| description abstract | Numerous publications have documented successes achieved through partnering. Such notable results have been achieved over a wide variety of applications, including public and private ownership, single-project and multiple-project agreements, and lump-sum and cost-plus contracts. Such accomplishment across a spectrum of application suggests that partnering, if applied properly, can work in almost any environment. Recent research by the Construction Industry Institute highlights this fact that many “shades” of partnering exist, based on the degree of objectives alignment between involved parties. To illustrate this, a partnering continuum has been developed, depicting four general stages—competition, cooperation, collaboration, and coalescence. “Competition” represents the traditional owner/contractor relationship, where each party possesses separate objectives, and minimal effort is expended toward “working together.” This competitive pursuit occurs in the absence of partnering. The other three stages—cooperation, collaboration, and coalescence—incorporate increasing degrees of objective alignment and commitment by the involved parties, and are represented on the continuum to depict various partnering applications. Companies considering partnering should assess their business objectives, analyze the role of partnering in helping them to achieve those objectives, and determine the appropriate style of partnering to implement. Through this process, a balance can be struck between risk and reward, and resources can be properly utilized to develop, implement, and manage the partnering relationship. | |
