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240503 r ||| eng |
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4 |
|a JF1525.O73
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| 100 |
1 |
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|a Butcher, John
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| 245 |
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|a Collaboration for impact
|h Elektronische Ressource
|b lessons from the field
|c by John Butcher and David Gilchrist
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| 260 |
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|a Canberra, ACT, Australia
|b Australian National University Press
|c 2020, 2020
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| 300 |
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|a xv, 234 pages
|b illustrations
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| 505 |
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|a 1. Introduction -- 2. A new business as usual -- 3. Designing impactful collaboration -- 4. Collaborative intelligence and organisational intelligence -- 5. Designing the collaboration and its operational framework -- 6. Authorisation, governance and assurance -- 7. Leading collaboration -- 8. Engagement -- 9. Enabling placed-based solutions -- 10. Earning trust, credibility and legitimacy -- 11. Conclusion: Are we collaborating yet? -- Appendix 1: Practice considerations
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| 505 |
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|a Includes bibliographical references
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| 653 |
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|a Public administration
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| 653 |
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|a Strategic planning
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| 653 |
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|a Organizational change
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| 653 |
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|a Interorganizational relations
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| 653 |
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|a Intergovernmental cooperation
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| 700 |
1 |
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|a Gilchrist, David
|e [author]
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b ZDB-39-JOA
|a JSTOR Open Access Books
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| 490 |
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|a Australia and New Zealand school of government (ANZSOG)
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| 500 |
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|a The origins of this project go back to a one-day workshop in 2015 jointly convened by the Australia and New Zealand School of Government (ANZSOG) and the Curtin Not-for-profit Initiative and held at The Australian National University (ANU), where a wide range of invited speakers probed the challenges of working across sectoral boundaries. The presentations given that day were collected in the edited book The Three Sector Solution, which was published in 2016 by ANU Press
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| 776 |
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|z 9781760463977
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| 776 |
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|z 1760463973
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| 856 |
4 |
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|u https://www.jstor.org/stable/10.2307/j.ctv1bvnd3k
|x Verlag
|3 Volltext
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| 082 |
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|a 658.046
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| 520 |
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|a Collaboration is often seen as a palliative for the many wicked problems challenging our communities. These problems affect some of the most vulnerable and unempowered people in our community. They also carry significant implications for policy processes, programs of service and, ultimately, the budgets and resourcing of national and sub-national governments. The road to collaboration is paved with good intentions. But, as John Butcher and David Gilchrist reveal, 'good intentions' are not enough to ensure well-designed, effective and sustainable collaborative action. Contemporary policy-makers and policy practitioners agree that 'wicked' problems in public policy require collaborative approaches, especially when those problems straddle sectoral, institutional, organisational and jurisdictional boundaries. The authors set out to uncover the core ingredients of good collaboration practice by talking directly to the very people that are engaged in collaborative action. This book applies the insights drawn from conversations with those engaged in collaborations for social purpose--including chief executives, senior managers and frontline workers--to the collaboration challenge. Backed up by an extensive review of the collaboration literature, Butcher and Gilchrist translate their observations into concrete guidance for collaborative practice. The unique value in this book is the authors' combination of scholarly work with practical suggestions for current and prospective collaborators
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