1. Strategic Collaboration
Common sense would suggest that by now—one decade into the 21st century—the idea of working together in an interdependent world would be axiomatic, at least to those in the public sector. Alas, common sense has never been all that common.

So in highly fragmented public bureaucracies, collaboration often goes against the grain—both the informal ground rules of organizational structures and the individualistic nature of agency culture-bearers. When random, episodic collaboration does occur, it's unlikely to be broad-based or strategic. Indeed, it seems exceptional when partnering is planned or orchestrated to achieve a priority agency mission or management-improvement goal. But that doesn't have to be the case.
This issue of The Public Manager offers a diverse Omega Replica set of articles on strategic collaboration that actually capture public managers working together across organizational boundaries to achieve a common purpose—a rare, even heretical, act, to be sure.

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