- A. B. C. D. E. F. G. H. I. J.	The degree to which the partners' purposes overlap
- A. B. C. D. E. F. G. H. I. J.	How important the alliance is to the partner to achieve its mission or success
- A. B. C. D. E. F. G. H. I. J.	The partners' collective ability to envision and accomplish more opportunities together
- A. B. C. D. E. F. G. H. I. J.	The belief that to be successful, we must consider the external environment
- A. B. C. D. E. F. G. H. I. J.	Changes or evolution in the external environment may mean that current strategies are no longer effective.
- A. B. C. D. E. F. G. H. I. J.	When partners unite in a formal organization to serve the common good.
- A. B. C. D. E. F. G. H. I. J.	When parties simply exchange ideas and information about similar goals
- A. B. C. D. E. F. G. H. I. J.	Like Austin's unnatural fit, when joint efforts between dissimilar parties can achieve mutual and social goals
- A. B. C. D. E. F. G. H. I. J.	Alliances between corporations and non-profit or government organizations
- A. B. C. D. E. F. G. H. I. J.	17 of the worlds' most pressing and significant issues

A.	Parkinson's Unexpected Collaboration
B.	Open Systems Perspective
C.	Strategic Centrality
D.	Cross-sector collaborations
E.	Mission Mesh
F.	UN Sustainable Development Goals
G.	Parkinson's Cooperation Stage
H.	Strategic obscelence
I.	Future fit
J.	Parkinson's Integrative Stage