Change Inc · Duurzaamheid

Collaboration for sustainability hampered by unclear expectations

Sustainability goals require collaboration between organizations, but these partnerships often get stuck due to unspoken expectations and different working methods. Leona Henry of Radboud University is researching how these multi-stakeholder partnerships can function more effectively.

Organizations are under pressure to become more sustainable, which necessitates collaboration. However, enthusiasm for partnerships often turns into frustration. Henry is researching how these collaborations, for example in the fashion industry between brands, suppliers, and NGOs, function in complex sustainability issues such as climate goals, fair wages, and working conditions. Sustainability challenges are systemic issues where everything is interconnected, making partners with specific knowledge and networks essential.

A shared ambition is not a guarantee of success. Managers often underestimate the differences in thinking and working methods between organizations, such as the fast decision-making process of commercial companies versus the careful consideration by governments and NGOs. Partners may also assign different meanings to the same concepts, such as 'circular economy,' where the focus may be on the environment or on social aspects. Differences in expectations about contributions (financial versus time, knowledge, or networks) easily lead to misunderstandings.

The main lesson is to make expectations explicit from the beginning. Clear agreements on contributions, goals, and decision-making, including money, time, expertise, and responsibilities, prevent a lot of frustration. Implicit assumptions about equal commitment are rarely realistic. Clear agreements on roles, responsibilities, and decision-making form the basis for sustainable collaboration.

When friction does arise, it is not a failure but an opportunity to deepen the collaboration. Re-engaging in dialogue is essential to discover differences in working methods, pace, or priorities. Constructively discussing conflicts, possibly with an independent facilitator, and good governance structures are crucial to keep partners involved.

The rise of AI and digital technologies, such as blockchain for traceability, makes good collaboration agreements even more important. Technologies raise new questions about data ownership, usage, privacy, and fair distribution of benefits and responsibilities. Digital innovation is therefore not only a technological but, above all, a governance and societal challenge.

AI-samenvatting op basis van de bron.