.
These objectives must have clear …
• Kingdom significance that captures the imagination and
provides motivation for the group.
• Relevance to each church or partner ministry’s vision and
objective.
4. INDIVIDUAL CHAMPIONS
An effective collaborative partnership has an advocate, or
"champion," within each partner agency.
A partnership champion is a person who clearly sees how their own
agency can benefit from practical collaboration. This person promotes the
vision of the partnership among their own colleagues and facilitates the
involvement of their own agency in the partnership.
Collectively, the partnership champions provide ongoing communication
among the partners and help keep the partnership focused on the
expected outcomes.
5. COMMITTED FACILITATOR
An effective collaborative partnership has a committed
coordinator, or "facilitator," who serves the operation of
the whole partnership.
The partnership facilitator is a person - or a team of people - approved by
the partnership to coordinate its day-to-day operation. This person is
usually loaned to the partnership by a partner agency that is dedicated to
the big vision and allows the facilitator to serve in a neutral role for the
common good.
The facilitator has a deep personal commitment to the purpose of the
partnership as well as the process of working together. Thus, this person
must sometimes play the simultaneous roles of prophet (keeping the focus
on the big vision) and servant (demonstrating concern for each partner).
An effective partnership values the contribution of the facilitator and
provides for their resources, training, and encouragement.
6. CLEAR IDENTITIES
An effective collaborative partnership is made up of
partners with their own clear identities.
A diversity of strong partners is essential for success.
A strong partner is one who knows who they are, what they care about,
and what they do best. A partner who cannot clearly define their own
identity, calling, or strengths will have difficulty seeing how they fit into the
partnership, what they can contribute to the big vision, or how they can
benefit from the joint effort. A strong partner will more fully understand
their potential role and will be able to evaluate the impact of the
partnership on their own agency.
Clear identities strengthen relationships among partners and reduce
ambiguity, overlap, and duplication in the work
7. COMMON FOCUS
An effective collaborative partnership recognizes and
accepts the differences among partners but concentrates
on what they have in common.
The focus of an effective partnership is always first and foremost on the
common purpose that draws the partners together. Acknowledging
differences is important, but a strong partner looks for commonalities with
other partners in areas like vision, values, and experience. It is not
necessary to agree on every aspect of history, methodology, and belief in
order to accomplish something significant together. A strong partner
values the diversity of the backgrounds of other partners but emphasizes
their common focus.
8. BROAD PARTICIPATION
An effective collaborative partnership maintains the widest
possible participation in decision-making.
Commitment, ownership, and participation is encouraged by actively
engaging people in the process, not just the dream. An effective
partnership is never top-down or hierarchical in nature. Partners give
special attention to developing processes for planning, decisions, and
communication that enlist broad participation.
9. RECOGNIZED CONSTITUENCIES
An effective collaborative partnership recognizes and
meets the expectations of key constituencies.
There are more interests involved in a partnership than the partners
themselves. As a partnership grows, it acknowledges at least four key
constituencies:
1. the people the partnership is trying to reach or serve;
2. the partners themselves and the staff of their own agencies;
3. those who pray, give, and provide support for the partners and the
partnership; and
4. the partnership itself with its own growing expectations.
An effective partnership is aware of these constituencies and strives to
continually communicate the progress of the partnership in ways that each
constituency understands and appreciates.
10. RELATIONAL TRUST
An effective collaborative partnership depends on
relationships of trust, openness, and mutual concern.
A partnership is more than the "mechanics" of coordination, planning,
strategies, and tactics. It is about real people working together in
relationship.
To be effective, there must be trust in both the people and the process.
A strong partner invests the time it takes to know, understand, and
appreciate the other partners. A strong partner is especially sensitive
towards those from cultures or backgrounds other than their own.
The heart of the Gospel is restored relationships,
11. CONTINUAL PRAYER
An effective collaborative partnership is committed to
continual prayer and seeking the direction of God in all
they do.
Strong partners realize that the true enemy is Satan and that the most
significant barriers to progress are spiritual. They are aware that it is the
intention of Satan to destroy relationships, fragment the people of God,
and neutralize the effectiveness of their work in the world.
An effective partnership overcomes the schemes of Satan as they seek
the presence, power, and provision of the Spirit of God through prayer and
communion together. They are also intentional in soliciting prayer from
others outside the partnership.
Strong partners who have spent time together in prayer listen and respond
to the direction of God.
12. ONGOING PROCESS
An effective collaborative partnership is an ongoing
process, not an event.
Strong partners know that it takes a great deal of time and effort to form
and maintain a partnership. An effective partnership does not rush
through the early stages of doing the research, identifying potential
partners, building the relationships, establishing trust, and forming
consensus.
Much time is spent in one-on-one meetings before ever trying to call a
meeting of the whole group to propose a partnership. Calling a big
meeting too early is a quick way to kill a potential partnership.
Strong partners are patient, and they know that the bigger the challenge,
the more essential it is to form a foundation of common understanding.
Strong partners also know that an effective partnership does not operate
on its own, and they invest the collective effort it takes to maintain the
partnership.
13. INTENTIONAL INVESTMENT
An effective collaborative partnership requires intentional
investment from all the partners.
Strong partners know that an effective partnership does not come free of
charge. It requires resources to accomplish the purpose of the
partnership.
An effective partnership strives to keep the "overhead" of its operating
costs as low as possible by avoiding complicated partnership structures,
offices, equipment, staff, and so on. An effective partnership finds ways to
share the resources of the partners and where the partnership itself
requires additional resources to operate and accomplish its objectives, the
partners contribute together to make it possible.
For example, a partnership facilitator is often loaned to the partnership by
a partner agency to function in a neutral role for the common good. The
other partners will often, in turn, contribute to support the facilitator.
14. PRO-ACTIVE REINFORCEMENT
An effective collaborative partnership prepares for
inevitable changes and conflicts by proactively reinforcing
the values and skills of partnership among all the partners.
Changes and conflicts within a partnership are inevitable. An effective
partnership expects problems, disagreements, disappointments, and other
issues which can negatively impact the partnership.
But an effective partnership also expects positive changes as well, such
as new leadership, new opportunities, and the potential for new
partnerships. Whether negative or positive, these situations are most
effectively addressed by partners who share the values and skills of the
partnership process.
People are not born knowing how to work together in teams or in
partnerships. An effective partnership reflects on its learning and
reinforces the best practices of partnership among the partners. New
networks and partnerships are often launched out of existing partnerships;
thus, a current partnership provides the best preparation for work in a new
partnership.
15. JOYFUL CELEBRATION
An effective collaborative partnership appreciates the
importance of ongoing reflection, evaluation, and
celebration.
Working in partnership to accomplish a big vision can be very challenging.
It can take a great deal of time to achieve significant objectives, so an
effective partnership celebrates progress - even in small things - along the
way.
An effective partnership is committed to shared success, and claims
achievements in the name of the partnership. An effective partnership
also develops clear measures to evaluate the
work, and communicates these measures
consistently among the partners. Strong
partners reflect on their own contribution to
the joint effort and the impact of the
partnership on their own agencies.
From the beginning to the end, an effective
partnership honors God in everything.
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