Working collectively in competitive times: case studies from New Zealand and Australia

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Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.3/212967

Title: Working collectively in competitive times: case studies from New Zealand and Australia
Author(s): Morrison, Jessica; Branigan, Elizabeth
Abstract: Collectives offer an alternative organisational structure to service delivery organisations that seek to embody critical social change. This model is challenging to implement as its assumptions and values are contrary to the dominant socio-political climate of economic rationalism. This paper explores experiences of two workers employed as coordinators in collective-based organisations in Australia and New Zealand. They share the joys and challenges of these experiences, and conclude with five key reflections about implementing this model: keeping reflective and honest about philosophical assumptions, keeping process central, having robust conflict resolution processes, reflect about the external factors influencing organisational structure, and finding ways to value workers.
Publication type: Journal article
Source: Community Development Journal, Vol. 44, no. 1 (Jan 2009), pp. 68-79
Publication year: 2009
FOR Code(s): 1604 Human Geography; 1605 Policy and Administration; 1608 Sociology
Keyword(s): Australasia; Australia; Collectives; New Zealand; Organisational change; Rationalisation; Social change
Publisher: Oxford University Press
ISSN: 0010-3802
Publisher URL: http://dx.doi.org/10.1093/cdj/bsm030
Peer reviewed