Conflicting cultures: linking agency, community, and university in a community building endeavor.

This paper is based on a case study that reflects a collaborative effort between a university and a non-government organization that serves the Native Hawaiian community. The organization, which was undergoing a paradigm shift, sought support from university faculty. The shift in orientation was played out at the community level as a team of professionals worked with community leaders to create a vision and a community development strategy based on resident input. The novel qualities of this collaborative contributed to numerous lessons learned on all sides and will be used in future endeavors involving multiple partners. (Abstract: Ovid CINAHL)