Lausanne World Pulse – Perspectives Articles – Duplicated Effort vs. Partnership

By Ken Lane
January / February 2010

“Why not just stop the duplication of effort and combine our efforts?”

It was not the originality of the phrase that arrested my attention as much as it was the self-realization that the large U.S. ministry I represented had in fact just identified that very issue as one of our chief struggles within our own walls, let alone on the field! Why is it, then, that duplication of effort exists? Or, when identified, is allowed to persist?

As a strategy consultant to non-profit organizations and in my broader exposure to ministries over the years, I have observed this pattern surfacing both inside and outside of organizations for almost precisely the same reasons: ignorance, pride, and/or confusion.

Duplication of effort arises within an organization because of:

• Ignorance. Different business units are unaware of similar efforts by other business units.
• Pride. Different business units believe their approach to meeting needs is the only correct way.
• Confusion. Different business units are unclear about who should be doing what in relation to each other (no integrated plan).

Duplication of effort arises outside of organizations because of:

• Ignorance. Organizations are unaware of similar efforts by other organizations.
• Pride. Organizations believe their approach to meeting needs is the only correct way.
• Confusion. Organizations are unclear about who (which organization) should be doing what in relation to each other (no partnership plan).

If you are reminded of your own organization or others that you know, you will be encouraged that there is a 3-step process to overcoming this limiting practice. However, there are a couple of significant caveats before undertaking any such remedy:

First, leadership must want the organization to move beyond its current impact level. What I mean is that some organizations are entirely content with mediocre performance. I do not mean this disparagingly, but only to indicate that patterns of duplication cannot, by their very nature, leverage the economies of production from partnership.

Second, leadership must be committed to incorporate and model this solution both down and across the organization. Albert Schweitzer once said, “Example is not the main thing in influencing others, it is the only thing.” The following practices must become part and parcel of the organizational culture, if they are to have any chance at success.

Ken Lane is senior director of global strategic development for Focus on the Family in Colorado Springs, Colorado, USA. He also serves as a member of the Lausanne Strategy Working Group.