Table 3.

Tensions associated with different consortium management processes

Consortium management process	Tensions
Selecting partners	Based on ability to perform or capacity needs (T2) Based on existing capacity or which partners require capacity (T3)
Determining consortium goals	Emphasis on partner interests or collective interests (T1) Choosing goals that are easier to deliver or those that meet partners’ greatest goals (T2)
Instituting governance structures and processes	Emphasis on efficient decision-making or partner’s capacity that will be strengthened from participation in governance (T2) Power adequately shared among partners or greater control by some partners (T4)
Assigning roles	Based on partner’s ability to deliver or capacity that will be developed when executing role (T2) Based on partner’s existing capacity or partner inclusion irrespective of capacity (T3)
Managing partners	Centralised or decentralised systems based on quicker delivery of outputs or capacity gained by partners as they self-manage (T2) Shared power through decentralisation or greater control by lead partners through centralised systems (T4)
Allocating resources	Based on partner’s ability to deliver outputs or capacity needs (T2) Based on partner’s existing capacity to use resources or equitable allocation (T3)

T1—individual versus collective interests; T2—efficient programme delivery versus effective capacity strengthening; T3—excellence versus equity; T4—shared power versus greater control.