Sidsel Natland

Partnership working involving providers and users of social services is highly valued as a means to inform research and practice, yet its effectiveness is debated. Frameworks for measuring and evaluating partnerships are developed, but still there is a need to shed light on micro-practices to gain insight in how partnerships succeed or fail to reach their goals. The context for this qualitative study is a Norwegian governmental funded program, where one goal was promotion of structures for equal collaboration between social work education, research, social service providers and users. The study investigates one local partnership project and how conflicts influenced processes and outcomes. Conflicts were related to the leadership of the group. With a particular look at users’ participation, the findings indicate how emergence and negotiations of conflicts were related to their empowering processes as the project developed. The study underscores the importance of acknowledging conflicts and how these may be complex and interwoven with empowering processes when users are involved, as well as the need to critically examine issues on leadership. The study supports the importance of ethnographic studies in order to understand how a partnership might deliver, as this approach enables enhanced understanding of micro-practices and internal power dynamics.