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Leading Across Boundaries: Creating Collaborative Agencies in a Networked World (Wiley Desktop Editions) ReviewAs a federal government manager for more than 30 years, I have too often seen the results of an inability or unwillingness to collaborate for the public good. With Russ Linden's book, I no longer have an excuse for failing to make collaboration work. Leading Across Boundaries offers insights and concrete tools that make collaboration understandable and achievable in a world that demands it more and more.The author seems to leave no aspect of this important topic unaddressed. From the opening chapter which makes the case for why collaboration is essential, he moves to present a straightforward and easy to understand framework for collaborating. Selecting a high priority project, the appropriate people to work together, forging shared goals, using an open process, and gaining the support of a champion are elements of the framework, but Linden is "spot-on" in noting that any successful collaboration is anchored in building relationships and trust. Ordering people to collaborate is a prescription for failure.
Leading Across Boundaries does not stop there, because Russ Linden, having worked with thousands of state, local, and federal government leaders, knows that the best of frameworks will confront serious real-life challenges. This is no academic treatise on collaboration. It is anchored in the meeting room, not the classroom (though studying it in the classroom will avoid a lot of meeting room failures!). Its true power comes in teasing out, beautifully illustrating, and offering real-world, workable answers to the personal, interpersonal, cultural, and organizational problems that confront those who seek to foster collaborative efforts. And a real plus - there is no academic jargon here, just down-to-earth, clear prose.
One of Linden's great strengths as a writer is his ability to immerse the reader in short but well-crafted case studies - enabling us to see collaboration up close. And he does not shy away from presenting failures as well as successes. Why did FEMA's Michael Brown fail in responding to Hurricane Katrina while the Coast Guard's Thad Allen proved a model of effectiveness amidst the same chaos? How did one federal manager bring about a major collaborative effort among nine University of California campuses to enhance minority enrollment in graduate programs, despite an inherently go-it-alone academic culture? How is it that Israelis and Arabs can actually work together despite centuries of mutual distrust? How do you get tobacco farmers and health advocates to actually cooperate - indeed, how do you get them to even talk to each other? No one can say that Linden doesn't take on tough issues.
One of the beauties of this book is that it can be read - and used - in so many ways. Sixteen major case studies allow in-depth probing of collaboration and what makes it work or fail to work. Over 70 tables, figures and exhibits bring out major points in easy to locate and remember fashion. Many of these offer tips that are valuable checklists for collaborative success. An appendix offers a "Create Your Own Game Plan" set of worksheets to think through and strategize for your own collaborative efforts. And if the book whets your appetite for even more, which it will, a companion Web site offers additional resources.
If you are an existing or aspiring leader, your success will depend on your ability to collaborate. Someone once said that "practice alone does not make perfect; perfect practice makes perfect." Leading Across Boundaries will help you engage in prefect practice - and much stronger and more successful collaboration than you probably thought possible.
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