We live in a constantly changing world and no better indicator is nature itself, which is always in transition from one state to another.

With partnering we talk constantly about change and transitions, but what do we mean by change in this context? What are  transitions and how does these impact on our understanding of partnering?

William Bridges in his work refers to transition as a way we all come to terms with change. His view is that change can be seen as a situational shift, such as getting a job, changing houses or playing a new sport. Transition on the other hand is a process of letting go of the way things used to be and taking hold of the way they subsequently become. And in between the ‘letting go’ and ‘taking hold’ again there is a chaotic but potentially creative ‘neutral zone’ where things are not the old way but really aren’t the new way either.

This is not dissimilar to the work of Otto Scharmer and Peter Senge and their ‘theory U’. In their work Senge and Scharmer talk about the stages of Sensing – observing and becoming one with the world, Presencing – retreating and reflecting and then Realising - acting swiftly with a natural flow.

When looking at the partnering process we can see that it is all about transition from one state to another. We are endeavouring to create a changed state – for example it may be to reduce the number of homeless people in a precinct, or to increase the number of young people who gain employment – and the partnering process by which we may achieve this outcome is the transition from one state to the other.

So if we see partnering as being a constant transition it can help us to see the dynamic nature of the process and understand how we move through the various stages of creating, developing and sustaining until we reach our end goal.

When we are faced with a particularly challenging issue or ‘wicked problem’ and see that cross sector partnering is a possible solution, it is very easy to get carried away with loads of enthusiasm and excitement at the possibilities ahead.

But is this the right time to partner? Have we assessed the external environment for potential barriers or hurdles?

As a partnering process usually starts with a champion – an individual who sells the concept and engages others in the project or initiative – there may just be some issues with the other partners that could spell disaster!

It could be that one of the partners is about to undertake a major restructuring exercise internally, or the political environment has altered, it may just be the lead up to an election period or it could be that some key people who have been very supportive in the conceptual stages are about to move on to other roles.

Keeping an eye beyond what is happening at the partnering table to what is taking place back within each of the partners organisations and in the wider social and political environment is crucial if you want your partnering to have the best possible chance of succeeding.

So while there may be a clear need to solve a specific issue and partnering may be the best approach, it may just be the wrong time to start such an undertaking.

Learning to read the landscape to see if it is the right time to partner is a crucial partnering skill and one that will potentially save you many hours in unproductive time.