The Emmanuel Research Review is a publication of the Emmanuel Gospel Center. The Review features articles, papers, resources, and information that we believe are helpful and relevant to urban pastors, leaders and community members in their efforts to serve their communities effectively.
In this issue: Networks, Partnerships and Strategic Alliances Introduced by Brian Corcoran, managing editor
What could happen if more of God’s people were working together? What if churches joined together in Kingdom collaboration for their city? In this issue of the Emmanuel Research Review, author Phill Butler shares some of what he has learned over the last 40 years about Networks, Partnerships and Strategic Alliances around the world. His recent book, Well Connected: Releasing Power & Restoring Hope Through Kingdom Partnerships, is full of practical principles, tools and case studies for urban pastors and community leaders who want to work together more effectively.
Phill Butler is the director of visionSynergy, an organization focused on network-based collaboration with extraordinarily high-impact potential for world evangelization. It is Phill’s desire to see God’s Kingdom spread to more people in more places more quickly and at a lower cost by enabling the Body of Christ to work together.
We hope you enjoy this edition of the Review. As always, your feedback is appreciated! To get in touch with us, follow the contact links at the bottom of this issue.
The following article is excerpted by permission from the book, “Well Connected: Releasing Power & Restoring Hope Through Kingdom Partnerships,” Authentic Media/World Vision, 2006, © Phill Butler.
Networks, Partnerships and Strategic Alliances by Phill Butler Why Work Together? If we really want to let the power of Jesus loose in our community, do you think it’s more likely to happen if each church keeps doing its own thing? Or, do you think it would be more likely if, somehow, the churches could find a way to work together?
The Scripture is full of models, principles and admonition for us as we work together in partnership and networks. For centuries, Christians have felt they could probably be more effective, touch the people of their community, and change the world if, somehow, they could work together. Here are just a few of the great biblical promises offered us when we work together:
Working Together in Networks and Partnerships Confused by all the vocabulary? Often wonder if there is any real difference between different kinds of cooperation—and, which might be best to advance your dream? Here are some starting ideas:
Networks vs. Partnerships Networking—it’s a huge buzzword. At the same time, everyone seems to be talking about partnership. What in the world do they mean? Are they really the same and, if they’re different, so what? The answer is that, no, they are not the same. And, yes, understanding their differences can have a real impact on what you do and how you do it. Because, in the real world, both networks and partnerships are needed to turn dreams into reality.
Networks. The study and understanding of human networks has actually become a whole specialty in the fields of sociology and communications. Networks can be simple or complex, weak or strong. For example—
Any group of individuals or organizations, sharing a common interest, who regularly communicate with each other to enhance their individual purposes.
Note the key phrases--
The network may be pastors, building contractors, doctors, mission agencies, or neighbors. The network may be structured—with membership, regular meetings, newsletter, website, etc. Or, it may be informal—just an agreement to meet on certain occasions to share information—and maybe encouragement.
Partnerships. When individuals or organizations move beyond just communications and fellowship and into coordinated action around a common concern, partnerships frequently begin to emerge.
Partnerships can take many forms, for many purposes. They can range from simple to complex, informal to highly structured, short-term partnerships to ones that last for years.
Again, for the sake of simplicity—here is a definition of partnerships that will get us started:
Any group of individuals or organizations, sharing a common interest, who regularly communicate, plan and work together to achieve a common vision beyond the capacity of any one of the individual partners.
Here, the key phrases are--
1. Effective partnerships are built on trusting relationships.
The heart of the Gospel is restored relationships. In addressing relationships, we demonstrate the outworking of the essence and evidence of salvation. Leadership (facilitators, steering committees, etc.) must be very intentional about building this quality of relationships.
2. Effective partnerships need a facilitator.
The facilitator must have a burning commitment to both the vision and outcomes as well as to partnership as a means of realizing the vision. This person is committed to both the individual ministries and their common success. He/she is both prophet and servant and must be specifically selected, trained, coached and encouraged in this critical role.
3. Effective partnerships are about a compelling, commonly acknowledged/held vision.
The vision must be articulated in outcomes that are specific and objectively measurable. Good fellowship is not enough. Articulating the vision and the measurable outcomes provide the basis for strategy and tactics as well as a sense of accomplishment. Structure should never be greater than absolutely necessary.
4. Effective partnerships have limited, achievable objectives.
Setting objectives with high priority as well as reasonable potential for success is critical in the early stages. As tangible steps toward realizing the big vision, these objectives must have clear
a. Kingdom significance that captures the imagination and gives motivation; and
b. Relevance to each church or partner ministry’s vision and objective.
5. Effective Partnerships are a process, not an event.
This process is much like the building of a building where the preparation/planning/foundation-building stages may be protracted with little visible evidence of progress. The larger building with higher capacity takes longer to build.
6. Effective partnerships are made up of partners with clear identities and vision.
The clearer a partner’s vision and identity, the more assured they will be in their potential role and their ability to effectively contribute. Each partner must see the value of the partnership to their vision and feel as though their contribution is important and valued by the other partners.
7. Effective partnerships focus on what they have in common.
Vision and purpose draw ministries together. Having a well defined “end” is critical, since a focus on the “means”—particularly at the early stages—can lead to division.
Effective partnerships openly acknowledge differences in histories, traditions, etc.—even to the point of celebrating these differences. This acknowledges that “ears” are not “eyes” and that Jews, Greeks, Romans and Samaritans with their enormous cultural/traditional differences were all welcome in the Kingdom vision.
8. Effective collaboration acknowledges and meets expectations of key constituencies.
All effective partnerships have at least four constituencies: the audience or group we are seeking to serve or reach, the active partners, the leadership of each partner ministry, and those funding and praying for each partner ministry.
Partners need to be aware of and have respect for each others’ constituencies. Partners need to be able to effectively communicate the outcomes of the partnership in terms their constituency understands and values.
Emmanuel Research Review, copyright © 2007, Emmanuel Gospel Center. All rights reserved. For permission to reprint any or all of this newsletter, contact mailto:[email protected] by email or write:
Emmanuel Gospel Center
2 San Juan Street
PO Box 180245
Boston MA 02118-0994
Send your ideas and comments to:
Rudy Mitchell, Senior Researcher, 617.262.4567 x133
Brian Corcoran, Managing Editor, 617.262.4567 x217
Steve Daman, Production Editor
In this issue: Networks, Partnerships and Strategic Alliances Introduced by Brian Corcoran, managing editor
What could happen if more of God’s people were working together? What if churches joined together in Kingdom collaboration for their city? In this issue of the Emmanuel Research Review, author Phill Butler shares some of what he has learned over the last 40 years about Networks, Partnerships and Strategic Alliances around the world. His recent book, Well Connected: Releasing Power & Restoring Hope Through Kingdom Partnerships, is full of practical principles, tools and case studies for urban pastors and community leaders who want to work together more effectively.
Phill Butler is the director of visionSynergy, an organization focused on network-based collaboration with extraordinarily high-impact potential for world evangelization. It is Phill’s desire to see God’s Kingdom spread to more people in more places more quickly and at a lower cost by enabling the Body of Christ to work together.
We hope you enjoy this edition of the Review. As always, your feedback is appreciated! To get in touch with us, follow the contact links at the bottom of this issue.
The following article is excerpted by permission from the book, “Well Connected: Releasing Power & Restoring Hope Through Kingdom Partnerships,” Authentic Media/World Vision, 2006, © Phill Butler.
Networks, Partnerships and Strategic Alliances by Phill Butler Why Work Together? If we really want to let the power of Jesus loose in our community, do you think it’s more likely to happen if each church keeps doing its own thing? Or, do you think it would be more likely if, somehow, the churches could find a way to work together?
The Scripture is full of models, principles and admonition for us as we work together in partnership and networks. For centuries, Christians have felt they could probably be more effective, touch the people of their community, and change the world if, somehow, they could work together. Here are just a few of the great biblical promises offered us when we work together:
- We demonstrate the power of the Gospel to change lives producing open, trusting relationships (Philippians 2:1-11).
- The Holy Spirit’s power is released in ways only possible when we dwell in unity and work together (Psalm 133, Galatians 5:16 -26).
- We demonstrate good stewardship. Working together we maximize our use of the resources God has given us as costs drop and effectiveness increases (Matthew 25:14-30).
- The credibility of our message is strengthened. Jesus says that those watching our lives and work are more likely to believe that he is who he says he is when we work together. This is particularly true in traditional, community-based cultures of Asia, Africa and Latin America. (John 5:31-47, 10:38, 17:23 )
- The Body of Christ becomes a powerful, unified community, demonstrating real love, commitment to each other, to growth in Christ, and to witness to the world around us (Ephesians 4:1-16).
- We encourage use of the full range of gifts and abilities distributed by the Holy Spirit among God’s people (Romans 12, 1 Corinthians 12).
- Encouragement, refreshment and hope replace loneliness and despair when God’s people work together rather than working independently (Psalm 133).
- Sin (and resulting fear and broken relationships) is the heart of all the problems.
- Satan is active. Keeping God’s people apart is a chief strategy.
- Lack of a trained, committed facilitator.
- Long-term, resolute will to both the ministry objective and the process—collaboration.
- Concern over theological differences—real or imagined.
- Fear of loss of organizational or leadership identity.
- The “we can do it alone” mentality.
- Pride/ego.
- Fear of other agencies intrusion on our turf.
- Fear of change—we’ve never done it this way before.
- The “not invented here” syndrome.
- Fear our funding may be threatened—we want to protect our income sources.
- Collaboration is a waste of time—we see no potential added value.
- We don’t have the staff or time to spend on trying to work with others.
- Institutional inertia, lack of flexibility, living in the past.
- Fear of success—how would we share credit with others?
- How to explain our involvement to our Board or constituency.
- Fear of exposure of our organization’s weaknesses or idiosyncrasies.
- Our work is so unique, cooperation would have little/no value.
- Broken relationships give way to reconciliation.
- Fear gives way to trust.
- Duplication and waste give way to coordination and efficiency.
- Division among ministries gives way to unity and commitment to each other.
- Separate, often less-effective strategies give way to a common vision and approach.
- Isolation gives way to a sense of belonging and community.
- Despair gives way to hope.
Working Together in Networks and Partnerships Confused by all the vocabulary? Often wonder if there is any real difference between different kinds of cooperation—and, which might be best to advance your dream? Here are some starting ideas:
Networks vs. Partnerships Networking—it’s a huge buzzword. At the same time, everyone seems to be talking about partnership. What in the world do they mean? Are they really the same and, if they’re different, so what? The answer is that, no, they are not the same. And, yes, understanding their differences can have a real impact on what you do and how you do it. Because, in the real world, both networks and partnerships are needed to turn dreams into reality.
Networks. The study and understanding of human networks has actually become a whole specialty in the fields of sociology and communications. Networks can be simple or complex, weak or strong. For example—
- Weak or informal networks are—less active or intense in their relationships, often only share information or interests, and frequently are “on demand,” or fellowship-oriented.
- Strong or more structured networks are—often task, project, or issue-oriented, have well-defined structure, responsibilities, and objectives, and require substantial time commitments.
Any group of individuals or organizations, sharing a common interest, who regularly communicate with each other to enhance their individual purposes.
Note the key phrases--
- common interest
- regularly communicate
- individual purposes.
The network may be pastors, building contractors, doctors, mission agencies, or neighbors. The network may be structured—with membership, regular meetings, newsletter, website, etc. Or, it may be informal—just an agreement to meet on certain occasions to share information—and maybe encouragement.
Partnerships. When individuals or organizations move beyond just communications and fellowship and into coordinated action around a common concern, partnerships frequently begin to emerge.
Partnerships can take many forms, for many purposes. They can range from simple to complex, informal to highly structured, short-term partnerships to ones that last for years.
Again, for the sake of simplicity—here is a definition of partnerships that will get us started:
Any group of individuals or organizations, sharing a common interest, who regularly communicate, plan and work together to achieve a common vision beyond the capacity of any one of the individual partners.
Here, the key phrases are--
- common interest
- regularly communicate
- work together
- to achieve a common vision
- beyond the capacity of any one of the individual partners.
1. Effective partnerships are built on trusting relationships.
The heart of the Gospel is restored relationships. In addressing relationships, we demonstrate the outworking of the essence and evidence of salvation. Leadership (facilitators, steering committees, etc.) must be very intentional about building this quality of relationships.
2. Effective partnerships need a facilitator.
The facilitator must have a burning commitment to both the vision and outcomes as well as to partnership as a means of realizing the vision. This person is committed to both the individual ministries and their common success. He/she is both prophet and servant and must be specifically selected, trained, coached and encouraged in this critical role.
3. Effective partnerships are about a compelling, commonly acknowledged/held vision.
The vision must be articulated in outcomes that are specific and objectively measurable. Good fellowship is not enough. Articulating the vision and the measurable outcomes provide the basis for strategy and tactics as well as a sense of accomplishment. Structure should never be greater than absolutely necessary.
4. Effective partnerships have limited, achievable objectives.
Setting objectives with high priority as well as reasonable potential for success is critical in the early stages. As tangible steps toward realizing the big vision, these objectives must have clear
a. Kingdom significance that captures the imagination and gives motivation; and
b. Relevance to each church or partner ministry’s vision and objective.
5. Effective Partnerships are a process, not an event.
This process is much like the building of a building where the preparation/planning/foundation-building stages may be protracted with little visible evidence of progress. The larger building with higher capacity takes longer to build.
6. Effective partnerships are made up of partners with clear identities and vision.
The clearer a partner’s vision and identity, the more assured they will be in their potential role and their ability to effectively contribute. Each partner must see the value of the partnership to their vision and feel as though their contribution is important and valued by the other partners.
7. Effective partnerships focus on what they have in common.
Vision and purpose draw ministries together. Having a well defined “end” is critical, since a focus on the “means”—particularly at the early stages—can lead to division.
Effective partnerships openly acknowledge differences in histories, traditions, etc.—even to the point of celebrating these differences. This acknowledges that “ears” are not “eyes” and that Jews, Greeks, Romans and Samaritans with their enormous cultural/traditional differences were all welcome in the Kingdom vision.
8. Effective collaboration acknowledges and meets expectations of key constituencies.
All effective partnerships have at least four constituencies: the audience or group we are seeking to serve or reach, the active partners, the leadership of each partner ministry, and those funding and praying for each partner ministry.
Partners need to be aware of and have respect for each others’ constituencies. Partners need to be able to effectively communicate the outcomes of the partnership in terms their constituency understands and values.
- To read more of Phill Butler's ideas on this topic, see his book, “Well Connected: Releasing Power & Restoring Hope Through Kingdom Partnerships,” Authentic Media/World Vision, 2006, © Phill Butler. Or visit his website at visionSynergy. The Review intends to return to this topic in future issues.
Emmanuel Research Review, copyright © 2007, Emmanuel Gospel Center. All rights reserved. For permission to reprint any or all of this newsletter, contact mailto:[email protected] by email or write:
Emmanuel Gospel Center
2 San Juan Street
PO Box 180245
Boston MA 02118-0994
Send your ideas and comments to:
Rudy Mitchell, Senior Researcher, 617.262.4567 x133
Brian Corcoran, Managing Editor, 617.262.4567 x217
Steve Daman, Production Editor
