Recognizing and responding to the vulnerabilities of partnering

Although the partnering strategy has gained acceptance since the 1980s as a project management component, it is subject to vulnerabilities. This article describes a number of forces that can become obstacles to effective partnering. External forces include resistance to change within the organization, uneven commitment from top management, and unpredictable shifts in business conditions. Internal forces that can obstruct successful partnering include the failure to include all the key players at the initial workshop, the failure to select a team with a good group dynamic, the failure to implement the initial partnering plans, and inadequate team problem-solving skills. Partnering, when done right, is a positive, team-oriented strategy that can change business strategy and management style for the better.
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