No matter what the size of a nonprofit organization, high functioning partnerships are required for success. Today’s business and social problems are just too complex to go it alone without collaboration. This is true at all levels of relationships: between employees, between employees and their managers, between managers and executive directors, between executive directors and their boards, between board members, and between organizations. Yet, partnerships are very difficult to initiate and sustain. Complexity, ambiguity, uncertainty, and pressure are ubiquitous and, even in the most successful partnerships, create substantial risk for reactivity---disruptions in productive communication. This occurs even when everyone has the best of intentions and the best interpersonal skills.