Leading Across Boundaries: Creating Collaborative Agencies in a Networked World, 2nd Edition

352 Pages·2010·2.25 MB·English

by  Russell M. Linden

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“Collaboration in the nonprofi t world is very complex. You try to collabo-
rate with people who share your values, but who also compete for the same
funds and often work with the same constituencies. Yet c ollaboration is
critical because it can create the power necessary for positive social change.
Russ Linden’s book gives us excellent guidance, useful ideas, and inspiring
examples of people who overcame the collaboration obstacles to create
exciting change. It is highly recommended for anyone who wants to pro-
mote social change in collaboration with others.”
—Rachel Liel, Israeli executive director, New Israel Fund
“Russ Linden has written a book that is at once practical and inspiring.
Collaboration is learnable, and he shows us how with compelling stories
from education, government, industry, and real life. All health care pro-
fessionals will benefi t from Linden’s approach and the thoughtful ideas in
this important book.”
—Dorrie K. Fontaine, Sadie Heath Cabaniss Professor
of Nursing and dean, University of Virginia School
of Nursing, and author, Critical Care Nursing
“Collaboration is vital in our networked society and this book offers great
insight into the collaborative process. This book is a must-read for anyone
interested in better problem solving and decision making.”
—Tom Martin, captain, Virginia State Police (retired)
“Hard knocks have taught the big lesson: we need far better collabora-
tion in doing the public’s work. Saying it and getting it, however, are
two different things. In this imaginative and creative new book, Linden
not only nails down the case for stronger collaboration, but he also
i dentifi es—in clear and convincing language—the steps leaders need to
take to achieve it. That’s an invaluable contribution to anyone charged
with shaping organizations, big and small.”
—Don Kettl, dean, University of Maryland School
of Public Policy, and author, The Next Government
of the United States
“Government is increasingly turning to non-hierarchical ways of doing
business, often called collaborative networks and boundary-less organiza-
tions. Linden has written a practical guide to collaborative leadership,
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providing policy makers and program managers a clearer understanding
and examples showing how to become collaborative leaders who can
work across organizational boundaries in ways that achieve broader
outcomes.”
—Jonathan D. Breul, executive director, IBM Center
for The Business of Government, and former senior
executive, U.S. Offi ce of Management and Budget
“Linden’s book challenges us to re-think how we work and to step out-
side our comfort zone into new ways of interacting. He gives numerous
examples of the synergistic effects of collaboration—leading to new and
sometimes unanticipated levels of productivity, effi ciency, and innova-
tion. This is a must-read for administrators who strive for success, regard-
less of setting!”
—Timothy W. Griffi th, director, Baltimore County
Department of Social Services
“I read Russ Linden’s book Leading Across Boundaries and found it imme-
diately relevant to my own work. This book is a desktop manual for pub-
lic sector and nonprofi t practitioners who truly want to understand the
mechanics of collaboration in a Web 2.0 world and practice it effectively
to make a difference.”
—Cristine Nardi, executive director,
Center for Nonprofi t Excellence
“In the mid-90s, as we in Army Intelligence formed the National Ground
Intelligence Center, we could have done the job with much less ‘broken
china’ had we applied Linden’s collaboration concepts! He provides an
exceptionally clear treatment of a complex issue—a comprehensible road
map for establishing a collaborative environment. This work is a must
read for any mid- to senior-level managers and executives who want to
enhance cooperation, information sharing, and overall mission accom-
plishment among independent organizations.”
—Bill Rich, former executive director,
National Ground Intelligence Center
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Leading Across
Boundaries
Creating Collaborative Agencies
in a Networked World
Russell M. Linden
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Copyright © 2010 by John Wiley & Sons, Inc. All rights reserved.
This publication is a companion to Working Across Boundaries:
Making Collaboration Work in Government and Nonprofi t Organizations.
Published by Jossey-Bass
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Library of Congress Cataloging-in-Publication Data
Linden, Russell Matthew.
Leading across boundaries: creating collaborative agencies in a networked world /
Russell M. Linden. —1st ed.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-470-39677-3 (cloth/website)
1. Interorganizational relations. 2. Organizational change. 3. Corporate
culture. 4. Complex organizations—Management. 5. Business
networks. 6. Strategic alliances (Business) I. Title.
HD30.3.L547 2010
658'.044—dc22
2009048366

Printed in the United States of America
first edition
HB Printing 10 9 8 7 6 5 4 3 2 1
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Contents
Tables, Figures, and Exhibits ix
Major Case Studies xiii
Web Contents xvii
Introduction xix
Self-Assessment xxix
Part 1. Creating the Foundations
of Collaboration 1
1. The Promise, and Challenge, of Leading in a
Networked World 3
The consequences of poor and of strong collaboration, the
reasons why we need to surmount our individualistic natures and
fragmented agencies, and ways to meet both me and we needs
2. AGEP: A Collaborative Project That’s Making
a Big Difference 25
The example of a leader who developed and managed a
collaborative project in which universities formed an alliance to
signifi cantly increase minority enrollment in graduate programs
v
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vi Contents
3. A Framework for Collaboration 37
The structure of collaboration, and key factors that form the
foundation of success
4. The Power of Relationships Built on Trust 55
Why trust is the glue in most successful collaborative projects,
and strategies for creating trust
5. The Art of Collaborative Leadership 71
The fi ve characteristics of collaborative leaders, and the story of a
successful effort to rejuvenate an old industrial city
Part 2. Getting Started: Dealing with Process
and People Issues 93
6. Getting the Collaborative Process Started 95
The steps for creating collaborative teams, and the story of how
an alliance supporting small businesses got off to a great start
7. Getting Commitment on a Common Direction 123
Methods for getting a collaborative team to agree on goals and
strategies, and the example of an unlikely partnership among
tobacco growers and public health advocates
8. Working Effectively Across Different Cultures 137
Ways of dealing with different values, norms, and procedures,
and the inspiring example of Israeli Jews and Arabs who are doing
just that
9. Dealing with People Problems in Collaboration 157
A methodology for anticipating and coping with diffi cult people
and situations, and two cases studies of virtual collaboration in
the intelligence community
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Contents vii
10. Dealing with the Most Diffi cult Situations: Huge
Egos, Empire Builders, Information Hoarders,
and Cultures That Reinforce Them 177
Lessons from fi nancial agency leaders who created successful
collaboration in the toughest of cultures
Part 3. Developing Sustainable
Collaborative Cultures 195
11. Co-Locating Operations: Using Shared Space
to Foster Information Sharing and a Culture
of Collaboration 197
Three examples from nonprofi t and government agencies that
demonstrate both the benefi ts from co-location and some
critical success factors and issues
12. Using CompStat: A Structured Method for
Generating Collaboration and Accountability 219
Washington State’s adaptation of a method pioneered by the New
York City Police Department, which generates collaboration on
high priorities and makes a difference in people’s lives
13. Using the New Web to Help Stakeholders
Collaborate in Value Creation 239
How innovative agencies are using Web 2.0 tools to break
down barriers, share information, and engage stakeholders
in producing quality outcomes and fostering change, and how
you can do the same
14. Developing the Leadership to Create
Tomorrow’s Collaborative Cultures 257
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viii Contents
Lessons from Cisco Systems’ transformation to a decentralized
culture that rewards collaboration, how the Millennial
Generation can transform your agency, and how collaborative
leaders develop and foster a collaborative mindset to make a difference
Resource A: Create Your Own Game Plan 275
Resource B: Country Rankings on Five
Cultural Factors Related to Collaboration 283
Bibliography 287
Acknowledgments 297
About the Author 299
Index 301
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