Developing partnerships in organizational contexts

Partnerships

Inter-organizational Partnerships

No individual or entity can every truly accomplish anything on their own; whether or not either party is consciously aware of it, there is always some reliance on the effort and actions of outside individuals involved. The same is true for any organization; though there might be many individuals working in tandem trying to work towards a common goal within the organization itself, any real action in the external world will necessarily involve some interaction with and even dependence on other organizations and individuals. Recognizing this dependence on interaction and consciously acting on it is an important function for organizational leaders in all organizations, and especially for human services administrators. Human service organizations filled real needs in their communities, and a failure to properly utilize inter-organizational relationships can leave individuals in the community without the support they need. For this reason, human services administrators must act as diplomats, liaisons, and careful planners in building and maintaining relationships with other organizations.

One of the strongest and clearest ways in which to build inter-organizational relationships in the human services sector is to identify common needs, which should not be difficult if truly objective views are taken of community problems (Myers et al., 2010). Direct interpersonal relationships between members of two or more organizations -- cordial, polite, and positive social interactions -- can help to build more productive and secure inter-organizational relationships, as well (Tsasis, 2009). Both of these means above all rely on communication, which is key in building and maintaining any relationship.

When organizations and/or the individuals within them have different values and/or attitudes, it is very easy for conflict to arise and for inter-organizational relationships to erode or turn sour, as this can lead to different practical actions and different means of trying to achieve specific ends -- even completely opposing ideas of what specific ends should be accomplished (Tsasis, 2009). When significant value differences crop up, it might even be impossible for a strong and cooperative inter-organizational relationship to be built between tow organizations. The role of the human services administrator in addressing a failed relationship that arises out of perceived value differences would be to try and find other values that provide a common ground between the two organizations, using these values and commonalities to find means of circumventing or perhaps even redefining and realigning other values such that an organization becomes more representative of the larger community in which it operates, and more equipped to build stronger relationships with other organizations. Sacrificing foundational organizational values and principles would not be recommended, of course, but finding the right middle ground is important.