When is a Collaborative Approach Appropriate?

The collaboration toolbox offers basics about collaboration, various tools and techniques that can be used in collaboration or in other public participation processes, and resources that provide suggestions on how to start a collaborative process.

But keep in mind that there is no one right way to collaborate. Nor will every project require or be conducive to collaboration. It is important to first select the level of public participation and/or involvement appropriate to individual project needs, potential impacts, and stakeholder needs and expectations. Each level of engagement is appropriate in particular circumstances to achieve particular outcomes. The most commonly cited tool that shows the levels of engagement is the International Association for Public Participation (IAP2) Public Participation Spectrum. From the left side of the spectrum and beginning with the level of least shared influence with parties, the levels are to: Inform, Consult, Involve, Collaborate and Empower.

It is best to conduct a “situation assessment” to determine if your particular situation would be suitable for a collaborative approach. For more information on how to conduct a situation assessment, see The University of Michigan Ecosystem Management Initiative, Learning Together to Manage Together  or People and Participation.

But in general, you should consider collaboration if:

• The problem is beyond the ability of a single individual or group to handle.
• The issues are appropriate
  • The identified problem is not so controversial or divisive that stakeholders cannot at least reasonably discuss it in the current circumstances.
  • There is general agreement that a problem exists, but there are uncertainties or differences of opinion about how it should be addressed.
  • There is general agreement both about the nature of the problem and the means of solution, but for some reason needed actions have not been taken.
  • There is some possibility of taking constructive action, rather than just debating the problem.
• The time is right.
  • Certain events can generate a need for collaborative action.
  • Sometimes an issue that was too hot to handle in the past finally becomes ripe for collaborative problem solving.
  • A new, shared threat can bring people together.
  • Changes in government policies, turnovers in community or organizational leadership, and demographic shifts in the community may also open the doors for collaboration.
• Key people/organizations are willing to come to the table.