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PQ Profiles for two separate companies, Company A (PQ = 110) and Company B (PQ = 83.5), are shown in Figure 5. Note that the companies’ average partnering quotient is 96.75 (180 is highest; 30 is lowest).

Given the significantly higher partnering quotient of Company A over Company B (26.5 points higher), coupled with their shared inability to trust, the two companies will have to take a number of steps to increase the likelihood of their partnering success. Given that both companies have relatively higher scores on Self-Disclosure and Feedback, they may want to hold a facilitated meeting to discuss issues, concerns, and strategies to address the issues indicated by the
disparate scores on the other attributes.

The two widest gaps between their profiles are in Win-Win Orientation and Comfort with Interdependence. The two companies may want to start by discussing what each means by “win-win” and “interdependence” so they can then put a plan into place to demonstrate those behaviors to each other, resulting in an increase in their ability to trust each other. By getting a clearer understanding of exactly how Company B feels that it will “lose” as well as how it will “win” in the partnership, the two companies could significantly improve the overall sense of mutual gain for both parties—not just Company A. The gap between their scores on Comfort with Interdependence also needs to be better understood. Company B tends to be more comfortable operating independently. This could cause some potential issues down the road when agreements are made and broken because the people at Company B chose to do it “their way.”This can cause mistrust and create win-lose outcomes in conflict resolution and problem solving.