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Creating Collaborative Advantage

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Creating Collaborative Advantage

Chris Huxham

Pub. date: 1996 | Online Pub. Date: May 31, 2012 | DOI:http://dx.doi.org/10.4135/9781446221600 | Print ISBN: 9780803974999 | Online ISBN: 9781446221600 | Publisher:SAGE Publications Ltd

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Chapter 2: On the Theory and Practice of Transformational Collaboration: From Social Service to Social Justice

Arthur Turovh Himmelman

On the theory and practice of transformational collaboration: From social service to social justice The purpose of this chapter is to introduce concepts and practices of community and systems change collaboration that can produce improved public and social service outcomes while also transforming power relations in collaborative change efforts. The chapter argues that, in order for a transformation in power relations to occur, collaborative change practice must move beyond its current focus on integrating social services and improving their cost-effectiveness. As a bridge from social service to social justice, collaboration must challenge the existing practices of power, wealth and control that substantially contribute to growing class, race, gender and other inequities in many societies. As would be expected, resistance to the use of collaboration for this purpose is common among powerful public, private and non-profit institutions in which ‘organizational cultures’ can subvert change and reform by their insistence on needless ...

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