It takes into account the ever-changing nature of the planning process. It also acknowledges that people plan programs and that planning is not a neutral set of events.

For the most part, the accomplishments and impacts of the NLS Business and Labour Partnership Program all started with individual organizations experiencing workplace change. At its earliest inception point, two or more stakeholders came together to discern the context. What happened at this step is that a representative from one organization became knowledgeable about another organization. Structural and cultural factors about each other’s workplace were exchanged. For example, each stakeholder became aware of the mission of another organization, their information systems, how staff was trained and organizational decision making patterns.

On another level cultural factors were exchanged such as history and traditions, and the organizational beliefs and values. This flow of information was necessary before the partnership could begin. From their own perspectives, partners also became knowledgeable about the wider environment and its impact on the workplace and change. For example, important discussions took place around the current economic conditions, the national and provincial political agendas, and questions about whose needs would be served through a partnership. Sources of information were exchanged and a common set of beliefs about what needed to be done started to take place.

The next step focused on building a solid base of support. This support took the form of both commitment and action. Commitment to the idea of working together most often happened at this step. Action took place when people at different levels of each organization responded to that commitment. Small networks began to form and provided input into early project ideas. Further support for these ideas was often obtained from the wider community. Collaborations with other organizations and groups sometimes occurred.