**6. Analysis**

Below, we delineate the potential of our framework by applying it on an example drawn from our case study consisting of observational data from a successful CSSP for social change. The focus in our example is on the initial steps in the partnership, i.e. building common understanding of the need for a social inclusion "project."

#### **6.1 Context**

The *organizational context* is a CSSP for social change. Over a period of two years, the private company (rescue company) and a public partner have worked hard to

develop and refine a model for CSR focusing on social inclusion (people outside the labour market) and sustainable HR (retaining employees in the private company). The decision to take "affirmative action" was taken at the strategic management level as a result of the increasing pressure from government.

The *communicative context* is a context focusing on communication as a change management tool. It is interpersonal and involves employees and managers at different levels in both organizations who met each other/participate in workshops, seminars and different kinds of meetings. The focus in our example is on partnership-wide meetings used initially in the partnership as tools for relationship building and strategy development. The work was highly structured, focusing on elements such as formal contracts or agreements, success criteria, well-organized cross-sector oriented groups [e.g. sparring group, steering group and working groups] and time schedules. The groups were formed after the first partnershipwide meeting according to participants' wishes regarding the group profile and outcome of the project. The process and the dialogue between the partners on the content of the agreement were of vital importance to the effect and the results obtained. It was necessary to establish a *platform for dialogue* [with an expression used by the partnership] and to ensure that the circumstances for the change process were ideal. The aim was to build mutual understanding and positive relations between the private company and the public partner and between the partners and various groups that had any kind of stake in the partnership, such as trade unions and NGOs.
