Please refer to the website at:

http://www.iisd.org/pdf/2011/guidelines-knowledge-partnerships.pdf

@Balcioglu, thank you for this. I am glad you like this publication, that I was the task manager for (and had a hand in writing). Recommended reading indeed, IMHO.

@Levin, thank you for this. Summarizing, knowledge partnerships can help deliver positive change if—in consideration of absorptive capacity—they submit the best available evidence through dedicated connecting institutional structures. (Earlier, such evidence should have been debated next framed for easy uptake.)

While proper institutions, infrastructures and qualified people are essential, a high-trust organizational culture which shape high-moral vulnerably involved leaders is decisive. Such a culture was first depicted by Burns and Stalker (1961) who called it "Organic,"  later authors untangled its decisiveness and my studies found that a prime obstacle for shaping it is the requirement that higher-ups expose their ignorance and jeopardize authority in order to gain subordinates trust and will to share exclusive knowledge learned on their jobs and in communities of practitioners. Full exposition will be found in my forthcoming book Mismanagement, "Jumpers," and Morality, while main findings can be found in the attached articles: 

These are  interesting questions. I share suggestions made by Levin . I would like also to suggest few.  First,it must be understood that partnership to realize the SDG agenda should be built on win-win-win mind set, not on win-lose, lose-win and lose-lose scenario in the worst case.  To this far reaching  agenda,   sharing both heart and mind are the necessary condition.   Second, it is crucial to end knowledge politics  and the ever dangerous divide between scientific and indigenous knowledge. We must honestly  admit that what maters is what works, and pragmatism is useful for joint production of actionable knowledge. In the context of community participation, this requires  to  go far beyond mere involvement of community  to community self-empowerment and management. Chambers and Agrawal have written much on this.  The work of Pretty (1999) is also insightful.  Third, starting with " they know and We don't know" in the Johari Window is immensely useful to share and activate dialogue among stakeholders.        

Knowledge Sharing for Development: Dead Slow Ahead?, a long blog that followed through on this question, is now available at https://www.researchgate.net/publication/314255768_Knowledge_Sharing_for_Development_Dead_Slow_Ahead.

Article Knowledge Sharing for Development: Dead Slow Ahead?

In an idealistic setting partnership works well when both the parties work on equal level playing field. In real world situation , this doesn't work that way. Many a time, those who have the knowledge (indigenous , local knowledge as Mr Debela has mentioned) , they don't have the power to influence (because of money, branded degrees from so-called prestigious universities). And those who have the power , they don't have the knowledge (local knowledge) to execute it effectively. This power asymmetry leads to a dysfunctional mode of engagement. I can cite many instances of failures of development projects by the multi-lateral agencies.

You are right, but you miss a major reason for the ignorance suffered by higher-ups and the powerful: concealed concealment of ignorance of practitioners' knowledge in order to avoid jeopardizing authority. This is their most common dark secret; without such jeopardizing they are not trusted enough to be informed of the practical wisdom aquired by the rank and file practicing of jobs. See my above cited works including my recent book published March 2017 by Routledge New York.

Thank you Dr Shapira for your kind response. I deeply value your insight from your works in the field. I will buy the book authored by you -"Mismanagement, "Jumpers"and morality :Covertly " from Amazon. It is certainly insightful as you have shown from your work at Kibbutz in Israel.

Our so-called experts don't know when to say "No, I don't know ". This arrogance of power is one of the bane in effective partnership .