Capitalizing on the Power of Partnerships

5 10 2010

This chapter explains how nonprofits can benefit from forming coalitions and media working groups.  It also discusses how an organization can enhance internal communication and form media partnerships.  Working partnerships are very valuable to nonprofits because they amplify and reinforce an organization’s work and often provide access and opportunities that would not otherwise be available.  Many times these partnerships can increase funding, and by working together groups can create a unified voice.

An example of a partnership that creates a unified voice are the partnerships between organizations during breast cancer awareness month (October).  During this month organizations like  Susan G. Komen partner with Yoplait, New Balance and even American Airlines to create one unified voice.  These partn

erships help to raise a lot of money and help to make the issue of breast cancer much more visible in society.  Overall, thesepartnerships help to increase awareness about the issue, increase name recognition for themselves as well as Susan G Komen, and help to raise funds.  This is an example of a very successful partnership.

In class, the fashion show committee discussed the need for Safe Harbor to partner with at least one other organization for this event.  I think this is extremely important and will make the event much more successful.  However, partners must be chosen wisely.  They should reflect the goal of the event and should be able to relate to the cause or issue in some way.  All in all, partnerships are extremely valuable to nonprofits for a variety of reasons.  I would recommend that your nonprofit organization research potential partners in their local communities.

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PR is Negotiation

15 01 2009

This semester I am enrolled in a negotion class at Clemson University with Dr. Wiesman.  The first day in class we were making a list of characteristics of negotiation.  This is what we came up with:

  • It involves at least two parties.
  • Negotiation is a give and take.
  • It is a win-win situation, in which both parties find a mutually acceptable solution to a complex situation.
  • We have a high concern for ourselves as well as a high concern for others.
  • It is a transformational process.
  • We create value and at the end of the negotiation, we claim that value.
  • We negotiate by choice.
  • It involves interdependence: both parties need each other; a relationship between the parties is necessary.
  • It involves mutual adjustment: both parties have to change their initial wants.

If you read this list of characteristics and did not know I was talking about negotiation, you may think that I am talking about public relations.  When writing down all these characteristics negotiation and PR seemed to mesh together more and more.  After all isn’t PR a mutually beneficial relationship in which both parties need each other.  PR is a give and take process.  Good PR involves two-way communication.  The organization and its publics need to be open to give something as well as take.  Also, good PR is transformational and involves mutual adjustment.  Sometimes the organization or the public or sometimes both need to give up their initial wants and listen to each other.  Only then can they come up with that 3rd alternative that is beneficial to both parties. 

From now on I am going to think of PR and a PR effort like a negotiation.  Both the organization and the publics need to gain something.





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