ABSTRACT
This chapter creates interorganizational structures and processes that give some chance at improving health in impoverished communities, or improve the employment opportunities of disabled people. It describes the challenge for independent educators and facilitators and for internal change agents in developing appropriate practice is considerable. For the clear message from my recent project in Management Education is that educational institutions are not as highly valued partners as they might be. Their dominant values and practices tend to get in the way of, rather than promote, the cooperation they seek. In the health field, those brave individuals willing to challenge dominant corporate values may be local citizens, patients and their carers, health workers and educators, managers and those with governance responsibilities. Health practitioners, from direct services' provision, health promotion, and from health education, find themselves working in increasingly complex organizational structures.
