COLLABORATION | EXPLORING THE

COLLABORATION CYCLE
Written by Liz Weaver

The Collaborative Context

Many enter into collaboration
thinking that the shared work is a
linear and flat process from start to
end. One of the favourite images
describing collaboration that is often
included in Tamarack power points is
this image of plan versus reality. It
captures the reality of collaboration
including the twists and turns that
collaborative efforts face as they
move from start to completion. It can
include obstructions like boulders and
choppy waters and other challenges
which are found obstructing the path
along the way. This image always receives a small chuckle because individuals in the room have
experienced these challenges.

However, the reality image still conveys a relatively linear, if upward, and challenging experience. This
image is relevant for collaborative efforts seeking to achieve a result that is more defined such as the
exchange of ideas, or development of a new program or service.

For more significant community change efforts, a different approach was introduced to Tamarack by
Brenda Zimmerman of The Plexus Institute. Zimmerman described community change as a more
cyclical process mirroring phases of development found in ecology.

The ecocycle concept is used in biology and depicted as an infinity loop. In this case, the S curve of the
business school life cycle model is complemented by a reverse S curve. It is the reverse S curve, shown
below with the dotted line, that represents the death and conception of living systems. In our depiction
of the model, we call these stages creative destruction and renewal. The importance of the infinity loop
is that it shows there is no beginning or end. The stages are all connected to each other. Hence renewal
and destruction are part of an ongoing process.

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Being an infinity cycle, there is no obvious start or end to the
cycle. Let us begin our examination of the stages at the
beginning of the traditional S curve. We will begin each phase
by using the biological example of a forest and then look at the
analogous phase in human organizations.i

The four phases of the ecocycle, as described by Zimmerman

and the Plexus Institute follow the traditional (and linear)
growth curve from birth to maturity. However, it also
considers a renewal loop. The renewal loop includes a creative destruction phase and a renewal phase.

The image from the Plexus Institute website displays and describes the ecological cycle of a forest which
starts with a variety of different plant growth (birth) which leads to increasing density as the forest
grows to maturity. At maturity, the forest becomes increasingly vulnerable because of the density of
growth. It can experience rot through invasive moths or pests or be ruined because of a forest fire. The
creative destruction phase creates the space for renewal and regrowth. It is often the results of decay
that enable the regrowth or renewal to seed.

Using the Ecocycle to Inform Our Practice

The ecocycle has been adapted by many organizations over the last several years to describe a better
way of understanding community change and collaboration cycles. Tamarack has used the ecocycle to
inform our practice of supporting communities tackling complex issues like ending poverty, building
youth futures, deepening community, and navigating climate transitions. Tamarack, influenced in our
early years by Brenda Zimmerman, recognizes that communities are dynamic and responsive. Even as
collaborative tables begin to intervene in community change efforts, the community begins to respond,

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grow, and change. The ecocycle approach can be useful to collaborative tables to help understand and
navigate dynamic change recognizing that change is not linear but rather exists in phases and cycles.

From Ecocycle to Collaboration Cycle

There have been many articles written about the Ecocycle and adaptations to this approach. One useful
adaptation of the ecocycle was developed by Chris Thompson, Collaboration – A Handbook from the
Fund for our Economic Future.ii In this handbook, Thompson adapts the ecocycle to a collaboration
cycle approach. Thompson builds of the Plexus Institute ecocycle framework and Tamarack’s approach
to adapting the ecocycle to community change efforts. Thompson uses the phases language of
development, maturity, creative destruction, and exploration.

Thompson describes three elements which are vital to impactful collaboration: capacity, process, and
leadership. The collaboration cycle is useful to focus on the process of collaboration.

This cycle serves as a roadmap for the diverse players who are along for the collaboration journey. It is
invaluable to new participants joining an existing collaboration, as it can be used to help them
understand where the partners are on the journey. Advocates of collaborations, particularly those
performing the key collaboration functions, also should take the time to help each partner assess where
they are on the cycle. Not every partner travels through the cycle at the same pace. (Thompson. Page
29) Thompson provides useful steps in each of the phases such as developing new thinking, analyzing
data, and expanding possibilities in the exploration phase.

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In the development phase, the steps include choosing strategies, developing approaches, and adapting
as the collaboration moves forward. The maturity phase includes implementation, evaluation and in
some cases conserving to build on successful results. The creative destruction phase is initiated by
declining outcomes, crisis, or breakdown and reconnecting.

Beware of the Collaboration Cycle Traps

As collaborative efforts navigate their way through the different phases of the ecocycle, they may
encounter a trap or obstacle which prevents the collaboration from moving forward. The traps can be
navigated but may take time for the collaborative effort to move forward.

An example of one of these traps is the scarcity or poverty trap which exists between exploration and
development. The exploration phase is focused on new thinking and expanding possibilities. The
development phase is about making choices, narrowing the ideas and possibilities down to a smaller
more manageable number of options to move forward. The scarcity or poverty trap contains different
challenges for the collaborative. Some collaboratives might want to spend additional time analysing
data, doing research, or consulting the community to identify the ‘perfect idea’. They often spend
weeks and months in this cycle of research and consulting. Scarcity can be defined as lack of
commitment to an idea, a perception of lack of community support or the hesitancy of the collaborative
to take a risk and move a ‘good enough’ idea forward into development.

Each of the traps across the four phases of the collaboration cycle can prevent a group from moving
forward. Tamarack describes the traps and the challenges often experienced by collaborative tables. If
a collaborative table seems stuck and unable to move its collective work forward, it is likely that they are
entering into or in the midst of one of these collaboration cycle traps. Knowing that the traps exist
makes it easier to navigate your way through them.

Traps Description Challenges

Too few resources are available The ideas are not compelling.
SCARCITY to support vibrant exploration of Underdeveloped decision-making process
Moving from new ideas so few or none take & criteria. Members disagree on which
Exploration to root. No new ideas lead to options to pursue. Members have
Development outcomes or garner the support. insufficient credibility. Energy spread too
thin across many directions.

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 CHARISMA/ People seem unable to sustain or Over reliance on key – often founding –
PARASITIC grow their work without the members of the group. Dependence on
original founder, host or primary start-up pool of resources. Approach
Moving from funder. They are “parasitic” on works well only at a certain scale or in
Development to the host(s) that gave it birth. unique context.
Maturity

People are unable or unwilling Psyche of immediate return. Fear of

RIGIDITY to change or dismantle an uncertainty. Self-Interest. Lack of clear
Moving from approach that no longer fits the exit rules. Concern about perception of
Maturity to Creative evolving context in which they failure. Pressure to continue by entrenched
Destruction operate. The resist new ideas. constituency (e.g. ‘too big to fail’).

CHRONIC People find themselves Inability to let go of the past. Weak trust
DISASTER ‘spinning’ and unable to get amongst members. Difficulty in agreeing
traction on a compelling new on shared vision and values. Volatile
Moving from vision, values and intent for environment.
Creative Destruction moving forward.
to Exploration

Three Approaches to Mapping the Ecocycle

Three different tools can be used to map the ecocycle or collaboration cycle. Tamarack has developed a
simple ecocycle mapping tool for collaboratives.iii The tool explores the four phases of community
change and identifies the traps which can be found in each of the four phases. Collaborative table
members are invited, through this tool, to map their preference on the ecocycle, identify where their
organization might sit on the ecocycle, and identify where the collaborative work might sit.

The core reason for mapping separate elements is to understand where potential conflicts might occur.
In some cases, the collaborative table might be in the early stages of development whereas the
individual and organization might exist further up or at the top of the maturity phase. This situation
often creates tension and conflict because mature organizations have less patience for the time spent
on development or the framing of ideas.

The Tamarack tool provides an opportunity for mapping different partners across the ecocycle. It also
encourages the collaborative partners to reflect on their observations about the map they generated.
Where might conflict arise? What trap might the collaborative encounter? What opportunities might
exist for the collaborative? The ecocycle mapping tool is a useful framework for understanding the
dynamic nature of collaborative efforts focused on community change.

A second example of ecocycle mapping was developed by FSG, a social impact consultancy, in a series
about systems thinking tools. It included the ecocycle approach as a system thinking and mapping tool.
The FSG authors re-envisioned the ecocycle infinity loop as a circle and used the phases to map different

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collaborative efforts around the circle.iv They also shifted the language across the ecocycle to make it
more accessible:

• From development to new opportunities

• From maturity to maturity
• From creative destruction to reframe or exit
• From renewal to emerging ideas

Using the revised design, FSG collaborated with Minnesota Philanthropy Partners staff to map their
existing philanthropic investments across the phases of the ecocycle to gain insight into how much time
and energy was spent on organizations across the different phases of the ecocycle. The FSG Ecocycle
Mapping Tool provides useful insights into the time and energy required to support organizations and
collaboratives experiencing creative destruction, reframing of ideas or renewal phase which took
significantly more time than the other phases.

The third useful ecocycle tool is one of thirty-three helpful systems thinking tools developed by
Liberating Structures. This approach is called Ecocycle Planning. It builds on the basic design of the
ecocycle, and through a structured set of instructions, supports collaboratives to consider how to plan
forward across the four phases of the infinity loop.

The Ecocycle makes it possible to sift, prioritize, and plan actions with everyone involved in the activities
at the same time, as opposed to the
conventional way of doing it behind closed
doors with a small group of people. Additionally,
the Ecocycle helps everyone see the forest AND
the trees—they see where their activities fit in
the larger context with others. Ecocycle
Planning invites leaders to focus also on creative
destruction and renewal in addition to typical
themes regarding growth or efficiency. The
Ecocycle makes it possible to spur agility,
resilience, and sustained performance by
including all four phases of development in the
planning process.v

In this approach, collaborative partners who are invited generate activity lists for each of the
phases. These activities lists are then mapped onto the infinity loop with the different phases
identified. The partners are asked to reflect on the activities that have been mapped individually or in
small groups. They are invited to identify which activities will have the greatest impact and should be
expanded or which activities have only a limited impact and should be creatively destructed. The
Ecocycle Planning approach is very useful for collaborative groups to co-create actions and to focus on
those actions or activities which will advance the collective effort.

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Collaboration is Not a Straight Line
Understanding the dynamic nature of collaboration makes it easier to navigate the twists and turns. The
collaboration ecocycle illustrates four phases to collaborative work, particularly when the collaborative
effort is seeking to influence or change systems. The collaboration ecocycle is dynamic and a path
through change. At Tamarack, we have seen collaborative and community change efforts take three to
five years to navigate their way through the ecocycle.

There are lessons that Tamarack has learned through supporting more than 1,000 collaborative efforts
when applying the ecocycle. These lessons were identified by Mark Cabaj, Tamarack Associate and
Principle, Here to There Consulting. The lessons recognize that achieving impact through collaboration
is challenging.

• Collaborative efforts have eco-cycles: These include development and implementation (the
performance loop) and regeneration and exploration (renewal loop).

• The entire collaboration cycle is critical: A successful performance loop begins with a solid
renewal loop.

• Situational Leadership: Leadership and management styles, organizational culture and

resources should fit the unique phase of the work.

• Resilient and sustainable collaborative: The importance of continually adapting and reinventing
the collaborative to reflect the distinct phases is key.

• Natural attrition: Not all collaborative efforts are robust enough to make it through the entire
collaboration cycle

• Patch dynamics: Collaborative efforts are more resilient when they are partly operating in all
four phases of the collaboration cycle

Tools for Navigating the Collaborative Ecocycle

1. Plexus Institute. From Lifecycle to Ecocycle

2. Tamarack Institute. Ecocycle Mapping Tool
3. Fund for Our Economic Future. Collaboration Handbook
4. FSG – Guide to Ecocycle Mapping
5. Liberating Structures – Ecocycle Planning

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Deepening our collective understanding about collaboration is important. To solve many of the complex
issues facing our communities, organizations are increasingly being asked to collaboration with both
sector and cross-sector partners. The collaborative ecocycle is a useful tool for understanding the
current context of the collaboration and identifying the next steps. It can also be helpful to diagnose
when the collaborative effort is stuck and how to navigate out of the trap.

The Collaborative Governance and Leadership Series

This is a paper in a series about Collaborative Leadership and Governance. The papers will
be released throughout mid 2022 and early 2023. We invite your comments and feedback. If
you are a member of a collaborative table, we would love to hear from you. Please email Liz
Weaver – [email protected]

i Plexus Institute. Edgeware. Brenda Zimmerman.

http://www.plexusinstitute.com/edgeware/archive/think/main_aides9.html
ii Fund for our Economic Future. Collaboration, A Handbook for Our Economic Future. Chris Thompson.

https://www.thefundneo.org/collaboration-
handbook/#:~:text=Collaboration%3A%20A%20Handbook%20from%20the,%E2%80%9D%20to%20true%2C%20eff
ective%20collaboration.
iii Tamarack Institute. Ecocycle Mapping. https://www.tamarackcommunity.ca/library/the-eco-cycle-mapping-tool
iv FSG. New Systems Thinking Tool: Ecocycle Mapping. https://www.fsg.org/blog/new-systems-thinking-tool-

ecocycle-mapping/
v Liberating Structures. Ecocycle Planning. https://www.liberatingstructures.com/31-ecocycle-planning/