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

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.