ABSTRACT
Just as individual relationships play a role in partnerships, so do the structures and cultures of the institutions involved. In the case of partnerships, the work of change agents throughout the organization is evidence of a change in authority. Mintzberg outlines five parts of organizing structures: the operating core, the middle line, the strategic apex, support staff, and the technostructure. Viewing organizations using different frames can provide insights into actions and help explain why particular events or reactions unfold the way they do. Strategic partnerships may be better at integrating the frames of organizations as they view work occurring less in silos and more in collaborations than those involved in traditional partnerships. Leaders of partnerships can use sensemaking to help shape the mental models of others. In this case, the partnership may provide a chance to learn new skills and rethink old patterns. Leaders throughout the organization must understand the difference created by the nature of organizational structures on partnering.
