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Key Message

At the heart of networks and partnerships are people working together. Ideas are generated. Projects proposed. Activities implemented. Learnings documented and shared.

Management and Sustainability

Understanding the day-to-day functions of networks and partnerships

What's New in Management and Sustainability?

  • Positive Relationship Work: Organizational Case Study of the Association for Progressive Communications (APC)
    Many organizations are seeking to build the capacity of networks, particularly that of network secretariats. This case study explores the process and impact of capacity building interactions between the International Development Research Centre and the Association for Progressive Communications from 1996 to 2006. It concludes that that the multiple roles that IDRC has played in APC's development conform to "positive relationship work." In this type of partnership, the donor contributes to capacity building through "suggestive dialogue," and the collaboration is marked by a creative outlook, shared understandings and mutual commitments. Over the years, the relationship has provided avenues through which the two organizations have become "partners in learning"—challenging each other's perspectives, seeking to improve performance, and advancing the application of ICTs to further social justice and address development issues.

   The following reports for the SEED Initiative Research Program are now available:

Much has been written about the self-organizing nature of networks. And it is true that individuals and institutions often come together for a common purpose without an external entity mandating the collaboration. We believe that at the heart of networks and partnerships are people and institutions choosing to work together. Ideas are generated. Projects proposed. Activities implemented. Learnings documented and shared to spark new ideas and begin the cycle over again. However, these processes do not occur automatically. Projects may miss deadlines, cause frustrations, and undercut the feelings of respect and appreciation that may have attracted members in the first place.

Joining a knowledge network or a partnership entails a long-term commitment to collaborative effort. In order for these to exist at all, careful attention must be given to how staff from member organizations will interact. This attention must go beyond what tools they will use to communicate. It must also include an appreciation for the varying communications styles of staff in member organizations. It must include the establishment of ground rules for responding to ideas and criticism. It must tackle the difficult issue of managing conflict. The skills of forming and working within virtual teams are essential. Without attention to these details, it is impossible to either achieve project objectives or to maintain the long-term health of the network or partnership.

Meanwhile, network and partnership managers need to be able to focus on the everyday operations so that the participants are supported in their work. Everyday operations of the network include project management, implementation of the communications and engagement strategies, facilitation of communications among members (including infrastructure development among members where necessary), management of human resources and financial resources, and evaluation and reporting to funders.

Key contributions