Calls for ‘collaboration’ across the housing sector are hitting high levels. I have attended conferences recently at which panelists have insisted that collaboration is key to our future. At one event covering areas ranging from the performance of office buildings to the future of cities, speakers used the phrase six times in an hour.

Articles and blog posts stressing its importance are abundant. Google ‘collaboration and housing’ to see for yourself. And local and national government call for a collaborative approach from employees and partners. This can sometimes feel like a call for inspiration.

Meaning of collaboration

In an era of networks, for an industry that has thrived on partnership working, this makes sense. The challenges facing the sector are too big for any organisation to face alone. Those that work together stand a better chance of success.

It is difficult for anyone who works in the sector to argue against this sentiment. But defining good practice in this area – let along making it work – is more challenging. Statements like ‘collaboration is key’ are often used without any sign of how this could happen.

Collaboration between organisations frequently misses the input of the communities or people affected by what they are trying to achieve. And conflict seems built into the system, with some groups feeling their views are ignored. When this happens, positions become entrenched and delivery can grind to a halt.

If we are to benefit from a collaborative approach, there needs to be wide understanding of what good collaboration looks like. And organisations must prepare to change mindsets and structures to embrace it.

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