Collaborating across teams sounds simple, but it’s not easy, and it has even been described as “dangerous.”
When organizations and individuals join forces with those outside their immediate circles, they do so to reach common goals, recognizing that their combined efforts, if synergistic, can create greater impact than their separate ones. But because human beings, and the groups with which we affiliate, bring our cultures, jargon, preferred solutions, and power dynamics to collaboration, synergy is not inevitable — or easy. It requires deliberate effort, a willingness to work outside of one’s typical patterns, and a desire to meld together the best of various disciplines to provide holistic solutions for complex problems.
Synergy matters because education is complex: its problems are not one-dimensional, so its solutions can’t be either.
Entering our tenth year as a nonprofit, Bellwether has long harnessed our organizational superpower of synergy — and in fact it’s one of our core values. We intentionally bring together people with different specialties, work experiences, identities, political affiliations, and approaches to advance a shared mission of dramatically changing education and life outcomes for underserved students. Some of my colleagues are former teachers who think through the lens of facilitation and skill-building when working with adults. Some, like myself, come from the background of evaluation, and reference the scientific method when we approach problems. Others have a business or consulting background and think about making organizations more effective and joyful places to work. Still others within Bellwether think about the policy contexts in which these organizations operate.
This approach is getting some recognition. In late September, the U.S. Department of Education awarded a five-year grant worth $20 million to a collaborative partnership involving Bellwether Education Partners, Westat (the lead grantee), RMC Research, and Academic Development Institute to support a National Comprehensive Center (“National Center”) aimed at improving educational outcomes for all students, closing achievement gaps, and enhancing the quality of instruction. Through this work, we’ll get to take synergy to the next level by leveraging skill sets within our team and across these partnering organizations.
Some context: Since 2002, regionally based comprehensive centers (RCCs) have been quietly providing capacity-building services to education agencies across all 50 states and territories. Funded by the Department of Education, RCCs are intentionally focused on the specific needs of the state and local education agencies they serve, which can vary based on local priorities, policies, and student populations.
Until now, the benefits and lessons from this targeted support have remained largely within the states and regions being served. The Comprehensive Centers have done important work, but they have lacked the synergy superpower. Continue reading