We All are Europe - AESAEC

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Exercise / Reflection / Research / Discussion In case you have already decided to apply for a specific project under one of the EU programmes please use tables A) and B) above for shaping and designing the partnership you need to implement the project. To find appropriate partners please follow the recommendations in table C) and check the following databases to gauge their usefulness: http://partbase.programkontoret.se www.bond.org.uk www.eurodesk.org/edesk/EUToolbox.dogo=7 www.leonardo.org.uk/partnersearch http://crm.formez.it/crm/ricerca_partner/index.php According to the Survival Kit, developed as part of the Socrates programme, “activities that help in building a team” are … - getting to know each other as people - getting to know each other as professionals - getting to know the specific skills of each partner - getting to know the motives of the participants wishing to work in the project - getting to know the motives of each institution wishing to work in the project - giving the team a name - defining the main concepts and aims of the project - setting the evaluation criteria and methods - working with motivated and committed individuals and institutions - clearly defining roles and responsibilities - agreeing how to address conflict situations - sharing the ownership of the project - agreeing on basic rules for teamwork - reflecting on the work and progress of the team - using a suitable communication system - employing variable working methods at the meetings - recognising and sharing individual expertise - encouraging reserved members - celebrating milestones - dedicating enough time to social events - preventing isolation - through politics, age, economic circumstances, abilities relevant to the project, linguistic skills - guiding and leading – showing sensitivity towards the feelings of others Please discuss whether or not you agree or disagree with this list Is anything missing Is it possible, or even advisable, to rank these recommendations 6.1.2. Cultural and language issues Listen / Read / Exercise Developing trust, knowledge and understanding within a group of transnational partners is essential for effective working. However, with cultural differences, geographical distances and language barriers this is one of the greatest challenges. The understanding of cultural differences, i.e. ways of doing business, levels of formality etc., together with having an open mind and a willingness to try different approaches is essential when building an effective transnational partnership. Depending on the countries involved, cultural differences can include distinctions at many levels, such as: - legal and financial systems - religious beliefs - holiday times and public holidays - levels of formality. What other kind of cultural differences could influence your project’s implementation Do you have your own experiences in connection with this 100
Module 6 – The Art of Successful Project Proposal Writing I: the Technical Part Other critical issues in this context are the selection of an appropriate language and decent communications structures. It is essential to resolve issues relating to language and communication between the various partners at an early stage. Your partners will need to ensure that they possess adequate language skills and agree a working language. There also needs to be good communication and contact between the transnational partners. This may include informal networking as well as more formal means of communication. Nevertheless, even if you consider all of these issues there is no guarantee that you will avoid having some rough times with your project partners, as the following case study from the Craft Into Technology – Technology Into Craft project (UK/00/B/F/PP/129_106) highlights: The Project Manager, June J., learnt a great deal from the problems she encountered with the partnership itself. She not only had to devote much of her time to solving the various problems but was also concerned that these issues might have easily led to major difficulties with the project’s outcomes and budget. In this project it was discovered that Partner 1 was unable to complete the work it had agreed to carry out. The contact person at Partner 2 kept changing, which had consequences for the achievement of its aims. Partner 3 was unable to access the funding because of internal difficulties with its accountant and Partner 8 left the project before it started. Following discussions with the UK National Agency, the following solutions were found: after detailed discussions with the other partners Partner 1 was asked to leave the project and the contract was terminated. The partner’s work and budget were re-allocated between the remaining partners. with Partner 2 continuous efforts were made to establish and maintain contact with each new contact person, as their details became available. June informed each new person of the project’s aims and their organisation’s role, and sought to keep them up-to-date with the project and the work still to be carried out. June wrote formally to Partner 3’s accountant and through her perseverance the funding was eventually released to the partner. a replacement partner was found for Partner 8 and approved by the rest of the partnership. June’s recommendations to others are to: carefully check out prospective partners have a contingency plan carefully word partnership agreements ensure that partners understand and agree to their role. 101
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We All We All are Europe Participat
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Publisher/Editor: AESAEC Project Gr
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Contents Part A: The Pedagogical Co
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Module 7 - How to implement a proje
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The conceptual framework I. The con
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The conceptual framework closed one
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The conceptual framework c) The urg
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The conceptual framework Kroehnert,
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Findings of the IANUS project Stru
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Authentic Location Learning, Multi-
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Module 1 - The European Union and i
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Module 2 - The Concept of Active Eu
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Module 2 - The Concept of Active Eu
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Page 53 and 54: Module 3 - The Europe for Citizens
Page 65 and 66: Module 4 - The Grundtvig Initiative
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