With the PrC Insight Series we want to contribute to the professionalisation of partnerships and improve standards in effective partnering. The PrC Insight Series is written by PrC’s research team. 

The aim of this Series is to make research insights available to all practitioners; policy makers and partnership managers in government, civil society, and business.

Insights

  • Introduction

    The PrC Insight Series is written by PrC’s research team. This team translates research insights into practicable and actionable knowledge about how to work in partnerships to contribute to the professionalisation of partnerships and improve standards in effective partnering.

  • Partnership Principles

    Partners who are not accustomed to working together need time to build a working relationship. This is particularly true for partners from different societal sectors, for example an NGO working with a company. These two types of partners will often have different interests, a different language, and a different working culture.

  • Partnership Agreements

    Partnership agreements can establish the aim of the collaboration, the roles, responsibilities and contributions of each partner, as well as other rules, e.g. how decisions are made, how the partnership will be managed, what happens when partners disagree, and how the partnership may dissolve.

  • Partnership Skills

    Partnership skills are specific personal skills and traits that are reflected in successful behaviour such as bridging different contexts, language, working cultures of various sectors, and guiding partners to build a fit for purpose relationship in order to develop solutions that add value.

  • Partnership Intentions

    One of the greatest challenges that organisations face in the discourse on sustainability is the gap between ‘promise’ and ‘performance’ or – in more popular terms – the gap between ‘talk’ and ‘walk’. Organisations’ sustainability ambitions are often treated with considerable suspicion because of the discrepancy between what organisations say and what they do. However, this tension might also represent a normal step in a transition process.