Incentives for cooperation

Increasing participation and solidarity is difficult and takes a long time. Especially when:

– communities or organizations are accustomed to being passive beneficiaries of public or private programs and incentives that stimulate aggressive environments of competition for the support.

– it is not clear what the aims of an intervention are.

– there is a record of abuse by “supposed” supporters.

– the communities or organizations themselves are divided by socioeconomic or, for example, racial barriers.

However, some initiatives have found that with the right incentives these challenges to solidarity can be minimized.

Their strategies include:

♣ Incentives for cooperation

♣ Models of cooperation vs. competition

Other related strategies at:

  • Showing people concrete means to contribute and impact. Defining and sending clear messages of the concrete means through which people can contribute and participate so that purposes, actions and expectations and are synchronized, and responsibilities are clearly distributed.
  • Creating and promoting integrative responses. Addressing the most pressing needs of the communities or agents involved with the initiative as integrally as possible.
  • Equity measures: prioritizing the disadvantaged. Emphasizing the participation and leadership in the initiatives of otherwise discriminated members of the communities or organizations, giving reasons for people to transcend discriminatory barriers.
  • Certainty. Demonstrate that the support or participation they provide will be well taken advantage of.
  • Transparency. Ensuring transparency in the management of the funds and resources, as well as in the design, implementation and evaluation processes of the initiatives. Demonstrating who makes the decisions and how are resources being used and benefits distributed.
  • Results-based trust. Demonstrating previous experience and good results.
  • Intra and trans-sectoral partnerships. Sharing resources and responsibilities and avoiding duplication of effort through the setting of intra and trans-sectoral partnerships.
  • Alternative Barter Systems. Creating instruments that aid expected cooperation.
  • Motivating and capitalizing on local ownership. Capitalizing on and giving importance to the local agents’ contributions and multiplying their value.