Also, if an additional partner is brought in after the group norms have been established, this can negatively affect the project work.

Related to this, is the factor of power struggles. Power struggles can damage partnerships, especially when members do not have an understanding of each other’s organizational cultures. Struggles can also begin early in the process when operating principles or formal agreements are broken or not followed. Power struggles can be verbal or non-verbal and can also occur when a funder controls the partnership. When a partner member loses sight of compromise, it is usually an indication of a power struggle waiting to happen.

The fourth factor that can contribute to an unsuccessful partnership is structural barriers. When a partner organization chooses a champion from inside the organization to increase visibility of a workplace literacy issue and that individual leaves the organization, it can have a negative effect on the project work. As well, when funding policies change and bureaucrats appear cold and distant, this type of liaison can have a negative impact on the partnership development process. The same holds true when there is uncertainty and flux around program funding changes. Potential partners end up just waiting around and energy decreases. Rigid reporting requirements and micro attention to project financial accountability can take partners away from the “real” work and this affects project results and impacts.