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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…
References
Myers, L., Myers, L. & Grant, L. (2010). The creation of regional partnerships for regional emergency planning. Journal of Business Continuity 4(4): 338-51.
Tsasis, P. (2009). The Social Processes of Interorganizational Collaboration and Conflict in Nonprofit Organizations. Nonprofit Management and Leadership 20(1): 5-21.
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