Collaboration as Strategy: Why High-Impact Nonprofits Don’t Go It Alone
- Candace Kohli, PhD
- Jan 19
- 6 min read
Nonprofits across the country are navigating a landscape defined by complexity—interlocking and entrenched social issues, shifting funding patterns, and rising expectations from communities, funders, and policymakers. In this environment, collaboration is no longer simply “nice to have.” It is a strategic imperative.
The organizations that achieve durable, systems‑level impact in this kind of environment are the ones that understand how to partner with intention. They know that collaboration is not simply about pooling resources—it is about expanding vision, aligning strategies, and unlocking leverage points that no single organization can reach alone.
This post explores why collaboration is essential for nonprofits seeking to deepen their impact, strengthen their funding prospects, and position themselves as leaders in systemic change. It also addresses a persistent barrier in the sector: the scarcity mindset that keeps many organizations from pursuing collaborative grants or cross‑sector partnerships, even when the evidence shows that collaboration increases both impact and competitiveness.
Why Collaboration Matters: A Systems Thinking Lens
“No single organization can see the full system alone." — Derek Cabrera, Cornell University
Systems thinking provides a powerful foundation for understanding why collaboration is essential for social change. Derek Cabrera’s research at Cornell University emphasizes that systems are made up of interdependent relationships, and meaningful change requires understanding how those relationships shape outcomes. His DSRP model—Distinctions, Systems, Relationships, and Perspectives—underscores that no single organization can see the full system alone.
In one of my favorite systems thinking books, Systems Thinking for Social Change, David Peter Stroh reinforces this point: organizations with common goals often unintentionally work at cross‑purposes because they are addressing different parts of the system without a shared understanding of the whole. Collaboration becomes the mechanism that aligns perspectives, reveals leverage points, and enables coordinated action.
SSIR’s foundational work on collective impact echoes that durable change emerges when organizations commit to a common agenda, shared measurement, and mutually reinforcing activities. Collaboration is not an accessory to systems change—it is the architecture that makes it possible.
Why Systems Thinking Demands Collaboration
Systems thinking reveals:
Social issues are interconnected
No single organization can address root causes alone
Collaboration exposes leverage points for real change
Shared perspectives lead to smarter strategy
The Limits of Isolated Impact
Research from SSIR and MIT Sloan shows that organizations working in isolation often achieve strong programmatic outcomes but limited systemic change. A nonprofit may excel at job training, for example, but still see participants struggle with housing, transportation, or discrimination—issues that sit outside the organization’s direct control.
Stroh describes this as “fixes that fail”: well‑intentioned interventions that treat symptoms but leave underlying structures untouched. Does this ring true for your organization's services? If so, now is a good time to jot down your reflections -- where do your programs address symptoms but not the cause of problems?
Collaboration allows organizations to coordinate across domains, address root causes, and shift the conditions that hold problems in place. Opportunities stemming from collaboration include:
Addressing root causes rather than symptoms
Coordinating interventions across multiple domains
Sharing data and insights to inform better decision‑making
Aligning strategies to avoid duplication and maximize reach
Building collective power to influence policy and resource flows
These are the hallmarks of systems‑level work. 🎯
Collaboration as a Catalyst for Innovation
Academic research consistently shows that innovation thrives in environments where diverse actors share knowledge and perspectives. UNC’s School of Government highlights that cross‑sector collaboration accelerates learning, reduces duplication, and enables organizations to test new approaches with shared risk.
Similarly, SSIR’s work on “networked impact” demonstrates that innovation emerges from interactions, not isolation. When nonprofits collaborate, they create the conditions for creative friction, collective insight, and adaptive problem‑solving.
Innovation rarely happens in isolation. It emerges from shared learning and collective insights.
Why Collaboration Strengthens Grant Competitiveness
In an effort to increase and demonstrate their own systemic impact, funders increasingly look for evidence that organizations understand the systems they operate within. SSIR notes that collaborative proposals signal strategic maturity, ecosystem awareness, and a commitment to shared outcomes—qualities that funders associate with higher impact.
Research on collaborative governance from Harvard Kennedy School of Government shows that funders view partnerships as indicators of organizational capacity, not weakness.
Collaborative proposals demonstrate:
More comprehensive vision
Broader reach
Shared infrastructure
Reduced duplication
Stronger alignment with community needs
A clearer path to systemic change
Funders want to know that the collaboration is real—not symbolic. They want to see that partners are aligned, coordinated, and committed.
What Funders Want to See in Collaborations
A shared theory of change
Defined roles across partners
Integrated budgets
Shared measurement
Community engagement
A plan for long‑term systems impact
The Scarcity Mindset: A Barrier to Impact
Scarcity thinking keeps organizations small—strategically, financially, and imaginatively.
The scarcity mindset is well‑documented in nonprofit research. MIT Sloan describes it as a cognitive trap that narrows strategic thinking and reduces willingness to collaborate. Stroh notes that scarcity thinking often leads organizations to protect their “piece of the pie,” even when collaboration would expand the pie for everyone.
Studies show that collaboration increases:
Visibility
Credibility
Access to larger, multi‑year funding
Opportunities for shared learning and innovation
Funders are not looking for isolated excellence—they are looking for coordinated impact.
Collaboration as a Signal of Visionary Leadership
When nonprofits collaborate, they send a powerful message to funders, partners, and communities:
“We understand the system we’re working in, and we’re committed to changing it—not just managing it.”
This is the kind of leadership that attracts investment.
Collaborative organizations are seen as:
Strategic
Forward‑thinking
Community‑centered
Data‑informed
Aligned with sector best practices
These are the qualities that define high‑impact organizations—and they are the qualities funders increasingly prioritize.
How to Build Collaborations That Drive Systems Change
Effective collaboration doesn’t happen by accident. It requires clarity, structure, and shared purpose. Based on research and our work with clients, here are key practices we’d recommend for building strong partnerships:
1 - Start with a shared understanding of the system
Use systems maps, DSRP thinking, iceberg models, and causal loops to identify leverage points.
2 - Define the problem collectively
Shared problem definition is the foundation of systems change. Partners must agree on the root causes—not just the symptoms—they aim to address. Only then is it possible to work collaboratively, decisively, and effectively.
3 - Align on roles and strengths
SSIR’s collective impact research shows that complementarity—not uniformity—is what drives results. Each organization should contribute what it does best and avoid duplicated efforts.
4 - Establish shared metrics
Shared measurement is one of the five pillars of collective impact. Data alignment is essential for demonstrating collective impact.
5 - Build trust through transparency
UNC’s research on collaborative governance highlights trust as the core determinant of success. Clear communication, participatory decision‑making, and mutual accountability are non‑negotiable.
6 - Plan for sustainability from the start
Systems change requires long‑term commitment, not one‑off projects. Collaborations should be designed to last beyond a single grant cycle.
Collaboration as a Growth Strategy for Nonprofits
Beyond funding and impact, collaboration strengthens organizational capacity in ways that matter for long‑term sustainability:
Leadership development through shared decision‑making
Staff learning through cross‑organizational exposure
Brand elevation through association with strong partners
Operational efficiency through shared resources
Community trust through unified action
These benefits compound over time, positioning collaborative organizations as leaders in their field.
A Call to Action for Nonprofit Leaders
If your organization is serious about systemic change, collaboration must consistently be part of your strategy.
This is the moment to:
Revisit partnerships that have gone dormant
Explore cross‑sector collaborations with schools, hospitals, or local government
Initiate conversations with peer organizations about shared challenges
Identify opportunities for collaborative grant applications
Map your organization’s role in the broader ecosystem
The nonprofits that thrive in the next decade will be those that understand their work not as isolated programs, but as part of a larger system—and who collaborate accordingly.
Kohli+Associates Can Support Your Collaborative Impact
We help nonprofits understand the system they work within and move from intention to implementation. Our work includes:
Systems mapping and ecosystem analysis
Collaborative grant strategy and proposal development
Partnership facilitation and governance design
Strategic planning for multi‑organization initiatives
Messaging and communications for collaborative efforts
If your organization is exploring a collaborative initiative—or wants to strengthen its position as a systems‑level leader—we’d be glad to support you. Click the link below to schedule a consultation with us. Your next collaboration may be the catalyst for the impact you’ve been working toward.
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