Theme 3: Definitions of Partnerships

In this theme, different perspectives of what a partnership means for business, labour, education, and government members are presented. To begin with, there are various types and levels of partnership. There are partnerships with an uppercase “P” and partnerships with a lowercase “p”. These types can be symbolic or based solely on funding. They also can be considered of primary importance or secondary importance to the partner members. Some partnerships are more formal with legal terms of agreement, or informal with only verbal terms of conduct. What is common in partnerships is that they are complex and slightly different each time one is formed.

Partnerships also have a common set of qualities. Members of a successful partnership are trustworthy, persistent in obtaining goals, and work in an atmosphere of openness. There is a genuine respect for each member and an acknowledgement of weaknesses. Members are all committed to making the partnership work. In most workplace cases, some type of trigger event, either positive or negative, prompts the formation of a partnership. This event acts as a catalyst for some type of action and leads to the careful search for individual partners from business and labour. Sometimes this search points to a prominent person in the community who can help champion the issue.

From the various data sources, a picture emerged of how partnerships developed. In the initial phase of a successful partnership, the focus remains on defining its mission. A shared vision and common goals also emerge in this phase. Through a sharing of expertise and a consideration of individual and organizational circumstances, common ground rules and principles are laid down to further guide the partnership into the next phase of development. As the project work of the partnership continues, an increased awareness of stakeholder diversity becomes more apparent. Values and philosophies of the partners come to bear as decisions are made and a mutual trust and respect for these differing views develop. Also, in this phase of the partnership process, transparency occurs.

This happens because a common language is used among partners. Regular clarification of partner mandates is no longer needed. Stakeholder voices are heard and blended into the project work.

Related to this quality of transparency is the balance of power. Partners see themselves as having an equal footing in the decision-making process. When tensions arise, conflicts are dealt with mostly through consensus. No one person has more power than another. When the balance of power is in check, the comfort level to take collective risks increases. As project work begins to show results, a connectedness among the partners further deepens. There is a recognition that the coordinated skills and tools that have been brought to the partnership table are effective in achieving action. In most cases, there is a common sentiment that relationships which have developed in doing the project work are beneficial to all stakeholders and may be useful to draw upon at some later time. Successful completion of the project work and goals signals the end of the partnership or the re-establishment of a new partnership cycle under different conditions and circumstances.