Navigating complexity: Collaboration as a key to tackling wicked problems

Photo by Erick Forester / WINGS

By Judith Kakese Mukuna-Garisch, Marketing and Communications, Independent Philanthropy Association South Africa

In recent years, due to the prevalence of complex interconnected issues, the term polycrisis has gained prominence in discussions about global challenges, particularly in philanthropy. The global polycrisis exemplifies a wicked problem — a deeply entrenched social, environmental, or cultural issue that is hard to solve due to its multifaceted nature. Wicked problems are often defined by ambiguity and high risk, compounded by the involvement of numerous stakeholders with differing perspectives.

Wicked problems have no clear-cut solutions, and efforts to solve them are often met with unintended consequences. Whether it’s climate change, systemic inequality, or access to quality early childhood education programmes, these problems are often intertwined, meaning a solution in one area may exacerbate issues in another. This complexity makes them resistant to traditional methods of problem-solving, instead requiring a more holistic approach that recognises the multiple layers and stakeholders involved in addressing these issues. This is where collaboration becomes crucial, no single organisation, government, or individual has the resources or expertise to tackle wicked challenges alone.

The role of collaboration in tackling wicked problems

Collaboration offers a pathway to solving wicked problems because it allows for diverse perspectives, resources, and expertise to come together. However, simply bringing people or organisations to the table is not enough. Effective collaboration requires deliberate and intentional approaches that address the unique challenges posed by wicked problems. As highlighted by Siven Maslamoney from Yellowwoods Social Investments in the Independent Philanthropy Association South Africa (IPASA) 2023 collaboration Case Studies, “Just ‘working together’ isn’t enough; to achieve significant impact, funders need to engage in real work: planning, committing to milestones, and delivering on them”. Collaboration needs to be intentional and strategic when dealing with the interconnected nature of wicked problems. Collaboration is essential—not just as a practice but as a transformative approach.

While the importance of collaboration is widely recognised, its definition, application, and mechanisms can vary significantly across different contexts. In 2023, IPASA launched an initiative aimed at understanding, enhancing, and documenting collaborative efforts within the South African philanthropy sector. Through this initiative, IPASA identified nine key ingredients that are crucial for driving successful collaboration. The insights from the IPASA 2023 Funder Collaboration Case Studies hold the potential to not only deepen the understanding of what true collaboration is but also to catalyse more meaningful and scalable collaboration.

Nine key ingredients for effective funder collaboration

Trust: Trust is the cornerstone of any successful collaboration. While initial partnerships may form based on personal relationships, trust needs to be institutionalised across organisations to ensure longevity. Trust allows partners to navigate challenges and remain committed even as personnel changes or challenges occur.
Clear shared vision, goals, and values: Without a shared vision and common goals, collaboration can quickly falter. Partners must be clear not only about what they want to achieve but also about what the collaboration is not about. Setting boundaries and having the courage to say no when the partnership is not a good fit is equally important.
Dedicated resources for collaboration: Collaboration is resource intensive. It requires time, administrative capacity, and often financial support for face-to-face and virtual gatherings. Funders should allocate specific resources to support the collaborative process, including project management and monitoring and evaluation mechanisms.
Timeframes: Solving wicked problems takes time. Short-term commitments of two or three years are often insufficient for addressing deeply rooted issues. Long-term thinking and sustained investment are necessary to create meaningful and lasting change.
Government collaboration: Achieving scale and systemic change often requires working with the government. Successful collaborations involve understanding government priorities, timelines, and constraints from the outset. Too often, government involvement is an afterthought. Instead, it should be an integral part of the collaboration’s initial design.
Agility and risk appetite: Effective collaboration requires flexibility. Partners must be willing to let go of control, adapt to changing circumstances, and embrace the unpredictability inherent in tackling wicked problems. Funders can support this by providing flexible funding that allows partners to pivot as needed.
Humility and active engagement with power dynamics: Power imbalances can hinder collaboration, particularly between funders and implementers, and between implementers and the communities they serve. Successful collaborations require deep listening, humility, and a willingness to engage with and challenge these power dynamics. All stakeholders, including grantees and the people served by the initiative, should be involved in the design and evaluation of the collaboration.
Clear institutional arrangements, including exit opportunities: Roles and responsibilities within a collaboration should be clearly defined. Moreover, exit strategies need to be part of the initial plan, allowing for flexibility as organisational strategies evolve. As the needs of the collaboration change, the mix of partners may also need to shift.
Integration into funding practices: Collaboration should be embedded into routine funding practices. This means making collaboration a key consideration in grant applications, staff roles, and organisational mandates. Funders should encourage grantees to collaborate and provide the necessary resources to support those efforts.

Building a collaborative future

Collaboration is a powerful strategy, capable of amplifying individual efforts and driving long-lasting, wide-reaching change. By fostering partnerships and leveraging diverse perspectives, collaboration can unlock innovative solutions and tackle the multifaceted challenges we face today.

To address wicked problems effectively, a fundamental shift in approach and practice is required. As Lethabo Rampya from Allan & Gill Gray Philanthropies reflects, “We know that collaboration gets you further, and quicker, and we’re learning that it is disingenuous to fund collaboration and then stand outside of it. We have to be in it.” True collaboration means active participation from all stakeholders, including funders, who must be as engaged in the process as the implementing partners. Without this involvement, collaboration risks becoming tokenistic, failing to address the core of these wicked problems.

IPASA’s work in identifying the key ingredients for successful funder collaboration is a step in the right direction. These insights offer a roadmap for funders, organisations, and governments looking to work together to tackle the world’s most pressing issues. By fostering collaboration that is not only broad but also deep and meaningful, we can maximise impact.

In a world increasingly defined by uncertainty and complexity, collaboration offers a beacon of hope. But to truly unlock its potential, we must commit to doing it right—building trust, embracing agility, and committing to the long-term.

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Sources:

Judith Kakese Mukuna-Garisch, Marketing and Communications, IPASA

Judith Mukuna-Garisch is an intersectional feminist with expertise in operations, project coordination, stakeholder relations, and integrated marketing and communications. Born in the Democratic Republic of Congo and raised as a refugee in South Africa, Judith’s personal experiences not only instilled in her a sense of humour but also shaped her interest in writing, storytelling, and social justice. She is passionate about working at the intersection of philanthropy, technology, the environment, activism, and education. She believes that understanding the intersection of these five sectors will enhance how we communicate and measure the impact of development projects and ultimately how we create long-term, sustainable change.

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