Failing into Cross-Sector Collaboration Successfully

Successful cross-sector collaboration arises from failure.


(W)e define cross-sector collaboration as the linking or sharing of information, goodwill, and good intentions; resources; activities; and power or capabilities by organizations in two or more sectors to achieve jointly what could not be achieved by organizations in one sector separately.


Solving public problems, however, often requires long time horizons and entails "inefficiencies" associated with long-term relationships through which trust is developed.


(N)onprofits are derivative, forming only when markets or the state cannot or will not provide goods and services demanded by particular groups or individuals.


Communities fail when they exclude or isolate some groups, accept unthinkingly the domination of traditional elites, neglect collective identity, become parochial, ignore harm to individuals and the environment, and offer few opportunities for civic engagement.


(G)overnment service provision historically has been a product of either market failure or voluntary action failure.



*1:Bryson, John M. and Barbara C. Crosby. 2008. "Failing into Cross-Sector Collaboration Successfully" (Chapter Four) In Lisa B. Bingham and Rosemary O’Leary (eds.) Big Ideas in Collaborative Management. Armonk, NY: M.E. Sharpe: 55-78.