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Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) and PMCTQuest (Canada) Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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January 3, 2008

Why Partnering in Organizations?

We are looking for a simple cultural change process to bridge our present into the desired future; a method that can be “strategically staged” and easily implemented by our managers. Partnering provided answers to all these and more as explained hereafter.
Considering the Key elements of partnering as a start: commitment, equity, trust, development of mutual goals and objectives, implementation, continuous evaluation, timely responsiveness. These foster organizational development as shown in fig. below.

Figure: Partnering-adopted from Fisher, 1990

First: A Contract Friendly Process
Partnering uses a structured workshop process as a tool for building relationships and driving team performance. It presents a moral contract (charter) between project stakeholders committing to act with a “best for project” perspective.
Due to its moral nature, the partnering contract does not contradict with other contractual relationships but complements them to the best interest of all stakeholders (replace legalistic win-lose with a synergistic win-win culture). Statistics support this declaration since litigations decreased significantly when partnering was introduced.

Second: A Performance Driver
It is precarious to maintain high performance in our organization. There are some “momentary” performance boosts like technological advantages, great leaders, downsizing, and the like (Kotter and Haskett, 1992). However it is partnering that provides the two key aspects for “maintaining” high performance:
o Organizational Flexibility
o Motivating organizational people to maintain potential.

Third: National Cultures’ Integration
As stated earlier, partnering is based on some values like trust, open communications and shared objectives; different nations have these values at different levels of their cultural behaviors. Therefore, the depth of the Organizational cultural change process will vary according to the gap to be closed between Partnering and National values.
Partnering can extend either horizontally (across departments/equal stakeholders) or vertically (along the hierarchy). In both cases, we need to “accept” the existing national culture’s values and modify the partnering process to better fit with these values. The importance of this concept escalates when we work across different cultures (Hofstede, 1980)

with more to follow on this topic,


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