And the other
way around - a certain stock of social capital
might facilitate the further fostering of partnerships.
Social capital can help accumulating other forms of capital (produced
capital, human capital, natural capital), for example by
- reducing
transaction costs
- establishing
a relatively cheap system of monitoring
- increasing
the claim-making capacity of a group
Understanding
each others' perspectives is essential to working together. Appreciation
of the advantages and limitations of each (potential) partner and
willingness to support each other in the achievement of a set of
agreed objectives and goals with clearly stated terms of partnership;
mutual trust and credibility; and an environment conducive to partnerships
is what seems to work best.
We can also
deliberately make a relationship work as LESS than a partnership
by limiting it to a contractual arrangement, ad hoc interaction,
cooperation, keeping it just short of the kind of 'partnerships'
that are demonstrated in best practices.
An important
issue to keep in mind, however, is whose perspectives dominate a
relationship that is seen as a partnership?
The 'partner' who is more on the 'receiving end' loses out in most
situations. Social, economic, and political clout determines the
balance. Unequal access and control over resources (of all kinds)
is what distorts a relationship and hinders its evolution into a
partnership.
Thus, the essential
ingredients that would be required in a successful partnership
are:
- empowerment
- participation
- equity
- inclusion
- responsibility
A Best Practice
demonstrates a deliberate community of practice, a genuine partnership
relationship, committed to achieving a successful outcome.
Another indication of a Best Practice is impact.
