If you’ve ever wondered how to fix cross-sector collaboration challenges where no one’s on the same page, you’re not alone.
Cross-sector collaborating is where different types of organizations, such as government, nonprofit, and private sector, work together to address complex societal issues.
This sounds great in theory until you realize that no one’s on the same page, timelines and priorities clash, and decisions are being made in silos.
If you’ve ever found yourself frustrated with a well-meaning cross-sector collaboration that just isn’t working, you’re not alone.
But collaboration isn’t just about bringing people together to work towards a common goal—it’s about understanding the dynamics that quietly (and not-so-quietly) block progress.
Let’s unpack five common reasons collaborations break down—and how to get back on track.
We use the same words, but mean different things
Many cross-sector collaboration challenges stem from differences in language and priorities. Terms like “equity,” “client-centered,” or “community engagement” have overarching meanings, but each person in the collaboration brings their own professional lens and assumptions to these words. What a physician means by “case management” may be totally different from what a social worker or housing advocate means.
The Fix: Start meetings by clarifying shared terms, even if it feels basic. I once facilitated a cross-sector project where we spent the first session simply defining what “wraparound supports” meant to each organization. It felt slow, but that clarity saved us from major tension down the line. Build in time early on to define, not assume, your shared language.
We’re operating on different timelines
Depending on your sector, decisions often move at drastically different paces. Some have to wait for board approvals. Others pivot based on urgent community needs. When one partner is ready to move forward while another needs two months to secure funding or staff, frustration brews.
The Fix: Normalize pace-checking. I’ve learned to ask, “What’s your internal process for approving this next step?” instead of assuming urgency is shared. One coalition I worked with introduced a project calendar that showed everyone’s critical paths—this helped partners anticipate delays rather than be surprised by them. Flexibility is collaboration’s best friend.
…and we’re operating on different priorities
One of the sneakiest ways collaborations break down is when partners think they’re aligned because they share a broad goal—like improving maternal health or supporting youth leadership—but are actually prioritizing different aspects of the issue. A nonprofit may be focused on social supports, while a hospital is zeroed in on clinical outcomes. Both are valid, but without naming those priorities, tension builds when one group feels unheard or when a partner “keeps bringing up things that don’t feel urgent.”
The Fix: No matter your role, understanding how to fix cross-sector collaboration challenges requires naming the gaps early and co-creating accountability. Start by getting clear on your lane—and ask others about theirs. To start, each partner should answer “What’s the piece of this issue that feels most urgent to our organization, and how does it fit in this collaboration?” This question unlocks more honesty and prevented future misunderstandings. Organizations that name their priorities early are more likely to avoid the common pitfalls in how to fix cross-sector collaboration challenges. When you understand each partner’s focal point, you can collaborate without competing—and even find creative ways to braid priorities together.
Power dynamics go unchecked
Even when everyone is committed to collaboration, unspoken power dynamics often seep in. Funders may unintentionally dominate conversations. Health professionals may be prioritized over community leaders. People defer to those with titles, budgets, or perceived expertise—even if they aren’t closest to the issue.
The Fix: Acknowledge power directly and early. I once worked with a community-academic partnership that started meetings by naming the power and privilege each stakeholder brought—and the value of lived experience. It created space for more honest dialogue. Transparency builds trust, and trust builds better collaboration.
We’re not actually collaborating
Collaboration is often added on top of everyone’s regular responsibilities, but no one’s job is to maintain the collaboration itself. Without a designated person or structure to hold the group together, things fall through the cracks—emails go unanswered, goals drift, and the momentum fades.
The Fix: Treat collaboration like an actual role. Create a rotating “collaboration steward”—someone or a group tasked with tracking next steps, checking in on communication, and flagging when things got off track. When someone is responsible for the relationship, not just the task, the work moves smoother.
Key takeaway
Collaboration doesn’t fall apart because people don’t care—it falls apart because we’re human. We bring different disciplines, priorities, timelines, and gaps in perspective to the table.
Even when we care about the same goal, we often approach it from different angles—and that’s okay. The key is naming those differences early, listening with curiosity, and building in structures that support the relationship as much as the task.
When we do, collaborations become more honest, more durable, and more impactful. If you’ve been struggling to make cross-sector collaboration work, you’re not alone—and it’s not too late to try a new approach.
Raise Your Voice: What’s a challenge you’ve faced when collaborating with others—and how did you navigate it? Share in the comments section below.
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