Table 3 How the three stages of the Audacious Partnerships Process enable transformative partnership development

ADDRESS HISTORY AND PAST CONFLICT TO CREATE A FOUNDATION OF TRUST AND RESPECT

Centering the need to have important conversations about the past, present and future throughout the process 

Growing an initial team that has experience working with the other organization and enough trust, understanding and interest to have honest conversations about the past and what comes next

Specific questions and prompts that learn into the hard conversations about the partner’s past and future

Unpacking the challenges and tensions that arose during the process so those lessons can be woven into implementation

EXPAND THE PARTNERSHIP TO ENCOMPASS TRANSFORMATIONAL GOALS THAT CAN INFORM DISCRETE PROJECTS

Starting with conversations about the broader relationship before digging into specific projects

The team should have the capacity to think creatively and with optimism about what is possible

The process begins with (and then centers throughout) the future vision that is possible between the two organizations

The actions taken after are filtered through the larger vision and set of possibilities for the partnership

INVEST IN THE RELATIONSHIPS THAT UNDERPIN THE PARTNERSHIP

Creating informal space that allows for learning about the individuals and their interests, but also enough formality so action can be taken

The team is built based on people who have project experience, but also the capacity to think and work at the partnership level

The process begins with a discussion of sustainability goals and values so a foundation for the partnership can be set before exploring projects

Initial implementation actions center around activities that feed the development of critical elements of the partnership

ESTABLISH AND MAINTAIN THE NORMS AND STRUCTURES THAT SUPPORT TRANSFORMATION

Ensuring that conversations are unpacking and addressing

historic and structural limitations that prevent transformative outcomes

The team must be aware of (but not overwhelmed by) the systemic issues that currently limit the partnership

The process centers the key structures that need to be in place to help overcome some of the structural and historic limitations

Implementation efforts center activities that can develop the structures and relationships that grow the partnership’s capacity to overcome limitations to transformation

DESIGN ACTIONS THAT ARE DEEPLY MOTIVATING

Deeply exploring core values, interests and the resources of the organizations and individuals involved so actions are implementable and sustainable

The teams should see clear motivation for themselves and their organization in the work to build a transformative partnership

The process helps unpack and clarify true areas of alignment and interest across organizations and helps uncover projects and activities in those areas

Implementation is about activating the areas that have the strongest motivation and ability for a team to catalyze, adapt and sustain