Models of Collaboration

MODELS OF COLLABORATION Louis Rowitz, PhD Director Mid-America Regional Public Health Leadership Institute COLLABORATION IS A MUTUALLY BENEFICIAL RELATIONSHIP BETWEEN TWO OR MORE INDIVIDUALS IN ORGANIZATIONS WHO WORK TOWARD COMMON GOALS BY SHARING RESPONSIBILITY, AUTHORITY AND ACCOUNTABILITY FOR ACHIEVING RESULTS STAKEHOLDER DETERMINATION: • WHAT ARE THE PERSPECTIVES NECESSARY TO CREDIBLY AND EFFECTIVELY DEFINE PROBLEMS/ISSUES AND CREATE SOLUTIONS? • WHO ARE THE PEOPLE WO CAN SPEAK FOR THESE PERSPECTIVES? • WHAT ARE THE INTERESTS THAT MUST BE REPRESENTED IN ORDER TO REACH AGREEEMENTS THAT CAN BE IMPLEMENTED? THE PURPOSE OF COLLABORATION IS TO CREATE A SHARED VISION AND JOINT STRATEGIES TO ADDRESS CONCERNS THAT GO BEYOND THE AGENDA OF THE PARTICULAR GROUP’S MEMBERS THROUGH COLLABORATION IN ADDRESSING PUBLIC CONCERNS, CITIZENS CAN AND DO DEVELOP A DIFFERENT KIND OF CIVIC CULTURE THAT MAKES THEIR AGENCIES OR COMMUNITIES AND REGIONS STRONGER AND MORE EFFECTIVE UNDERSTANDING THE CONTEXT OF COLLABORATION: • IDENTIFY THE PROBLEM TYPE • UNDERSTAND WHAT MAKES LEADERSHIP DIFFICULT • IDENTIFY THE RELEVANT COMMUNITY • ASSESS THE EXTENT OF SHAREHOLDER AGREEMENT • EVALUATE THE COMMUNITY’S CAPACITY FOR CHANGE • IDENTIFY WHERE THE PROBLEM/ISSUE CAN BE MOST EFFECTIVELY ADDRESSED THE KEYS TO SUCCESSFUL COLLABORATION: GOOD TIMING AND CLEAR NEED STRONG STAKEHOLDER GROUPS BROAD-BASED INVOLVEMENT CREDIBILITY AND OPENNESS OF PROCESS COMMITMENT AND/OR INVOLVEMENT OF HIGH LEVEL, VISIBLE LEADERS (e.g. ELECTED OFFICIALS) • SUPPORT OF AQUIESCENE OF ESTABLISHED AUTHORITY OR POWERS (e.g.) BOARD OF HEALTH OR COUNTY BOARD) • OVERCOMING MISTRUST OR SKEPTICISM • • • • • THE KEYS TO SUCCESSFUL COLLABORATION (CONT’D): • STRONG LEADERSHIP OF THE PROCESS (STRATEGIC LEADERSHIP) • INTERIM SUCCESSES • SHIFT TO BROADER CONCERNS OF THE COMMUNITY ORGANIZATIONAL STEPS IN COLLABORATION (JOHNSON, GROSSMAN, AND CASSIDAY) • AGREE ON THE MISSION, VALUES, AND PRINCIPLES OF THE EFFORT • AGREE ON A PROCESS WITH GROUND RULES FOR WORKING TOGETHER • DESIGN ORGANIZATIONAL STRUCTURE • DETERMINE MEETING GUIDELINES ORGANIZATIONAL STEPS IN COLLABORATION: • DEFINE RULES AND RESPONSIBILITIES • CREATE AND EFFECTIVE PROCESS FOR COMMUNICATION • COORDINATE BUDGET AND FUND DEVELOPMENT • LINK WITH OTHER EFFORTS ORGANIZATIONAL STEPS IN COLLABORATION: • CELEBRATE • PROMOTE THE EFFORT • BUILD THE LEADERSHIP CAPACITY OF ALL STAKEHOLDERS • ENLIST TECHNICAL ASSISTANCE AND SUPPORT CIVIC COMMUNITIES STAKEHOLDER ISSUES STAKEHOLDER DETERMINATION: • WHO ARE THE PEOPLE WHO CAN SPEAK FOR THESE INTERESTS? • WHO ARE THE PEOPLE, INTEREST GROUPS OR ORGANIZATIONS WHO ARE NECESSARY TO IMPLEMENT SOLUTIONS, CAN BLOCK ACTION, AND CONTROL RESOURCES? STAKEHOLDER DETERMINATION: • WHO ARE THE PEOPLE WHO CAUSE OR ARE AFFECTED BY THE PROBLEMS/ISSUES, AND WHO WILL BE AFFECTED BY THE SOLUTIONS? • WHO ARE THE PEOPLE WHO, IF THEY COULD REACH AGREEMENT ABOUT PROBLEMS AND SOLUTIONS, COULD GENERATE POLITICAL AND INSTITUTIONAL WILL TO CREATE SIGNIFICANT CHANGE? EXTENT OF STAKEHOLDER AGREEMENT: • HAVE THE STAKEHOLDERS AGREED THERE IS A PROBLEM THAT NEEDS ATTENTION? • HAVE STAKEHOLDERS AGREED TO WORK TOGETHER ON THE PROBLEM/ISSUE? • HAVE STAKEHOLDERS AGREED ON HOW TO WORK TOGETHER ON THE PROBLEM/ISSUE? EXTENT OF STAKEHOLDER AGREEMENT: • HAVE STAKEHOLDERS AGREED ON THE DEFINITION OF THE PROBLEM/ISSUE? • HAVE STAKEHOLDERS AGREED ON THE SOLUTION(S) TO THE PROBLEM/ISSUE? • HAVE STAKEHOLDERS AGREED ON THE IMPLEMNTATION PLAN AND ACTION STEPS? COMMUNITY’S CAPACITY TO CHANGE: • WHAT IS THE LEVEL OF CONFLICT, MISTRUST, AND DISUNITY THAT EXISTS AMONG STAKEHOLDERS? • TO WHAT EXTENT DO THE SKILLS NECESSARY FOR COLLABORATION EXIST IN THE COMMUNITY? • ARE THERE LEADERS WITH THE CREDIBLITY AND RESPECT TO CONVENE STAKEHOLDERS AROUND THE PROBLEMS OR ISSUES? WHO ARE THEY? COMMUNITY’S CAPACITY TO CHANGE: • ARE THERE CITIZENS WITH THE LEADERSHIP CAPACITIES TO INITIATE AND SUSTAIN A COLLABORATIVE PROCESS? WHO ARE THEY? • ARE THERE PEOPLE OR GROUPS IN THE COMMUNITY WITH THE EXPERTISE TO DESIGN AND FACILITATE THE COLLABORATIVE PROCESS? COMMUNITY’S CAPACITY TO CHANGE: • ARE THERE PEOPLE OR GROUPS WHO CAN PROVIDE INFORMATION NECESSARY TO MAKE GOOD DECISIONS? WHO ARE THEY? IF THEY DO NOT EXIST WITHIN THE COMMUNITY, WHAT ARE OTHER SOURCES FOR THIS INFORMATION? THREE TYPES OF LEADERS: • GRASSROOTS LEADERS • AGENCY LEADERS • ELECTED OR APPOINTED OFFICIALS KEYS TO SUCCESSFUL COLLABORATION: • • • • • • THE ENVIRONMENT MEMBERSHIP CHARACTERISTICS PROCESS AND INFRASTRUCTURE COMMUNICATIONS STRATEGIES FACTORS RELATED TO PURPOSE RESOURCES FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO THE ENVIRONMENT HISTORY OF COLLABORATION OR COOPERATION IN THE COMMUNITY A HISTORY OF COLLABORATION OR COOPERATION EXISTS IN THE COMMUNITY AND OFFERS THE POTENTIAL COLLABORATIVE PARTNERS AN UNDERSTANDING OF THEIR ROLES AND EXPECTATIONS REQUIRED IN THE COLLABORATION AND ENABLES THEM T0 TRUST THE PROCESS COLLBORATIVE GROUP SEEN AS A LEADER IN THE COMMUNITY: THE COLLABORATIVE GROUP (AND BY IMPLICATION, THE AGENCIES IN THE GROUP) IS PERCEIVED WITHIN THE COMMUNITY AS A LEADER-AT LEAST RELATED TO THE GOALS AND ACTIVITIES IT INTENDS TO ACCOMPLISH POLITICAL/SOCIAL CLIMATE FAVORABLE: POLITICAL LEADERS, OPINION-MAKERS, PERSONS WHO CONTROL RESOURCES, AND THE GENERAL PUBLIC SUPPORT (OR AT LEAST DO NOT OPPOSE) THE MISSION OF THE COLLABORATIVE GROUP FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO MEMBERSHIP CHARACTERISTICS MUTUAL RESPECT, UNDERSTANDING, AND TRUST MEMBERS OF THE COLLABORATIVE GROUP SHARE AN UNDERSTANDING AND RESPECT FOR EACH OTHER AND THEIR RESPECTIVE ORGANIZATIONS: HOW THEY OPERATE, THEIR CULTURAL NORMS AND VALUES, LIMITATIONS, AND EXPECTATIONS APPROPRIATE CROSS-SECTION OF MEMBERS THE COLLABORATIVE GROUP INCLUDES REPRESENTATIVES FROM EACH SEGMENT IN THE COMMUNITY WHO WILL BE AFFECTED BY ITS ACTIVITIES. MEMBERS SEE COLLABORATION AS IN THEIR SELF-INTEREST COLLABORATING PARTNERS BELIEVE THE BENEFITS OF COLLABORATION WILL OFFSET COSTS SUCH AS LOSS OF AUTONOMY AND “TURF” ABILITY TO COMPROMISE COLLABORATING PARTNERS ARE ABLE TO COMPROMISE, SINCE THE MANY DECISIONS WITHIN A COLLABORATIVE EFFORT CANNOT POSSIBLY FIR THE PREFERENCES OF EVERY MEMBER PERFECTLY FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO PROCESSES/STRUCTURE MEMBERS SHARE A STAKE IN BOTH PROCESSES AND OUTCOME MEMBERS OF A COLLABORATIVE GROUP FEEL “OWNERSHIP” OF BOTH THE WAY GROUP WORKS AND THE RESULTS OR PRODUCT OF ITS WORK MULTIPLE LAYERS OF DECISION-MAKING EVERY LEVEL (UPPER MANAGEMENT, MIDDLE MANAGEMENT, OPERATIONS) WITHIN EACH ORGANIZATION IN THE COLLABORATIVE GROUP PARTICIPATES IN DECISION MAKING FLEXIBILITY THE COLLABORATIVE GROUP REMAINS OPEN TO VARIED WAYS OF ORGANIZING ITSELF AND ACCOMPLISHING ITS WORK DEVELOPMENT OF CLEAR ROLES AND POLICY GUIDELINES THE COLLABORATING PARTNERS CLEARLY UNDERSTAND THEIR ROLES, RIGHTS, AND RESPONSIBLITIES; AND HOW TO CARRY OUT THESE RESPONSIBILTIES ADAPTABILITY THE COLLABORATIVE GROUP HAS THE ABILITY TO SUSTAIN ITSELF IN THE MIDST OF MAJOR CHANGES, EVEN IF IT NEEDS TO CHANGE SOME MAJOR GOALS, MEMBERS, ETC., IN ORDER TO DEAL WITH CHANGING SITUATIONS FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO COMMUNICATION OPEN AND FREQUENT COMMUNICATION COLLABORATIVE GROUP MEMBERS INTERACT OFTEN, UPDATE ONE ANOTHER, DISCUSS ISSUES OPENLY, CONVEY ALL NECESSARY INFORMATION TO ONE ANOTHER AND TO PEOPLE OUTSIDE THE GROUP ESTABLISHED FORMAL AND INFORMAL COMMUNICATION LINKS CHANNELS OF COMMUNICATION CAN EXIST ON PAPER, SO THAT INFORMATION FLOW OCCURS. IN ADDITION, MEMBERS ESTABLISH PERSONAL CONNECTIONS-PRODUCING A BETTER, MORE INFORMED, AND COHESIVE GROUP WORKING ON A COMMON PROJECT FACTORS INFLUENCING THE SUCCESS OF COLLABORATION: FACTORS RELATED TO PURPOSE CONCRETE, ATTAINABLE GOALS AND OBJECTIVES GOALS AND OBJECTIVES OF THE COLLABORATIVE GROUP ARE CLEAR TO ALL PARTNERS AND CAN REALISTICALLY BE ATTAINED SHARED VISION COLLABORATING PARTNERS HAVE THE SAME VISION, WITH CLEARLY AGREED UPON MISSION, OBJECTIVES, AND STRAGEGY. THE SHARED VISION MAY EXIST AT THE OUTSET OF THE COLLABORATION; OR THE PARTNERS MAY DEVELOP A VISION AS THEY WORK TOGETHER UNIQUE PURPOSE THE MISSION AND GOALS OR APPROACH OF THE COLLABORATIVE GROUP DIFFER, AT LEAST IN PART, FROM THE MISSION AND GOALS OR APPROACH OF MEMBER ORGANIZATIONS FACTORS INFLUENCING THE SUCCESS OF COLLABORATION FACTORS RELATED TO RESOURCES SUFFICENT FUNDS THE COLLABORATIVE GROUP HAS AN ADEQUATE, CONSISTENT FINANCIAL BASE TO SUPPORT ITS OPERATION SKILLED CONVENER THE INDIVIDUAL WHO CONVENES THE COLLABORATIVE GROUP HAS ORGANIZING AND INTERPERSONAL SKILLS, AND CARRIES OUT THE ROLE WITH FAIRNESS. BECAUSE OF THESE CHARACTERISTICS (AND OTHERS), THE CONVENER IS GRANTED RESPECT OR “LEGITIMACY” FROM THE COLLABORATIVE PARTNERS MODELS OF COLLABORATION ADD DIAGRAM HERE COALITIONS A COALITION IS A LOOSELY KNIT GROUP INVOLVING MULTIPLE SECTORS OF THE COMMUNITY, COMING TOGETHER TO ADDRESS COMMUNITY NEEDS AND SOLVING COMMUNITY PROBLEMS (ADAPTED FROM BERKOWITZ AND WOLFF, 2000) ADVANTAGES OF COALITIONS • REDUCE THE FRAGMENTATION AMONG LOCAL SERVICES • REDUCE DUPLICATION AMONG THESE SERVICES • PROVIDE FOR BETTER COORDINATION OF EXISTING SERVICES ADVANTAGES OF COALITIONS • MONITOR THE QUALITY OF THOSE SERVICES • EVALUATE THE QUALITY • ASSESS THE NEED FOR NEW SERVICES IN THE COMMUNITY ADVANTAGES OF COALITIONS • RAISE PUBLIC AWARENESS ABOUT NEW SERVICE NEEDS • ADVOCATE FOR THOSE NEW SERVICES • GENERATE THE FISCAL AND PERSONNEL RESOURCES TO BRING THOSE SERVICES TO LIFE ADVANTAGES OF COALITIONS • PROVIDE A COMMUNITY FORUM FOR DIVERSE MEMBERS OF THE COMMUNITY TO COME TOGETHER FOR PROBLEM SOLVING • FOSTER DEVELOPMENT OF TRUST AMONG THOSE DIVERSE MEMBERS AND GROUPS ADVANTAGES OF COALITIONS • SUPPLY A NON PARTISAN STRUCTURE FOR THE IDENTIFICATION AND ACHIEVEMENT OF COMMUNITY GOALS • GIVE OPPORTUNITIES FOR PREVIOUSLY INACTIVE MEMBERS IN THE COMMUNITY TO BECOME ENGAGED IN COMMUNITY LIFE • DEVELOP LEADERSHIP SKILLS AMONG PARTICIPANTS ADVANTAGES OF COALITIONS • OFFER A PLEASANT PLACE TO MEET AND ENJOY THE COMPANY OF OTHERS • PROMOTE THE DEVELOPMENT OF ADDITIONAL, INDEPENDENT COMMUNITY ACTIVITIES STEMMING FROM INFORMAL CONTACT • RAISE COMMUNITY COMPTENCE, SELF-SUFFICIENCY, AND SPIRIT REASONS FOR STARTING A COALITION • • • • • • • • A LIVE ISSUE NEW MONEY ON THE TABLE MANDATED LEARN WHAT OTHERS ARE DOING COMMUNITY CRISIS NEW NON-MONEY RESOURCES LOSS OF RESOURCES OPPORTUNITY FROM OUTSIDE THE COMMUNITY ALLIANCES COMMUNITY HEALTH ALLIANCES ARE COORDINATED EFFORTS AMONG HEALTH CARE ORGANIZATIONS TO ADDRESS HEALTH PROBLEMS AND RISKS FACED BY BROAD SEGMENTS OF A COMMUNITY’S POPULATION ACTIVITIES OF AN ALLIANCE • SERVICE DELIVERY • PLANNING AND POLICY DEVELOPMENT • SURVEILLANCE AND ASSESSMENT • EDUCATION AND OUTREACH OBJECTIVES OF AN ALLIANCE • ACQUIRING NEEDED ORGANIZATIONAL KNOWLEDGE AND SKILLS • ADDRESSING COMMON RESOURCE NEEDS • PURSING A SHARED ORGANIZATIONAL MISSION COORDINATION LOOSELY STRUCTURED AGREEMENTS BETWEEN ORGANIZATIONS ISSUES IN ALLIANCE DEVELOPMENT • IDENTIFY A BOUNDARY SPANNER • SECURE BUY-IN FROM KEY STAKEHOLDERS AND OPINION LEADERS • RECOGNIZE AND RESPOND TO PARTICIPATOR CONSTRAINTS • KEEP THE STRUCTURE SIMPLE ISSUES IN ALLIANCE DEVELOPMENT • ENSURE INCENTIVE COMPATIBILITY AMONG PARTICIPANTS • ENSURE EFFECTIVE COMMUNICATION AND INFORMATION FLOW AMONG PARTICIPANTS • DEVELOP AND EXPLICIT EVALUATION STRATEGY • MAINTAIN MOMENTUM THROUGH STAGED SUCCESS TYPES OF ALLIANCES • OPPORTUNISTIC ALLIANCES • RESOURCE DEPENDENCY ALLIANCES • STAKEHOLDER ALLIANCE PARTNERSHIP DEFINITION PARTNERING INVOLVES TWO OR MORE INDIVIDUALS WORKING COLLABORATIVELY TOWARD A DESIRED OUTCOME PARTNERING CALLS FOR EACH PERSON TO SHOW RESPECT FOR THE OTHER, TO PUT PERSONAL DIFFERENCES ASIDE, AND FOCUS ON WHAT THE COMMUNITY AND THE HEALTH AGENCY NEEDS FROM EACH OTHER INGREDIENTS FOR EFFECTIVE PARTNERSHIPS • A VISION OF WHAT THE PARTNERS WANT TO ACCOMPLISH AND HOW THEY WILL USE PARTNERING TO GET THERE • A COMMITMENT TO SPECIFIC GOALS (ENDS) AS WELL AS TO THE PARTNERSHIP • A PLAN OF ACTION TO ACCOMPLISH THESE GOALS INCLUDING RESPONSIBILITIES, PROJECT RESOURCES, AND DEADLINES PROCEDURES FOR SUCCESSFUL PARTNERING BETWEEN A LOCAL HEALTH DIRECTOR AND THE CHAIRPERSON OF A BOARD OF HEALTH (MODIFIED FROM SUJANSKY) TEN BEHAVIORS FOR SUCCESSFUL PARTNERING ADD DIAGRAM HERE DIAGNOSING PROBLEMS AND OPPORTUNITIES • MONITOR LOCAL EVENTS ON A REGULAR BASIS • FORECAST POTENTIAL PROBLEMS • ONGOING COMMUNITY ASSESSMENT • INTERVIEW KEY APPOINTMENTS • CHECK WITH OTHER COMMUNITY PARTNERS • COORDINATE ACTIVITIES WITH POLITICAL ENTITIES SAMPLE STATEMENT OF PARTNERING •ADD STATEMENTS HERE A LOCAL HEALTH DEPARTMENT DIRECTOR DEVELOPS A CLEAR STRATEGIC DIRECTION AND GAINS COMMITMENT WITH THE BOARD OF HEALTH CHAIR BY TAKING THE FOLLOWING STEPS: • CLARIFY THE PROBLEM OR OPPORTUNITY • AGREE TO MAKE A DIFFERENCE, WHICH SETS THE TONE FOR HIGH ACHIEVING PARTNERSHIP • ENVISION THE SUCCESS OF THE PARTNERSHIP BY EMPLOYING PARTNERSHIP BEHAVIORS THROUGHOUT THE RELATIONSHIP PLANNING ACTIVITIES • SET GOALS • IDENTIFY EACH PARTNERS ROLE • DETERMINE HOW TO ANALYZE A SITUATION OR DIAGNOSE A PROBLEM. EXPLORE COSTS, TIMING, AND FEASABILITY. DECIDE WHO WILL CONDUCT THE DIAGNOSIS AND WHY. PLANNING ACTIVITIES • ESTABLISH REALISTIC TIMELINES • DETERMINE RESOURCES TO ACCOMPLISH GOALS • DECIDE ON THE EVALUATION PROCESS • DOCUMENT THE AGREEMENT SAMPLE PARTNERING AGREEMENT ADD DOCUMENT HERE MAKING DECISIONS • SUMMARIZING THE INFORMATION GATHERED IN THE DIAGNOSIS PHASE • LIST ALL RECOMMENDED OPTIONS, INCLUDING THE PROS AND CONS OF EACH • DEVELOP A SET OF POSSIBLE SCENARIOS THAT MAY IMPACT THE SELECTION OF THE BEST OPTION • SELECT THE OPTION TO PRESENT FOR CONSIDERATION MAKING DECISIONS • PROVIDE THE DOCUMENTATION OF ALL OPTIONS, INCLUDING AN ANALYSIS OF RISKS AND GAINS BASED ON PROJECTED OUTCOMES • CONSIDER WHAT WILL NEED TO BE DONE TO IMPLEMENT EACH OPTION, BECAUSE THIS MAY BE A DECIDING FACTOR IN CHOOSING IT • CONDUCT THESE STEPS IN A MEETING OF ALL PARTNERS AND USE A WRITTEN DOCUMENT AS A RESOURCE DURING AND AFTER THE MEETING IMPLEMENTING PLANS • SELL THE NEW IDEAS-HEALTH COMMUNICATION STRATEGIES • DETAIL A SPECIFIC PLAN FOR ALL INVOLVED, DESCRIBING WHAT IS TO BE DONE BY WHOM AND WHEN • DETERMINE CHECKPOINTS TO ENSURE THAT THE PARTNERSHIP RELATIONSHIP IS ON COURSE • ESTABLISH THE FINAL EVALUATION PROCESS IMPLEMENTING PLANS • MOVE AN APPROPRIATE RATE • DETERMINE FUNDING NEEDS IF RELEVANT EVALUATING RESULTS • EVALUATE THE PARTNERSHIP: • WHAT CONTRIBUTES TO THE PARTNERSHIP? • WHAT HINDERS THE PARTNERSHIP? • WHAT CHANGES NEED TO BE MADE IN THE PARTNERSHIP? • IS THE COMMITMENT UPHELD? EVALUATING RESULTS • EVALUATE ACCOMPLISHMENTS: • WHAT ARE EVIDENCES OF SUCCESSES? • ARE SCHEDULES BEING MAINTAINED? • ARE PARTNERS WORKING WITH ALLOTED RESOURCES? • HAVE THE MOST APPROPRIATE TECHNIQUES BEEN USED? HAGEMAN PARTNERSHIP PRINCIPLES ADAPTED FROM ROWITZ FROM THE LIFE OF REV. EVERETT HAGEMAN 1. 2. 3. YOUR SUPPORT OF FAMILY SHOWS YOU HAVE YOUR VALUES IN THE RIGHT PLACE RESPECT FOR YOUR COMMUNITY SHOULD GUIDE YOUR PROFESSIONAL LIFE LEAVE TIME TO GET TO KNOW YOUR COMMUNITY PARTNERS ON A PERSONAL LEVEL HAGEMAN PARTNERSHIP PRINCIPLES 4. 5. 6. 7. USE YOUR SKILLS TO PROVIDE MENTORING TO NEW LEADERS PARTNERSHIP IS PART OF THE HUMAN CONDITION WORKING TOGETHER IS BETTER THAN FIGHTING PROTECTION OF THE HEALTH OF THE COMMUNITY IS OUR WAY TO THANK GOD FOR OUR SKILLS HAGEMAN PARTNERSHIP PRINCIPLES WE ARE UNDER OBLIGATION TO EDUCATE AND TRAIN OURSELVES ON AN ONGOING BASIS 9. LEARN BY LISTENING TO YOUR PARTNERS 10. TRUE PARTNERSHIP IS THE GOURMET APPROACH TO ORGANIZATION 8.