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[PSF1], and [PSF2] and ... the owner of the [PSF]” (personal communication, April 21,
2008).
NSO4 was able to provide an overall perspective:
Coaching people liaise with their coaches, you know, [the] CEO liaises with their
general manager. The Board relates with their Board. One thing that’s helped us
[PSF6]… he used to be on the [NSO] Board as well.... him there with almost a foot
in each camp has really helped the relationship grow. (personal communication,
April 23, 2008)
Other respondents such as NSO1, were able to provide evidence of the constant
communication that existed “I’m in regular contact with the [PSF] now, I mean their
marketing team has spoken to me twice this week , as I say, I’m putting documentation
across to [PSF3] next week” (personal communication, April 18, 2008). PSF3 also spoke
of regular contact with the NSO3, “It would be at least on a weekly basis, perhaps even
more. If the [junior] programme wasn’t there, then it would probably be realistically be less,
but because we’re working very closely on this programme” (personal communication
April 22, 2008).
4.5 Receptivity
When questioned, as to the ability of the organisation to learn, most participants
were mixed in their opinions. Some respondents did not call into question their ability.
NSO4 said:
Our ability to learn from the [PSF is] probably the same as our ability to learn from
anything. I guess you learn a lot of ways, you learn from mistakes and you learn
from advice. Ah, so, no, I would hope that our ability to learn is pretty good.
(personal communication, April 23, 2008)
NSO1 further expanded on the previous response:
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