Expansive opportunity makers but selective opportunity takers? Positional agility and tactical social skill in English third sector social service

In a challenging climate of austerity policies, relationships between Third Sector Organisations (TSOs) and the State are often contentious, with great sophistication required to secure a reasonable degree of stability and continuity in services and relationships. This paper draws on data gathered through semi structured interviews with 23 CEOs of TSOs focused on children’s preventative services to explicate and exemplify the skills embodied in TSOs which allow them to navigate these complex situations relatively successfully. We draw on the concept of ‘social skill’ as developed in strategic action fields theory to frame an analysis of this data. We consider how TSOs have collectively helped shape the political and economic conditions under which they operate, and present a range of skilful tactics we associate with the concept of ‘positional agility’ which differentiate those organisations which are especially accomplished in navigating relationships and resources.