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

Collectives offer an alternative organisational structure toservice delivery organisations that seek to embody criticalsocial change. This model is challenging to implement as itsassumptions and values are contrary to the dominant socio-politicalclimate of economic rationalism. This paper explores experiencesof two workers employed as coordinators in collective-basedorganisations in Australia and New Zealand. They share the joysand challenges of these experiences, and conclude with fivekey reflections about implementing this model: keeping reflectiveand honest about philosophical assumptions, keeping processcentral, having robust conflict resolution processes, reflectabout the external factors influencing organisational structure,and finding ways to value workers.