The impacts of relational organizing for health system and community collaboration: Early evidence from a rapid multisite qualitative study

Abstract

AbstractObjectiveTo understand the ways relational organizing practices impacted collaborations between independent or health system‐affiliated community health clinics, public health offices, and community groups during the early COVID‐19 pandemic.Data Sources and Study SettingBetween November 2020 and June 2021, we interviewed clinical and public health workers, clinic‐based community organizers, and staff and volunteers at community organizations who participated in three COVID‐19 response collaborations in the Northwestern United States.Study DesignThis was a qualitative study employing participatory and rapid data collection and analysis methods.Data CollectionResearch team members invited key participants in organizing efforts to a semi‐structured virtual interview conducted by an independent health services researcher. A sensemaking team that included project participants analyzed interview data using an iterative, thematic approach and conducted a ripple effect mapping exercise to supplement interview data. A total of 19 people contributed data for analysis. Analysis was guided by the underlying research questions: whether and how relational organizing practices contributed to successful collaboration, and what challenges were encountered.Principal FindingsRelational organizing was perceived to contribute to multiple positive project outcomes, including greater self‐efficacy in a time of crisis and enhanced sense of connection; these outcomes contributed to a sense of successful collaboration. Four mechanisms were identified that explained relational organizing's collaborative efficacy: (1) mobilizing existing relationships for rapid community engagement; (2) bringing concrete skills for enhancing trust among cross‐sector partners; (3) recognizing and addressing power dynamics; and (4) creating vehicles for exercising collective community power. Lack of trust and unsurfaced power dynamics were perceived as common challenges to sustained collaboration, which relational organizing could sometimes mitigate.ConclusionsOur findings suggest relational organizing practices can be protective against common “pain points” faced by cross‐sectoral partnerships, especially in times of crisis. Further piloting of clinic‐based relational organizing is recommended, as is research on longer‐term impacts.