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Community Development Journal Advance Access originally published online on July 30, 2007
Community Development Journal 2009 44(1):68-79; doi:10.1093/cdj/bsm030
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© Oxford University Press and Community Development Journal. 2007 All rights reserved. For permissions, please email: journals.permissions@oxfordjournals.org

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

Jessica Morrison and Elizabeth Branigan

Address for correspondence: Elizabeth Branigan, International Campaign to Abolish Nuclear Weapons, Australia Medical Association for Prevention of War, Carlton, VIC 3053, Australia; email: liz.branigan{at}rmit.edu.au

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.


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