Sustainable collaboration on complex problems: a "who" not a "what" challenge

Area of Science:

• Social Sciences
• Organizational Behavior
• Systems Thinking

Background:

• Collaborations addressing complex, wicked problems yield mixed results despite significant investment.
• The field is characterized by competing tools, methodologies, and leadership approaches.
• A Western scientific bias towards 'what' and 'how' (processes, outcomes) often overshadows the 'who' (relationships, relational infrastructure).

Purpose of the Study:

• To argue that a focus on the 'who'—the relational infrastructure—is critical for successful collaborations.
• To explore the tension between Western scientific biases and the need for robust relational networks.
• To highlight the role of collective leadership in anchoring and guiding complex initiatives.

Main Methods:

• This is a perspective article, drawing on existing literature and conceptual analysis.
• It explores the concept of relational infrastructure in collective efforts.
• It examines leadership as both an individual and collective capability, referencing First Nations knowledge practices.

Main Results:

• Effective collaborations require a strong relational infrastructure, often neglected in favor of process-oriented metrics.
• Collective leadership, encompassing both individual and group capacities, is essential for nurturing these relationships.
• First Nations knowledge practices offer valuable insights into building and sustaining relational networks.

Conclusions:

• Addressing wicked problems necessitates a paradigm shift, prioritizing the human element and relational infrastructure.
• Skilful collective leadership is paramount for fostering the relationships that underpin successful, long-term initiatives.
• Integrating diverse knowledge systems, such as those from First Nations, can enhance our understanding of effective collective action.