Strengths Of Partners Research Articles

Pola Komunikasi Pasangan Nikah Muda Dalam Menjaga Keharmonisan Rumah Tangga Di Kecamatan Huristak Kabupaten Padang Lawas

In general, this research aims to find out how young married couples communicate in maintaining household harmony in Tobing Julu village, Huristak sub-district, Padang Lawas district, what are the factors that cause young marriages in Tobing Julu village, Huristak sub-district, Padang Lawas district, how do young married couples behave? in resolving conflicts that occur within households in Tobing Julu village, Huristak sub-district, Padang Lawas district. This type of research uses qualitative methods through a descriptive approach which aims to describe information in detail according to the reality that occurs at the research location. Data was obtained through observation and interviews. Data analysis for this research uses a version of the Miles and Hermawan data model which includes data collection, data reduction, data display and conclusion drawing/verification. The results of the research show that the factors causing young marriages in Tobing Julu village, Huristak sub-district, Padang Lawas district are economic, parents and their own will, the communication patterns used by young married couples in maintaining household harmony in Tobing Julu village, Huristak sub-district, Padang Lawas district are cooperative communication patterns and defensive communication patterns and the way young married couples resolve conflicts in Tobing Julu village, Huristak sub-district, Padang Lawas district, is to communicate well, be open to each other, lower the ego of each partner and accept all forms of the partner's strengths and weaknesses.

TECHNOLOGICAL AND PSYCHOLOGICAL ASPECTS OF ECONOMICAL COLLABORATION

The technological and psychological aspects of economic cooperation, including international ones, were studied, a comprehensive analysis of the state of the problem was carried out, and the main ways of development of international economic cooperation were outlined. On the basis of the theory of the method of conflict-free management with forecasting the development of the situation, step-by-step authentication of parameters and status, and correction based on the results, a current analysis of the state of mutual relations is proposed. The goal of the work is to maintain a comfortable minimum level of conflict. A comfortable level is understood as one at which the available resources are not less than marginally expendable, and the level of income exceeds the level of unprofitability. It is shown that conflict-free economic cooperation is closely related to the concept of humanitarian economy (humanomics). It has been proven that moral aspects of humanomics in combination with technological mechanisms of conflict management give all parties of economic interaction an additional mutual benefit. Collaboration encourages sales reps to work with each other instead of against each other, leveraging best practices and, in turn, increasing efficiency. In a collaborative situation, sales reps share their best practices and learnings to help the organization succeed as a whole. Everyone in the company has something to say and undoubtedly has some value to contribute. When using methods of managing conflict processes of interaction between partners, success can be achieved, even if the partner does not always have sufficient reserves of resources. Reflexive management achieves solving this task - taking into account the partner's strengths and weaknesses, purposeful restoration of its resources during long periods of conflict-free cooperation. To achieve this goal, the psychological aspects of the partner's behaviour are taken into account in each specific case. According to them, a multi-step strategy of technical and psychological interaction in the economic sphere is being built.

Specific functioning of a mixed aikido group for adults

The purpose of the presented study is to investigate and analyze the specifics of the functioning of an aikido group for adults in conditions of mixed composition, both in terms of gender and different age categories, and to determine the positive impact of the specified form of work on the preparation for aikido certification at all the levels.
 To achieve the specified goal, the following research methods were used: theoretical analysis, generalization of data from literary sources and statistical information, system-structural analysis and the method of comprehensive research of historical data and practical experiences.
 Work in a mixed group, which united aikido athletes not only of both sexes, but also of different levels of fitness, weight categories, and adult age groups, proved the most effective for preparation for the certification. In addition, it became an important condition for physical development and psycho-emotional stability of each member of the group during martial law conditions. It was Aikido and the fundamentals of mastering one’s physical and mental state laid in training, laid the foundation for effectively overcoming stress and negative emotional states, provided the possibility of performing social and economic roles to support the country's economy and the nation's mental health.
 The joint work of men and women on the tatami proved to be effective in teaching the use of the center of gravity when performing techniques and the use of the partner's strength. In addition, mutual adoption of the manner of working on the tatami mat and adapting to a partner who has a different height or weight contributes to the formation of the ability to effectively learn and cooperate with any partner. While stress resistance and the ability to focus on a problem without limiting the options for its solution are significantly increased.
 The main motivation of adults practicing aikido is preparation for certification, as well as improvement of psycho- emotional state, physical fitness, maintenance of special physical training, intellectual development.
 During the martial law, aikido classes showed that such training has not only a physical and health-improving effect, but also a recreational and therapeutic one, because it helps to overcome stress and negative emotional states. An important role in this process is played by the composition of the group, which is both women and men, in the first and second periods of adulthood, as well as representatives of the elderly. Through mutual influence and encouragement, they overcome the difficulties of the training process more effectively, and taking over each other’s behavioral decisions contribute to the emotional healing of both the group and each participant in the sports-educational process.

Collaborative Efforts and Success Story of an Open‐Learning Program: Partnership Growth of the Research Data Management Librarian Academy (RDMLA)

AbstractLaunched in October 2019, the Research Data Management Librarian Academy (RDMLA) addresses the learning gaps in RDM training. Through a unique partnership among practicing librarians, LIS faculty, and industry, the RDMLA has produced a dynamic open learning experience, highlighting the benefits of collaboration and skill‐sharing. This collaboration's success lies in how the project leveraged each partner's strengths and experience while centering on the shared purpose, dedication to equitable learning, and mutual respect among the team members. This panel focuses on the collaborative efforts undertaken by the RDMLA leadership and instructors to develop an open‐access professional development education program. Five panelists will share their experience working on this large collaborative project from varying perspectives, the lessons learned while developing their content, the challenges they encountered, and their understanding of the benefits of such a collaborative endeavor in producing free, open‐access learning to foster a community of practice in RDM.

Multiorganizational Partnerships: A Mechanism for Increasing the Employment of Internationally Educated Nurses.

Internationally educated nurses (IENs) face multiple challenges in entering and integrating into the Canadian workforce. These challenges include getting to know the Canadian culture, nursing accountabilities, professional practice requirements and experience or qualifications deemed not equivalent to the Canadian standard. Hamilton Health Sciences' (HHS') IEN Integration Project has been funded by the Ontario and Canadian governments to support IENs in overcoming these challenges and contribute to the healthcare system. The aim of this article is to describe a multiorganizational project that prepares IENs for employment in Canadian healthcare. HHS invited partners in education and immigrant support services to co-design the project. A community collaboration employment model (CCEM) was developed to leverage each partner's strengths in targeted interventions to address the needs of IENs, as identified in focus groups. The interventions pertain to professional practice and accountability in the Canadian healthcare setting, workplace language, communication and selected clinical skills. Between project initiation in 2009 and early 2021, 591 IENs obtained employment. Multiorganizational partnerships can help build and sustain a strong nursing workforce, and IENs can fill gaps in care. A needs-based approach and the CCEM increased the likelihood of IEN employment. The ability of the CCEM to engage partners makes it relevant for healthcare organizations.

Transforming Power Struggles Through Shifts in Perception in Marital Therapy

Family therapists often encounter couples who present with two very difficult conditions. One, partners are caught in power struggles that paralyze the relationship. The other condition is partners who either refuse or are incapable of discussing problems directly and openly with each other. This article suggests that a technique of shifting the partner's perceptions of each other and the relationship is very useful in breaking this deadlock and subsequently transforming the relationship. An important advantage of this method is that it draws on each partner's strengths. Furthermore, it avoids direct confrontation, which often leads to further power struggles and defensiveness from both sides. A case example is presented to demonstrate how this method can be implemented with couples.

The AMISCONDE Partnership in Costa Rica

The AMISCONDE Initiative in Costa Rica and Panamá was implemented through a partnership involving Conservation International, McDonald's Corporation, Clemson University, and later Texas A & M University. This paper provides an appraisal of the partnership using criteria established by Berry et al. (1995) and Berry and Dyer (1996). Results indicate that the AMISCONDE collaborators could improve the essential partnership elements of inclusiveness and communication. The establishment of a common vision and goals and the avoidance of “goal substitution” can help promote partnership success. I recommend that the AMISCONDE partnership and other similar efforts should seek to (1) increase inclusiveness by recognizing participating communities as partnership members; (2) fully utilize each partner's strengths to promote the common interest; (3) encourage communication with partnership members early on in the project to ensure vital components of the project are not overlooked; (4) make partnership endeavors a learning experience through transparency and outside reviewers; and (5) ensure that a common vision and goals are established to avoid subjugation to individual goals.

When the glass is half‐empty: Framing effects and evaluations of a romantic partner's attributes

AbstractTwo studies examined how the framing of information influences evaluations of hypothetical relationships. Studies 1 (n= 183) and 2 (n= 247) examined how the framing of a hypothetical partner's attributes in gains or loss terms influences (a) impressions of the future success of the relationship and (b) the perceived importance of the partner's attributes. Generally, participants were less pessimistic about a relationship's future success when the partner's attributes were framed in gains terms than when framed in loss terms, even though the attributes were objectively identical in each case. Participants also attached significantly more importance to intelligence when it was missing among a partner's strengths than when it was present, particularly when the attribute was presented in a loss frame. This research has important implications for the integration of the decision‐making and relationship cognition literatures.

Executive Insights: International Partnering—A Systematic Framework for Collaborating with Foreign Business Partners

One consequence of market globalization has been the growing incidence of collaborative ventures among companies from different countries. Small and large, experienced and novice, companies increasingly are choosing partnerships as a way to compete in the global marketplace. Motives for international collaborative ventures are varied and complex, including a desire to leverage resources and assets, retain flexibility, reduce risks, gain speed, and capitalize on each partner's strengths. The systematic framework presented here can be used by managers as a practical, ten-step approach to establishing successful collaborative ventures. The article also discusses four major types of international business partnership—distributor agreements, licensing, franchising, and joint ventures, and highlights key success factors for each. A major player in express package delivery, United Parcel Service (UPS) has been actively globalizing its operations for more than 20 years. The company first entered Canada and Germany and then other markets without a strategic plan or much commitment. The approach was simply enter markets one by one, set up operations, and wait for the market to develop. When available, UPS acquired an existing delivery company in order to get established more quickly. In exploring entry into Japan, UPS encountered a significant challenge. While UPS is competent in distribution and logistic networking, it knew little about the Japanese market and quickly realized that it needed a partner with customs clearance expertise. In a market well known for nontariff trade barriers, UPS also required assistance in deciphering the complex legal, structural, and political environment. A local partner would provide specific market expertise and help UPS overcome entry barriers. Furthermore, with a legacy of losing money in overseas operations, UPS did not wish to risk much capital in Japan. For these reasons, partnering with a qualified Japanese company made most sense. Yamato of Japan emerged as a prospective partner. It was experienced, had access to distribution channels, and was well capitalized. Interestingly, when UPS began negotiations, it inquired whether Yamato would be interested in a purchase. Yamato management asked the selling price of UPS—not exactly what UPS had in mind! As it turned out, there was a good fit and sufficient rationale for the two companies to establish a strategic alliance. UPS realized that a partnership with Yamato could not be a one-way street and arranged to bring packages back to the United States for delivery from Yamato. This opened up the market in both directions for each company. Teams of employees were exchanged to learn about organization and business processes, which provided valuable experience in making each company a truly global player.

Technological prospects toward the 21st century: The case of Toshiba Corporation

Growth of industry has been driven by technology innovation and is expected to turn into a new phase through creative technology innovation. The recent technology environment, however, has changed drastically. Instead of a technology breakthrough, which has played a leading part so far, fusion and integration of technologies will be key to future technology innovation. In this article Toshiba's case is introduced with regard to technological prospects in the fields of electronics, electric energy, and environment. Investment in research and development (R&D) increases rapidly along with the advance of technology. Strategic alliance that utilizes each partner's strength will be one of the options in the company's R&D management. Examples of international research collaboration are described in this article.

Strategic Partnering: Process Instead of Event

OVERVIEW: Faced with increasing competition and limited resources, companies are using strategic partnerships to cooperatively bring products to market. While partnerships focus the complementary strengths of two firms on the market, they can be complex arrangements to manage. Selecting a project central to the needs of both firms is an important first step. Taking an inventory of all resources needed to accomplish the goals and assessing the strengths and weaknesses of the partners relative to that inventory identifies potential weaknesses. Negotiating a win-win agreement that includes the ownership of intellectual property and exit strategies sets the tone for a cooperative relationship. Developing strong interpersonal relationships and integrating the operating styles of the two firms lead to the trust and respect so important in strategic partnerships. Replacing the not-invented-here syndrome with the invented-anywhere approach leads to competitive advantage. Today, rather than one firm doing everything itself, large and small firms are combining their resources in strategic partnerships and focusing those resources on areas of mutual interest. The Genentech and Eli Lilly collaboration on human insulin is an example of what we mean by a strategic partnership. Genentech contributed its novel new source of insulin to the relationship, while Eli Lilly contributed financing, FDA experience, distribution channels, and marketing. This partnership resulted in the product Humulin being brought to market. The hope of such partnerships is that two firms working together can commercialize technology more effectively than either firm working alone. However, the reality is that these relationships have had limited success. For example, only 50 percent of the partnerships studied in the fields of biotechnology and machine vision survived three years (1). While this survival rate may be comparable to the success rates of other in-house projects, the question remains: What can managers do to improve the effectiveness of their strategic partnerships? The purpose of this article is to identify managerially controllable factors, identified by the managers of successful partnerships, that contribute to the success of such relationships. The factors fall into two categories that coincide with two critical phases in the life of these relationships: the partnership formation stage, and the management of the ongoing relationship. PARTNERSHIP FORMATION To be successful, the goals of the partnership must coincide with the strategic needs of both firms. This simple concept cannot be overstated. Too often, managers focus on the importance of the relationship to their strategic goals and spend little time understanding the relevance of the relationship to the partner. This can lead to relationships that are central to the needs of one firm but peripheral to the interests of the other; such partnerships are obviously at risk. Second, an accurate mutual understanding of each partner's strengths and weaknesses is critical to success. What are my firm's strengths and weaknesses? What are the partner's strengths and weaknesses? More important, do our combined resources provide 100 percent of the resources needed for success? In one case, a small firm with a promising medical device entered into a relationship with a large pharmaceutical firm. The large company's in-hospital sales force was thought to be an excellent marketing outlet for the device. However, once the relationship was underway, it became obvious that a mismatch had occurred. While the large firm's sales force had a tremendous ability to contact individual doctors and sell drugs on a one-on-one basis, the medical device needed a marketing group that could influence department heads and hospital administrators to commit a substantial amount of money and to politically support the introduction of the new equipment. The mismatch resulted in lackluster sales and a failed partnership. …