Although one often thinks of collaborative management and related group problem-solving as different interests coming together in "peaceful harmony," nothing could be further from reality. Collaboration in real-world action requires steering and negotiation in virtually every situation, with a considerable process that precedes agreement. This progression is, in effect, a "mini" political and managerial process we have come to know as collaborative politics and its management. This volume explores the process and operations of collaboration and collaborative politics, from routine transactions—or "small p" politics—to the significant issue forces, or "big P" politics. Collaboration is defined here as the process of facilitating and operating in multiorganizational arrangements for addressing problems and producing solutions through the contributions of several organizations and individuals. Throughout the book, readers are gradually exposed to analysis of key findings in collaborative politics from the long research tradition in policy and political science. This book adapts a series of stories to highlight some of the dynamics of collaborative politics from a range of jurisdictions. It further analyzes the efficacy of storytelling as a learning tool and contributor to practice in different contexts. With collaborative politics often associated with negotiations among administrative actors, authors Drs. Robert Agranoff and Aleksey Kolpakov demonstrate how interorganizational/interagency collaboration operates and is managed, as well as how it has been modified or adjusted in its fundamental core concepts of bureaucratic organization and hierarchy. The Politics of Collaborative Public Management is designed as a core text for undergraduate and graduate classes on collaborative management and governance.

This article is the last work of the late Robert Agranoff whose work has emphasized the impact of the changing boundaries between public, private and voluntary actors and the evolving role of the state. This work argues that no single measure proves sufficient to answer the many questions that managers ask about the performance and operation of their organizations. He draws on a wide range of concepts, literatures and examples to illustrate this challenge to managers. He expands the work done by both students of performance and networks to provide an understanding of the multi-jurisdiction, multi-organizational undertakings. Agranoff terms this as a challenge of interoperability and a means to achieve a goal not as an end in itself but a means to achieve the goals defined by the players. He provides new ways of defining the role and behaviors of boundary spanners. He notes that previous research has provided minimal attention to the use of public managerial time that focuses on collaborate activity and/or network involvement. He concludes that more needs to be understood about public process behavior involving these issues.

Public Administration ReviewVolume 79, Issue 4 p. 616-617 BOOK REVIEW Bernardo Zacka, When the State Meets the Street: Public Service and Moral Agency (Cambridge, MA: Belknap Press at Harvard University, 2017). 337 pp. $35.00 (hardcover), ISBN: 978067454550 Reviewed by: Robert Agranoff, Robert Agranoff Indiana University, BloomingtonSearch for more papers by this author Reviewed by: Robert Agranoff, Robert Agranoff Indiana University, BloomingtonSearch for more papers by this author First published: 27 January 2019 https://doi.org/10.1111/puar.13020Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume79, Issue4July/August 2019Pages 616-617 RelatedInformation

This volume emanates from the papers and commentaries delivered at the Deil S. Wright Symposium at the 2014 Annual Conference of the American Society for Public Administration. The late Professor Wright’s work made deep contributions to the field of intergovernmental relations (IGR) and intergovernmental management (IGM). The symposium was designed to further the scholarly endeavors he inspired over the past decades, which are anchored in Wright’s definitive text, Understanding Intergovernmental Relations, last published in 1988. These current papers, now published in Stenberg and Hamilton’s volume, assess the significant changes that have taken place over the past half-century and identify future directions, tensions, and trends. The authors include notable federalism/IGR/IGM program thought leaders, scholars, and experienced practitioners. The symposium begins with a posthumous update on Wright’s well-known sequential phases of intergovernmental relations. A new “kaleidoscopic” phase is added by J. Edwin Benton that addresses redefining boundaries, economic decline and fiscal woes, global concerns, rising public pensions, plus a reassessment of intergovernmental relations in a polarized partisan world. IGR now features collaboration and interlocal agreements, among other accelerated connections. This added phase covers the period from the 1990s to the present. As mentioned, it is a period of political polarization, showdowns over education policy, increased use of federal waivers of regulations, “race to the top” program promises, and the end of the American Recovery and Reinvestment Act of 2009 (ARRA), in a period that is ending federal funding and removing some federal regulations. Intergovernmental struggles are also noted, including conflicts over fracking and state and local battles over the steady erosion of local home rule. Finally, questions are raised regarding the future, in particular where features of Wright’s contractive actions are reemerging: fragmentation, emphasis on local “go it alone” financing, quick incidence of old issues that engender collaboration, and collaboration is featured among local governments, along with their non-governmental connections.

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