POWER AND COLLABORATION IN HUMAN SERVICE DOMAINS

Abstract

Resource cutbacks and changing concepts on how best to deliver human services have created a greater need for collaboration among those involved in these systems. Collaboration can threaten the existing distribution of power among the organisations and groups involved in the system. Six propositions are advanced that are derived from field experience in several human service settings. These suggest that stakeholders with power gain legitimacy quickly. Others who are less powerful must build their own capacity and power base to assure themselves access to collaborative efforts. This permits a redistribution of power, thus increasing the diversity of perspectives and preventing unilateral control. Convenors will need to have sufficient power to play their chosen role. Stakeholders must perceive the outcomes of collaboration outweighing its costs. Their participation hinges partly on the power of convenors to create sufficient incentives to induce participation. Stakeholders must act collectively to influence and manage events within the larger contextual environment.

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