Three things are important if foundations want to solve wicked problems and drive real system change: binding cross-sector collaborations, experimenting with new solutions, and exercising patience. And, above all, you need to build trust.

Homelessness, urgent climate challenges and continuing lack of social mobility among children and young people. These are just a few examples of the complex problems, that many countries face in varying degrees right now. Problems, that can only be solved by many parties working together across sectors and disciplines.

This is one of the important findings, that we at Realdania carry with us after a decade of problem-solving through long-term collaborative partnerships inspired by – among other strategies – the Collective Impact method.

In a new publication, we dive into seven concrete cases dealing with e.g. climate, the development of sparsely populated areas, burglary prevention, and social inclusion. We are involved in some of them, others are supported by other foundations. All cases have one thing in common: they are all inspired by the Collective Impact method, which originated in North America. In Denmark, Realdania was among the pioneers to adopt this method, and represent some of the first well-documented European examples.

The role of foundations

Our experience with problem-solving and the Collective Impact method has taught us that three things are important for success: cross-sector and multidisciplinary collaborations; the generation of new knowledge through concrete experiments with new solutions; and finally, patience and long-term commitments based on trust.

Taken together, these factors form a philanthropic task, as it requires substantial resources to establish the necessary working conditions. Foundations can, for example, play a special role by funding the actual costs of cross-sectoral work, such as supporting an efficient backbone structure or covering the expenses related to risk-willingness.

It is a team effort

The most complex and wicked problems are typically about major system challenges in society. They are characterized by being complex, e.g., in relation to the stakeholders involved, with their different opinions, the coherence of problems with other problems, lack of knowledge in the field, and typically a high financial burden.

They are only solved by bringing many minds together. Trustful cross-sector collaboration is necessary to ensure that all the tools in the toolbox are put into action. This is not always easy, and it requires that we respect each other’s starting point and framework conditions. The private and public sectors have different opportunities and limitations, civil society others. Foundations again, have others. Understanding and respecting these differences is probably the most important thing in the effort of constructive problem-solving.

Trust each other enough to fail

When this is established, we must act, experiment, test solutions, learn from them, and try again. Succeed at something and fail at something else. And constantly get wiser. In such a process openness and trust are essential values – and it takes time to build up trustful partnerships.

Without trust and openness about the many difficulties, frustrations of failed attempts, even conflicts, it is not possible to try new pathways and to establish the relevant patience that working with complex problems demands.

Patience and commitment

Time is also a crucial factor in addressing wicked problems. First, it is necessary to invest time in building trust and mutual understanding. Second, time is essential for conducting experiments, learning from them, and repeating the process.

Lastly, it is also important to allocate time for documenting and providing evidence that justifies altering well-established systems.

An example: Sustainable Landscapes

The collective impact initiative Sustainable Landscapes of the Future was an ambitious partnership to ensure the sustainable use of agricultural and non-agricultural land. Realdania gathered a broad alliance of organisations representing different interests and perspectives on the task. For eight years we have supported both the backbone secretariat, local pilot projects, and a range of analyses.

The solutions were not defined beforehand, but were developed through a process, the aim of which was to work with landowners, local communities, and the landscapes. The purpose has been to engage in dialogue, while not politicising. A fundamental premise was to reach a consensus on all decisions made.

Sustainable Landscapes of the Future succeeded in reaching quite remarkable results, which was – and still is – politically acknowledged and actively used at both a local and national level. From 2015-2018 the multifunctional allocation of land was developed and tested as a tool in four local pilot projects, which gave the work important knowledge on do’s and don’ts. This was a core result since it represents a new, shared understanding and concrete method of how to develop the future landscape in a sustainable and holistic way.

Share your knowledge

All over the world there is a huge need to find new ways to deal with the complex problems, we face. Some of them are indeed urgent to humanity, such as the climate crisis. This is no time to keep knowledge to yourself. We must share good cases like open source. We must also try to cast away all fear of sharing our mistakes, which is a normal aspect of working innovatively.

The new collection of Danish case stories involving elements of Collective Impact is a contribution to this openness. Through concrete descriptions and testimonies from the many stakeholders, who have been part of the partnership or collaboration, the projects’ organisation, work process, challenges, victories, and results are highlighted. All to inspire others working with today’s complex issues.

In Collective Impact lies a mindset or a “currency” based on patience, openness, and trust, that I hope can inspire everyone working to develop our society in a sustainable and safe direction for the future generations.

Jesper Nygård is the CEO of the Danish philanthropic association Realdania

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