Interviewee: F2, researcher barca
Role: facilitator
Date: —
Interviewer: —
Interview Summary
Personas
No response recorded.
Facilitator role
The role can shift from one person to another during the partnership. What is important about the role is not so much the formal official role, but rather the informal power and influence. governance shifts as the alliance develops. So the orchestrators’ role role was to keep the communication flow and to facilitate governance shifts, rather than to hold influence or power.
Facilitator s relation to decision makers project leaders
We have monthly partners’ meetings, sometimes a bit lighter in the summer, where we are very frank and honest about whether we still have the people to do something or whether we should drop an effort. The decisions are democratic
First phase start
identify a purpose and convey it to stakeholders, define some preliminary governance
Second phase understand
No response recorded.
Fourth phase experiment cocreate
No response recorded.
Fifth phase transfer
No response recorded.
Sixth phase finish
No response recorded.
Tools used
No response recorded.
Monitoring progress
No response recorded.
Collaboration
It’s relational and based on trust built over almost three years. We feel like a good team with a purpose beyond protecting information. During the collaboration the idea is to multiply leadership and create ripple effects, so different people take on leadership roles as needed.
Specific painpoints
Working with the public sector: They change more often and are less dedicated—not for personal reasons, but because as public functionaries they have multiple roles and limited freedom to choose what they work on.
Room for improvement
No response recorded.
Platform requirements
- reduce information asymmetry; a platform can be useful in that regard, especially when a small group of high-profile people rely on networks rather than platforms. 2. A platform can help when you have a small group of high-profile people who work via influence, but for some contexts, relationship and influence matter more. Platforms may be less effective when the key drivers are personal networks and executive influence rather than structured dialogue. 3. We aim to map knowledge gaps and use that to guide future work.