Abstract
Cross‐sector partnerships are essential for addressing wicked problems but are typically ineffective because of messy human and organisational dynamics. Systemic approaches are needed to re‐design collaborations for a collaborative advantage. While the Viable System Model (VSM) is suited to this task, little guidance is provided on managing multiple perspectives or marginalisation in VSM interventions. Hence, we trial and evaluate the utility of a novel multimethodology approach combining the VSM with Team Syntegrity (TS), which is a workshop protocol for supporting fair dialogue and stakeholder pluralism. Our findings show this combination supports joined‐up thinking about improvements for viability and synergies from combining these methodologies. We propose that before a VSM diagnosis, an understanding of ‘what a system does’ and existence of VSM functions is established to ensure more meaningful selection of intervention participants and consideration of the VSM's insights. We also identify four avenues for marginalisation that need careful consideration in critical systems interventions.