The term adaptive blueprinting when de-constructed consists of two words that one could argue constitute an oxymoron of sorts. 'Blueprinting', as used in architecture, implies an exact or nearly-exact replica while 'adaptive' conveys just the opposite-- something that most be modified or changed in some way. Interestingly, what one soon realizes when analyzing or implementing the process is that both the replication/blueprinting aspect and the adaptation aspect are more about human relationships than anything else.

Successful replication requires the creator of the blueprint to accept the fact that he/she will no longer be able to maintain complete control of what that person might feel is his/her "baby". Actively pursuing new partnerships and training other NGO leaders takes precedence over ownership of the idea.

Adaptive Blueprinting requires communication in multiple directions simultaneously-- from the creator of the blueprint to all adapters, from the adapters back to the creator, and amongst the adapters in both directions. Close collaboration among all participants is therefore stimulated.

Likewise, successful adaptation requires the full buy-in of the leadership of the NGOs adapting the blueprint. Individuals accustomed to doing most of the talking will instead need to do a great deal of listening. However, that being said, once the implementation process begins, the roles are reversed, and the adapter will then have the opportunity to share with the blueprint creator and all other adapters those things which caused him/her trouble.