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Theme
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Description
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| Working relationships |
If these are well-developed, or if there is pre-formative investment to develop them, this is likely to lead to quicker wins, increased appreciation of others’ positions, creating a platform upon which to build plans and activities. |
| Attention to evaluation and learning |
If attention is lacking and/or leadership teams are not reflective, the initial interpretation of the mission can create a path dependency that is difficult to alter. Therefore, it is important to build in mechanisms for evaluation, learning and meta-learning to enable adaptation to changing contexts. |
| Governance framework |
If this facilitates opportunities for physical, social and intellectual connectivity between stakeholders, it enables productive conversations and conducive conditions for implementation-related activities that resonate with partners. |
| Vision and strategy |
A shared vision that is aligned across stakeholders in relation to knowledge production and use can unblock barriers to purposeful collective action. |
| Motivation for engagement |
If the ‘what’s in it for me’ motives are made visible, implementation activity can be planned so that engagement is appropriately incentivised. |
| Boundary spanning |
If resources are invested in boundary spanning mechanisms, such as credible knowledge broker and facilitator roles and the development of boundary objects, this can help to bridge boundaries and catalyse implementation activity. |
| Collaboration versus competition |
Tension between collaboration and competition can act as both a facilitative or inhibitory force. As such, it is important to find the right balance between the two. |
| Leadership |
There is a need for both strong central and distributed leadership as this facilitates collaboration and the potential for implementation. |
