There’s nothing like intensive collaborative learning: ROADMENDER Micro-workshop (Part 2 of 2)

Following on from the first part of this post (published last week), here are some of the resources that were shared at the micro-workshop, and which may be useful to the entire ROADMENDER network.

What makes a good collaboration practitioner?

I compiled this particular list based on some common attributes of good collaboration practitioners.  Let me say at the outset that this is not supposed to be a definitive list, however these are common qualities that collaboration specialists should offer.  Moreover, the list is better understood as part of a whole process and these factors or characteristics are not in any particular order.  So, in my view a good practitioner has a good balance of following:

  1. an entrepreneurial approach
  2. a grasp of strategy
  3. resilience (it can be frustrating)
  4. attention to innovation
  5. symbolic analytical skills
  6. story telling ability
  7. creativity (while managing the urge to be super creative)
  8. context is king!

Where to start with a collaboration strategy?

This simple diagram is one of the more useful tools for anyone considering or attempting to develop a collaboration strategy.  In fact, I can’t fully see a collaboration strategy being well executed before a strategist can settle on a particular mode.  While seemingly simple, this in fact is a very demanding component of collaboration strategy development as it requires attention to detail and discipline of both design and implementation throughout the entire process.

By Garry P. Pisano and Robert Verganti

innovation mall

A place where a company can post a problem, anyone can propose   solutions, and the company chooses the solutions it likes best

Example: website, where companies can post scientific problems


innovation community

A network where anybody can propose problems, offer   solutions, and decide which solutions to use

Example:    Linux open-source software company




elite circle

A select group of participants chosen by a company that   also defines the problems and picks the solutions

Example    Alessi’s handpicked group of 200+ design experts who develop new   concepts for home products



A private group of participants that jointly select   problems, decide how to conduct work, and choose solutions

Example:    IBM’s partnerships with select companies to jointly develop   semiconductor technologies








The micro-workshop ended with an undertaking that ROADMENDER will continue to create opportunities for likeminded collaboration professionals to meet and strengthen their capacities as they go about creating more value, designing better programs and policies, and making their work more effective. The micro-workshop model is most successful when the right number and cross sections of participants are involved.  The following short video provides a snapshot of the session.


I would like to thank the organisers of the Changemakers Festival for the opportunity to present and to engage with a diverse and inspiring audience in Brisbane.  I would also like to recognise and acknowledge Macquarie Group and Elana’s Creations for their assistance and support.

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2 replies »

  1. Jelenko,

    It is always a pleasure to open up the inbox and to see a posting from you. I’m super appreciative for this post as I was gutted in not being able to attend the micro workshop.

    Thanks for sharing and a big thanks to the people who have got behind you on this journey.


    • Many thanks David,

      This particular micro-workshop was a bit special for me and I hope the colleagues who participated because it was part of Changemakers Festival which I think is pretty neat idea. Hope the two posts provided enough material to get the feel for what these workshop are about.

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