You are previewing Leading Across Boundaries: Creating Collaborative Agencies in a Networked World.
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Leading Across Boundaries: Creating Collaborative Agencies in a Networked World

Book Description

Praise for Leading Across Boundaries

"Leading Across Boundaries is a terrific resource for nonprofit leaders. It is filled with great stories of collaboration, and also with the how-to's to make them work!"

–Arlene Kaukus, former president, United Way of Buffalo and Erie County, and a nonprofit consultant

"Linden illustrates the importance of collaboration, but drives further into issues of networks to teach us valuable lessons about core interests, trust, leadership, and success. This book is a very valuable and timely resource for practitioners who seek to produce more value from effective collaboration."

–Stephen Goldsmith, Daniel Paul Professor of Government, Kennedy School of Government, Harvard University, and author, The Power of Social Innovation

"Linden provides a fresh, practitioner-oriented perspective on the topic of collaboration–especially for those in the public and nonprofit sectors wanting to benefit from Web 2.0 and social-networking technologies. It's a gem of a book and a terrific road map for leading change."

–Warren Master, president and editor-in-chief, The Public Manager

"Linden uses fabulous examples to illustrate the essential ideas for collaboration and for effective leadership. His discussions of political acumen and the interpersonal side of collaboration are especially enlightening. I've been a manager for a long time, and wish I'd read this book earlier in my career!"

–Ellen Switkes, assistant vice president emeritus, academic advancement, office of the president, University of California

"Trust, transparency, and relationships are keys to successful collaboration. Linden takes these concepts and more and constructs a masterful lesson plan for us to follow."

–Tim Longo, police chief, Charlottesville, Virginia

" invaluable contribution to anyone charged with shaping organizations, big and small."–Don Kettl, author, The Next Government of the United States

Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.

Table of Contents

  1. Praise
  2. Title Page
  3. Copyright Page
  4. List of Tables
  5. Table of Figures
  6. Table of Exhibits
  7. Major Case Studies
  8. Web Contents
  9. Dedication
  10. Introduction
    1. Why I Wrote This Book
    2. Who Should Read This Book
    3. Organization of This Book
    4. Some Suggestions for Readers
    5. Why I’m Passionate About Collaboration
  11. Part 1 - Creating the Foundations of Collaboration
    1. Chapter 1 - The Promise, and Challenge, of Leading in a Networked World
      1. “The Future Is Already Here . . .”
      2. “. . . It’s Just Not Very Evenly Distributed”
      3. Dealing with Complex Challenges in a Networked World
      4. Two Overriding Collaboration Challenges
      5. We’re Also a Nation of Joiners
      6. Me Versus We? Or Both?
    2. Chapter 2 - AGEP
      1. Roosevelt Johnson: A Different Way of Thinking
    3. Chapter 3 - A Framework for Collaboration
      1. 1. The Partners Have a Shared, Specific Interest or Purpose
      2. 2. The Partners Want to Pursue a Collaborative Solution Now
      3. 3. The Appropriate People Are at the Table
      4. 4. The Partners Have an Open, Credible Process
      5. 5. The Collaborative Effort Has a Passionate Champion (or Champions)
    4. Chapter 4 - The Power of Relationships Built on Trust
      1. Why Are Relationships Critical to Partnerships?
      2. Forming and Sustaining Trusting Relationships
    5. Chapter 5 - The Art of Collaborative Leadership
      1. Five Qualities of Collaborative Leaders
      2. Collaborative Leadership Works in Hierarchical Settings as Well
  12. Part 2 - Getting Started: Dealing with Process and People Issues
    1. Chapter 6 - Getting the Collaborative Process Started
      1. Getting Started: What to Do Before the First Meeting
      2. Developing a Collaborative Process During the First Few Meetings
    2. Chapter 7 - Getting Commitment on a Common Direction
      1. Finding Common Direction
    3. Chapter 8 - Working Effectively Across Different Cultures
      1. The Puzzle of Culture
      2. Adopting an Attitude of Curiosity
      3. Some Strategies for Working Across Different Cultures
    4. Chapter 9 - Dealing with People Problems in Collaboration
      1. An Approach for Dealing with Difficult People and Situations in Collaboration
      2. Communicate Your Expectations and Needs
      3. An Example of Successful Collaboration with Difficult People
    5. Chapter 10 - Dealing with the Most Difficult Situations
      1. Powerful Managers Used to Getting Their Way
      2. Analysis
      3. Transforming the Culture of a Top-Down Agency Where Information and Resources ...
      4. Analysis
      5. Some Common Themes
  13. Part 3 - Developing Sustainable Collaborative Cultures
    1. Chapter 11 - Co-Locating Operations
      1. E-Mail-Free Fridays and the Wonders of Talking to Each Other
      2. Co-Location: A Structural Approach to Increase Collaboration
      3. Is the Goal of Co-Location Several Stronger Agencies? . . .
      4. . . . Or a Joint Venture?
      5. Why Co-Locate? And What Are the Critical Success Factors for Co-Locating?
    2. Chapter 12 - Using CompStat
      1. Washington State’s GMAP: Fostering Collaboration Around the Governor’s Priorities
      2. Yes, but . . . Questions About GMAP and Other Stat Programs
      3. So What? Some Results . . .
      4. . . . And Some Important Recognition
      5. Analysis: Why Do Stat Programs Work?
      6. A Cautionary and Hopeful Note
    3. Chapter 13 - Using the New Web to Help Stakeholders Collaborate in Value Creation
      1. The Urge to Engage Through the Web
      2. Engaging Through Web 2.0
      3. Using Web 2.0 to Support Collaboration: Four Approaches
      4. Understanding the New Rules of the New Web
      5. Identifying Web 2.0 Collaborative Opportunities
    4. Chapter 14 - Developing the Leadership to Create Tomorrow’s Collaborative Cultures
      1. Cisco Systems: From Hierarchy and Cowboys to Flat and Collaborative
      2. The Fourth Lever: The People Best Positioned to Make Change
      3. Developing a Collaborative Mindset in Yourself and Others
      4. A Final Note to the Reader
  14. Resource A
  15. Resource B
  16. Bibliography
  17. Acknowledgements
  18. About the Author
  19. Index