Building a successful partnership is always a beneficial thing, especially in today’s collaborative age. It is no longer the case that an organization works independently to achieve a goal. Collaborating with other organizations with similar perspectives will create a more positive impact.
One type of partnership that is likely to occur is one that seeks to improve the capabilities of, for example, organization A in order for it to function more effectively. It is hoped that this organization would be able to articulate the interests and needs of its members in a more comprehensive manner in national, regional, and even international forums. As a means of achieving this goal, organization B, which already has a strong reputation, is given the assignment to mentor organization A to become a more competent organization.
In this circumstance, there are two potential issues. First, organization A’s human resources are less adequate. Second, organization A places little trust in organization B.
The first issue can be solved by offering training, intensive coaching, monitoring, and evaluation. Organization B can provide coaching to organization A to ensure that knowledge and skills are transferred well. The second issue may be far more challenging because it involves trust and emotional content. It may also be influenced by previous unpleasant experiences with partnerships, whether those experienced by the organisation or its management. This encounter might produce long-term trauma, making it difficult for the organisation to believe in the good intentions of other organizations.
This situation will worsen if, for example, organization A’s concerns are not addressed or expressed during partnership development workshops. Cultural beliefs, such as those held in Indonesia, may prevent people from expressing their concerns. Examples include a hesitation to express disagreement or a fear of being judged ignorant. However, there are numerous doubts.
Concerns that organization A may have, such as worry that organization B will try to control them, or that organization B will not comprehend company A’s work culture, and so on. In essence, there is a lack of faith in how Organization B can assist Organization A. If this occurs, organization A may keep mute or agree to the issues under discussion. However, some issues remain unresolved.
How should this be addressed so that the newly created partnership may be effectively implemented?
Open communication and a clear grasp of shared goals are essential. But the most essential thing here is to build trust. This effort may take a long time and need patience, but it is really necessary. Without trust, the partnership cannot be realized. Regular interaction, both formal and informal, is required. With Indonesians, we can even begin a conversation in a meeting by inquiring about less essential topics, such as hobbies that have lately piqued their interest. This may be less typical in other cultures when participants want to directly discuss the meeting’s substance.
Indonesian cultural features such as politeness, fear of disagreement, and hesitancy will be reduced by fostering a collaborative environment that minimizes pressure and promotes mutual respect. Organization B, which functions as a mentor, can assist the team by providing comfort when, for example, a difficult scenario arises and by negotiating collaboration using empathy.
Being present and attentive to their needs is also vital. Encourage vulnerability, empathy, and open discussion to create a secure environment for collaboration, despite cultural norms of politeness and hesitancy.
When these approaches are carried out collectively, they can help build trust between organizations A and B. In the end, partnerships require more than just a financial and energy investment. Time is another key factor that must be considered, particularly when building trust and taking local customs into account. When trust exists, the partnership will function smoothly.
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