ABSTRACT
As I have argued throughout this book, partnerships and collaborative working practices form a bedrock idea for change and growth in organizations. This chapter attempts to identify some tips that might support change within this kind of paradigm. The dominant policy discourse portrays the notion of ‘partnership’ as a panacea for the solution of entrenched social and economic problems. However, overuse of the word ‘partnership’ has clouded its meaning as discussed in detail in Chapter 9. Policy makers tend to use the terms collaboration and partnership as a general catch-all. Economic and social development policies assume that ‘partnership’ simply happens if people from different organizations are persuaded or coerced into working together to deliver a desired change. This assumption ignores the risks and complexities inherent in change, which is characterized by insecurity and anxiety.
