Introduction

Besides pointing to research relevant to ideas about networking, there was also interesting contribution on partnership (and geese!).

The following gives some further ideas about Partnership and Networking, before including an anecdotal and allegorical explanation, looking at the lessons we can learn from geese, regarding the benefits and strengths of networking and partnerships in human terms.

What does Partnership involve

The IPA (Involvement and Participation Association) launched its industrial partnership initiative in 1992. On its website it has Towards Industrial Partnership published in 1997. This report identified three commitments to which all the parties should subscribe:

• the success of the enterprise
• building trust through greater involvement
• respect for the legitimacy of other partners

and four building blocks on which a partnership is built

• recognition of employees' desire for security and the company’s need to maximize flexibility
• sharing success within the company
• informing and consulting staff about issues at workplace and company level
• effective representation of people's views within the organization

The following is an extract from: Local Authorities Partnerships and Best Value -  An Overview of the First Year, Paper 7 in the ODPM / Newchurch Partnership Series (1999).

A number of factors and conditions for developing and sustaining effective partnership relationships are:

• A shared understanding of the aims and objectives of the partnership
• A sustained interest in and commitment to the development and success of the partnership
• Open and trustworthy relationships to enable partners to share information
• An overall driving force and leadership to ensure the partnership maintains momentum and focus
• Regular, well organised communication between partners and within each partner organisation
• Clearly understood objectives and responsibilities for each individual partner
• The demonstration of progress and individuals contributions

Benefits realised during the initial and developmental stages of the Partnership Pilot Networks were reported to be:

• Improved knowledge of others' experiences and sharing best practice
• Reduced duplication of effort
• Improved access to resources (particularly specialist skills)
• Increased ability to network
• Improved understanding of the issues facing local authorities
• Increased profile for the individual authorities and organisations involved.

What is a Network?

A network involves the exchange of information or services between individuals, groups or institutions. Networks can be used for professional or social purposes or a combination of the two. The value of a network can come not only from the information we get from the network, but also from who we know. Knowing who can be as important as knowing what. Networking can involve the spread of the tacit knowledge that resides within practitioner communities. This links to the importance of finding ways to move from tacit to explicit forms of knowledge development and transfer (Nonaka and Takeuchi, 1995).  
Combining who we know and what we know can have powerful effects. Networking offers opportunities to expand knowledge and contacts, through the development and maintenance of good personal relationships, active communication and the sharing of certain information, values and beliefs. Networks can also act as a source of support and encouragement.

Lessons from Geese on Partnership and Networking

The ‘Lessons from Geese’ stories are on well over 100 web-sites with various attributions to speakers in Canada, South Africa and the US. The earliest attribution I could find was to:   "Lessons from Geese" transcribed from a speech by Angeles Arrien at the 1991 Organizational Development Network and based on the work of Milton Olson. It was circulated to Outward Bound staff and has since been picked up by many training practitioners.

Transcribed from a speech given by Angeles Arrien at the 1991 Organizational Development Network, based on the work of Milton Olson:

• Fact 1: As each goose flaps its wings, it creates an “uplift” for the birds that follow. By flying in “V” formation, the whole flock adds 71% greater flying range than if each bird flew alone.
• Lesson: People who share a common direction and sense of community can get where they are going quicker and easier, because they are travelling on the thrust of one another.
• Fact 2: When a goose falls out of formation it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it.
• Lesson: If we have as much sense as a goose, we stay in formation with those headed where we want to go. We are willing to accept their help, and give our help to others.
• Fact 3: When the lead goose tires, it rotates back into the formation and another goose flies into the point position.
• Lesson: It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each other’s skills, capabilities and unique arrangements of gifts, talents or resources.
• Fact 4: The geese flying in formation honk to encourage those in front to keep up their speed.
• Lesson: We need to make sure our honking is encouraging. In groups where there is encouragement the production is greater. The power of encouragement (to stand by one’s heart or core values and encourage the heart and core of others) is the quality of honking we seek.
• Fact 5: When a goose gets sick, wounded or shot down, two geese drop out of formation and follow it down to help or protect it. They stay with it until it dies or is able to fly again. Then they launch out with another formation or catch up with the flock.
• Lesson: If we have as much sense as geese, we will stand by each other in difficult times as well as when we are strong.

References

• Involvement and Participation Association (1992)  Towards Industrial Partnership, London: IPA.
• Nonaka, I. and Takeuchi, H. (1995) The knowledge creating company: How Japanese Companies Create the Dynamics of Innovation, Oxford: Oxford University Press.
• ODPM / Newchurch Partnership (1999) Local Authorities Partnerships and Best Value -  An Overview of the First Year, Paper 7, London: ODPM / Newchurch Partnership.