A Model for Partnerships: Critical Steps for Successful

Collaborations

Pamela L. EddyDIT Fulbright Scholar

The College of William and Mary

Agenda

Critical Incident

Partnership Model

Case Study Examples

Application and Training Needs

Summary

Critical Incident

In considering the MMI collaboration, what would you describe as a critical incident for the partners? What is positive in the MMI story? What challenges exist? How could these challenges be leveraged for

opportunity?

Research Question

How do the strategic initiatives in tertiary education in Ireland impact university partnerships?

What were institutional and faculty motivations for participation?

What supported the partnerships? What challenged the partnerships?

Background

Universities Act 1997 recognized seven universities

Regional Technical Colleges Act 1999 designated 13 institutes of technology

In 1998 the HEA launched PRTLI (Programme for Research in Third-Level Institutions)

Four cycles of PRTLI have occurred with review underway for cycle 5.

PRTLI Summary

Goal: Strengthening national research capabilities via investment in human and physical infrastructure.

Total awarded is €865,273,117 Total number of projects funded is 83

28 in Biosciences and Biomedicine 9 in Chemical and Physical Sciences 14 in Information and Comm. Technology 4 in Platform Technologies & Research Lib 17 in Humanities and Social Sciences 11 in Envir., Marine, and Natural Sciences

Case Study Selection

Humanities Serving Irish Society (HSIS)

e-INIS/Cosmogrid (Irish Nat’l Infrastructure)

GradCAM (Graduate School of Creative Arts and Media

Molecular Medicine Ireland

Environment and Climate Change

Elements of a Partnership

Social Capital of Individuals Density Trust Centrality

Organizational Capital of Institutions Resources Power/Status

Context

Partnership Model

Motivation

Context

Potential Partners

CentralityTrust

Density

PartnershipsOutcomes

Context

#1

#2#3

Stage IAntecedents

Stage IIThe Developing Partnership

Stage IIIPartnership Capital

NetworkShared BeliefsShared Norms

Power/Resources/Intention

Power/Resources/Intention

Role of the Champion

Understands organization – culture, resources, politics

Acts as resource broker and networker Transformational leaders develop extensive

external networks to diverse set of contacts Understands own organizational and social

capital

Leadership is bringing together the right people at the right time in order to get the job done

Inviting People to the PartnershipDevelopment: Stage I – Antecedents

Antecedents

Motivation

Context

Potential Partners

CentralityTrust

Density

Negotiating and Defining the GroupStage II – The Developing Partnership

Partnerships Outcomes

Context

Partners

#1

#2#3Intentions

Resource

Rank/

Status

Power

Stage II—Conflicted Loyalties

Partnerships

#1

#2#3Institutional Disciplinary

Group

Sustainability/Outcomes/FailureStage III – Partnership Capital—

NetworkShared BeliefsShared Norms

Power/Resources/

Intention

Power/Resources/

IntentionPower/

Resources/Intention

Findings

Motivations matter

Social Capital of Champion/Partners Key

Conflict resolution makes or breaks the day

Context matters

Key Roles

Policy Makers Policy can impact institutional strategies Clarity is important Simple reporting central Enhanced feedback Address sustainability Workshops on conflict resolution

Institutions Prioritize strategies—but still support broad range Risk of lone ranger stance Sustainability

Key Roles

PartnersVision versus moneyRole of social/organizational capitalCreation of meaning for groupFramework and transparencyGovernanceLong-range planning

Conclusion

Money helps, but motivations differ Split loyalties lead to challenges Faculty rewards matter—need to address Risk of “one-shot” programming Consideration of partnering to what end

Case Study Analysis

2 groups for Case Study review “Haves”—Algonquin College; Mountain

College “Have-nots”—Downstate College; Cabin State

College; Northern College Review case questions—small groups Share larger group Lessons learned

Summary

MMI best practices

Framing the partnerships

Conflict negotiation

Lobbying efforts