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Collaboration resource list - an annotated bibliography of resources for collaborations and collaboration consultants

Collaboration Resource List

Compiled by Kirsten Nielsen, Fieldstone Alliance. January 2003.

The following resources deal directly with the topic of collaboration or are resources deemed useful to collaborations and collaboration consultants. The sources for these are listed at the end of this document. At the end of each entry below, a number in parentheses is keyed to one of the sources listed at the end of the document. Sources include books published by the Wilder Foundation and respondents to an e-mail sent to contacts with collaboration expertise.

Some of the resources were provided with a description of the content, which we've included. It would be a mistake to assume that those resources without an annotation are less useful. The presence or absence of an annotation simply reflects what we received from the source.

Abbott, Beverly, Pat Jordan, and Niaz Murtaza."Interagency Collaboration for Children’s Mental Health Services: The San Mateo County Model for Managed Care." Administration and Policy in Mental Health 22, no. 3 (1995): 301–313. (1)

Agranoff, Robert, and Valerie Lindsay. "Intergovernmental Management: Perspectives from Human Services Problem Solving at the Local Level." Public Administration Review (May/June 1983): 227–237. (1)

Alaszewski, Andy, and Larry Harrison. "Literature Review: Collaboration and Coordination Between Welfare Agencies." British Journal of Social Work 18 (1988): 635–647. (1)

Albrecht, Karl, and Ron Zemke. Service America. Homewood, IL: Dow Jones/Irwin, 1985. Details challenges and solution for nonprofit work in the 1990s. (2)

Altman, Lawrence. "New Method of Analyzing Health Data Stirs Debate." New York Times. 21 August 1990, p. B5. (1)

Andress, Shelby, and Eugene C. Roehlkepartain. Working Together for Youth: A Practical Guide for Individuals and Groups. Minneapolis, MN: Lutheran Brotherhood, 1993.
How to begin with individual motivation and move on to building a vision, taking action, and widening the circle of involvement. (2)

Angelica, Emil. The Wilder Nonprofit Field Guide to Crafting Effective Mission and Vision Statements. Saint Paul, MN: Amherst H. Wilder Foundation, 2001. (3)

Angelica, Marion Peters. Resolving Conflict in Nonprofit Organizations: The Leader's Guide to Finding Constructive Solutions. Saint Paul, MN: Amherst H. Wilder Foundation, 1999.
A hands-on guide to understanding,identifying, and resolving conflict constructively in nonprofit organization.

Annie E. Casey Foundation. The Path of Most Resistance. Baltimore, MD: Annie E. Casey Foundation, 1995. (4)

———. Evaluating Comprehensive Community Change. Baltimore, MD: Research and Evaluation Conference, Annie E. Casey Foundation, 1997. (4)

———. The Eye of the Storm. Baltimore, MD: Annie E. Casey Foundation, 1998. <http://www.aecf.org/publications/eyeofstorm/alltext.htm> (4)

Aronstein, David M., and Michael A. Connolly. "Access to Life-Saving Medicine: A Collaboration Between a Not-For-Profit HIV Clinical Research Agency, a State Public Health Department, and For-Profit Pharmaceutical Companies." Crossing the Borders: Collaboration and Competition Among Nonprofits, Business and Government. Washington, DC: Independent Sector, 1999. (1)

Ashman, Darcy. "Promoting Corporate Citizenship in the Global South: Towards a Model of Empowered Civil Society Collaboration with Business." IDR Reports 16, no. 3 (2000). (1)

Aspen Roundtable on Comprehensive Community Initiatives. Voices from the Field. Washington, DC: The Aspen Institute, 1997. <http://www.aspenroundtable.org/voices/index.htm> (4)

Atkinson, Philip. Creating Culture Change: Key to Successful Total Quality Management. United Kingdom: IFS Publications, 1990.
Collaboration often requires organizations to change; this book lays out the steps for making changes in the context of continuous process improvement. (2)

AtKisson, Alan. "The Innovation Diffusion Game: A Tool for Encouraging Participation in Positive Cultural Change." In Context, no. 28 (Spring 1991): 58.
Describes nine role types usually found in the process of cultural change, and five critical characteristics of successful innovations. (2)

Auluck, Randhir, and Paul Iles. "The Referral Process: A Study of Working Relationships Between Antenatal Clinic Nursing Staff and Hospital Social Workers and Their Impact on Asian Women." British Journal of Social Work 21 (1991): 41–61. (1)

Austin, James E. The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic Alliances. San Francisco: Jossey-Bass, 2000. (1)

Ayre, Darvin, Gruffie Clough, and Tyler Norris. Facilitating Community Change. Boulder, CO: Community Initiatives, LLC, 2000.
A comprehensive guide to designing, organizing and implementing community partnerships that generate positive outcomes.(6)

Ayre, Darvin, Gruffie Cough, and Tyler Norris. Trendbenders: Building Healthy and Vital Communities. Chicago: Health Research and Educational Trust, 2002. (6)

Bailey, D., and K. M. Koney. "Community-Based Consortia: One Model for Creation and Development." Journal of Community Practice 2, no. 1 (1995): 21–42. (4)

———. "An integrative framework for evaluation of community-based consortia." Evaluation and Program Planning 18, no. 3 (1995): 245–257. (4)

———. "Interorganizational Community-Based Collaboratives: a strategic response to shape the social work agenda." Social Work 41, no. 6 (1996): 602–611. (4)

———. Strategic Alliances Among Health and Human Services Organizations. Thousand Oaks, CA: Sage Publications, Inc., 2000. (4)

Bastien, David T., and Todd J. Hostager. "Jazz as a Process of Organization Innovation." Minneapolis Star Tribune, 23 October 1988.
An analysis of how a jazz group's ability to share information, communicate invention strategies, and coordinate complex ideas can be applied to organizations. (2)

Bennis, Warren, and Patricia Ward. Organizing Genius: The Secrets of Creative Collaboration. New York: Addison-Wesley, 1997. (The Nimble Collaboration)

Bennis, Warren. Why Leaders Can't Lead. San Francisco: Jossey-Bass, 1989.
Bennis explains that fragmentation of service delivery is an unconscious effort to stop change. Becoming a conscious leader of change is key to creating change on a system-wide basis. (2)

Berger, Renee A. "Teamworks." Speech delivered to the Minnesota Council on Foundations. 27 September 1989.
Outlines the steps for successful partnerships. (2)

Berkowitz, B., and T. Wolff. The Spirit of the Coalition. Washington, DC: American Association of Public Health, 2000. (4)

Bernard, Bonnie. "Working Together: Principles of Effective Collaboration." Prevention Forum (October 1989): 4.
A selection of research-based attributes which result in effective collaborations. (2)

Bierly, Eugene W. "The World Climate Program: Collaboration and Communication on a Global Scale." The Annals 495 (1998): 106–116. (1)

Billitteri, T. J. "United Ways Seek a New Identity." The Chronicle of Philanthropy 12, no. 10 (2000): 1, 21, 23–26. (4)

Blake, Robert, and Jane Mouton. Consultation. Reading, MA: Addison-Wesley, 1976.
Strategies for helping organizations identify issues and apply solutions. (2)

Blanchard, Ken, et al. Empowerment Takes More Than a Minute. New York: MJF Books, 1996. (3)

Blank, R. M. It Takes a Nation: A New Agenda for Fighting Poverty. Princeton, NJ: Princeton University Press, 1997. (4)

Block, Carolyn Rebecca, Barbara Engel, Sara M. Naureckas, and Kim A. Riordan. "The Chicago Women’s Health Risk Study." Violence Against Women 5, no. 10 (1999): 1158–1177. (1)

Block, Peter. Flawless Consulting. San Diego: Pfeiffer, 1981. (3)

Blockson, L. C., and H. J. VanBuren III. "Strategic Alliances Among Different Institutions: An Argument for Multi-Sector Collaboration in Addressing Societal Issues." Crossing the Borders. Alexandria, VA: Independent Sector Spring Research Forum, 1999. (J4)

Brick, Philip, Don Snow, and Sarah Van de Wetering, eds. Across the Great Divide: Explorations in Collaborative Conservation and the American West. Washington, DC: Island Press, 2001.
A selection of case studies and lessons learned in collaboration in the natural resources and conservation arena. (5)

Brown, P., and S. Garg. Foundations and Comprehensive Community Initiatives: The Challenges of Partnership. Chicago: Chapin Hall Publications, 1997. <http://www.chapinhall.org> (4)

Brumburgh, Scott, et al. "Literature Review and Model Framework of Nonprofit Capacity Building." Innovation Network. Washington, DC: Environmental Support Center, 2000. (3)

Bruner, C. Realizing a Vision for Children, Families, and Neighborhoods: An Alternative to Other Modest Proposals. Des Moines, IA: National Center for Service Integration, 1996. (4)

Bruner, Charles. Thinking Collaboratively: Ten Questions and Answers to Help Policy Makers Improve Children's Services. Washington, DC: Education and Human Services Consortium, 1991.
A policy maker's guide to designing effective collaborations at state and local levels by providing an understanding of the basics of collaboration--what it is and how to know when it is working--and strategies for states and state policy makers to use. (2)

Buhl, Alice. Patterns of Cooperation Among Grantmakers. Washington, DC: Council on Foundations, 1991.
Explores the process for developing joint projects, examines what funders should consider, and explains the advantages and disadvantages of current practices of collaboration. (2)

Burt, M. R., P. Resnick, and E. R. Novick. Building Supportive Communities for At-Risk Adolescents. Washington, DC: American Psychological Association, 1998. (4)

Campbell, Jacquelyn C., Jacqueline Dienemann, Joan Kub, Terri Wurmser, and Ellyn Loy. "Collaboration as a Partnership."Violence Against Women 5, no. 10 (1999): 1140-1157. (1)

Center for Ocean Sciences Education Excellence. "Report of a Workshop Sponsored by the National Science Foundation, in Cooperation with the University of Southern Mississippi, Institute of Marine Sciences." Seattle, WA: University of Washington, 2000. (1)

Center for the Study of Social Policy. Changing Governance to Achieve Better Results for Children and Families. Washington DC: Center for the Study of Social Policy, 1995.<http://www.cssp.org/uploadFiles/KD12.HTM> (4)

———. "The New Futures Initiative: A Mid-Point Review." Washington, DC: Center for the Study of Social Policy, 1991. (1)

Chalmers, Alan F. What Is This Thing Called Science? Buckingham, England: Open University Press, 1999. (1)

Chaskin, R. J., and S. Garg. The Issue of Governance in Neighborhood-Based Initiatives. Chicago, IL: Chapin Hall Publications, 1994. <http://www.chapinhall.org> (4)

Chaskin, R., and A. Abunimah. A View from the City: Local Government Perspectives on Neighborhood-Based Governance in Community-Building Initiatives. Chicago: Chapin Hall Publications, 1997. <http://www.chapinhall.org> (4)

Chaskin, R. Defining Community Capacity: The Framework and Implications from a Comprehensive Community Initiative. Chicago: Chapin Hall Publications, 1999. <http://www.chapinhall.org> (4)

Chrislip, David. The Collaborative Leadership Fieldbook. San Francisco: Jossey-Bass, 2002.
A practical guide to collaboration with illustrative case studies using the framework developed in Collaborative Leadership, Chrislip and Larson, 1994. (5)

Chrislip, David D. and Carl E. Larson. Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference. San Francisco: Jossey-Bass, 1994. (1)

Chynoweth, Judith K., et al. Experiments in Systems Change: States Implement Family Policy. Washington, DC: Council of Governors’ Policy Advisors, 1992.
Discusses systems change, factors supporting the status quo and promoting systems change, and various change strategies that have been employed in nine states. (2)

Coe, Barbara. "Open Focus: Implementing Projects in Multi-Organizational Settings." International Journal of Public Administration 11, no. 4 (1998): 503–526. (1)

Cohen, Arthur M., and R. Douglas Smith. The Critical Incident in Growth Groups: Theory and Technique. San Diego: University Associates, 1976.
Looks at shaping the growth and development of groups through verbal interventions and the role of the group leader in influencing the development of a common point of view. (2)

Cohen, Larry, Nancy Baer, and Pam Satterwhite. "Developing Effective Coalitions: An Eight Step Guide." Pleasant Hill, CA: Contra Costa Health Services Department, (unpublished) 1991.
A description of eight practical steps for creating community coalitions. (2)

Collaboration and Conflict: Selected Readings on Collaboration. Selected readings for participants of the 1991 Annual Meeting of Independent Sector. Washington, DC, 1991.
Selected readings gathered for the 1991 annual meeting of the Independent Sector on different aspects of collaboration, including understanding collaboration, patterns of collaboration, thinking collaboratively, and collaborative problem solving. (2)

The Community Collaboration Manual. Washington, DC: National Assembly of National Health and Social Welfare Organizations, January 1991.
A manual for building collaborations with lists of items to consider. (2)

Connolly, Paul, and L. C. Klein. Looking Ahead and Embracing Change: How Nonprofit Organizations Can Prepare for the Future. Philadelphia, PA: The Conservation Company, 1999. (4)

Connolly, Paul, and Carol Lukas. Strengthening Nonprofit Performance: A Funder’s Guide to Capacity Building. Saint Paul, MN: Amherst H. Wilder Foundation, 2003.

Connor, Joseph A., C. H. Ventrelle, and Stephanie Kadel-Taras. "Learning from Funder Collaboratives." Foundation News & Commentary 41, no. 2 (March/April 2000): 44–47. (4)

Connor, Joseph A., and Stephanie Kadel-Taras. Community Visions, Community Solutions: Grantmaking for Comprehensive Impact. Saint Paul, MN: Amherst H. Wilder Foundation, 2003. (4)

———. "Organizing Community Work to Reach Solutions." PNNOnline. 15 December 2000. <http://www.pnnonline.org> (4)

———. "The Community Support Organization: Linking Not-for-Profits to Community Impact." The Not-for-Profit CEO Monthly Letter 7, no. 8 (June 2000): 1–3. (4)

———. "From Board Governance to Community Governance."Board Member 9, no. 3 (March 2000): 6–7. (4)

———. "Relevant Review: Book Review of Letts, Ryan, and Grossman’s "High Performance Nonprofit Organizations: Managing Upstream for Greater Impact." Nonprofit World no. 4 (July/August 2000): 38–39. (4)

Connor, Joseph A., Stephanie Kadel-Taras, and Diane Vinokur-Kaplan. "The Role of Nonprofit Management Support Organizations in Sustaining Community Collaboration." Nonprofit Management and Leadership 10, no. 2 (1999): 127–136. (4)

Cook, Thomas D., Harris Cooper, David S. Cordray, Heidi Hartmann, Larry V. Hedges, Richard J. Light, Thomas A. Louis, and Frederick Mosteller. Meta-Analysis for Exploration.New York: Russell Sage Foundation, 1992. (1)

Cooper, Harris, and Larry V. Hedges, eds. The Handbook of Research Synthesis. New York: Russell Sage Foundation, 1994. (1)

Cox, Gary. "Model Agreement for Children’s Collaboratives in Minnesota." Saint Paul, MN: Minnesota Department of Human Services, January 1998. (3)

Danegger, E. A., D. C. Hayes, and E. Lipoff. A Look at Costs, Benefits, and Financing Strategies. Washington DC: The Finance Project, 1995. <http://www.financeproject.org> (4)

Davidson, Stephen. "Planning and Coordination of Social Services in Multiorganizational Contexts." Social Service Review 50 (1976): 117–137. (1)

Dayton, Carol, Georgia J. Anetzberger, and Doris Matthey. "A Model for Service Coordination Between Mental Health and Adult Protective Services." Journal of Mental Health and Aging 3, no. 3 (1997): 295–308. (1)

Doyle, Michael, and David Straus. How to Make Meetings Work. New York: Jove Press, 1976.
Tools for facilitating collaborative engagements. (5)

Dukes, E. Franklin, Marina A. Piscolish, and John B. Stephens. Reaching for Higher Ground in Conflict Resolution: Tools for Powerful Groups and Communities. San Francisco: Jossey-Bass, 2000.
Tools for facilitating collaborative engagements. (5)

Dyer, B. The Oregon Option: Early Lessons from a Performance Partnership on Building Results-Driven Accountability. Washington DC: U. S. Department of Health and Human Services, 1996. <http://aspe.os.dhhs.gov/progsys/oregon/lessons.htm> (4)

Empowering Learners Collaborative. Empowerment Through Collaboration: Learnings from a Literacy Collaborative. Saint Paul, MN: United Way of the Saint Paul Area, 1992.
Looks at collaboration, what it is and how it can be used, as well as the components of collaboration, the impact on the partners in the project and the learnings from the effort. An independent evaluation of the project is also available. (2)

Felty, D. W., and M. B. Jones. "Human Services at Risk." Social Service Review 72, no. 2 (1998): 192–208. (4)

Finance Project. Business Process Redesign. Washington DC: The Finance Project, 2000. <http://www.financeproject.org> (4)

———. Community Systems. Washington DC: The Finance Project, 2000. <http://www.financeproject.org> (4)

Fischer, Lucy Rose, and Kay Schaffer. Older Volunteers: A Guide to Research and Practice. Newbury Park, CA: Sage Publications, 1992. (1)

Flower, Joe. "Collaboration: The New Leadership." Healthcare Forum Journal (November/December 1995). (3)

Friedman, M. From Outcomes to Budgets: An Approach to Outcome-Based Budgeting for Family and Children's Services. Washington DC: Center for the Study of Social Policy, 1995. <http://www.cssp.org/uploadFiles/KD12.HTM> (4)

———. Reforming Finance, Financing Reform for Family and Children Services. Sacramento, CA: Foundation Consortium, 2000. <http://www.foundationconsortium.org> (4)

Gans, S.P., and G.T. Horton. "Integration of Human Services." New York: Praeger, 1975. (1)

Gardner, J. W. Self-Renewal: The Individual in the Innovative Society. New York: W. W. Norton & Company, 1963. (4)

Gardner, John. On Leadership. New York: MacMillan Free Press, 1990.
Effective collaborations require effective leaders; Gardner identifies key skills for effective relationships between leaders and followers. (2)

Gardner, Sid. "Failure by Fragmentation." California Tomorrow (Fall 1989).
Argues that funders diminish effective human services by fragmenting delivery among too many agencies, and that improvements can be made by building collaborations focused on accountability. (2)

Gilbertsen, Beth, and Vijit Ramchandani. The Wilder Nonprofit Field Guide to Developing Effective Teams. Saint Paul, MN: Amherst H. Wilder Foundation, 1999.
A concise guide to help a team get going, deal with predictable problems, and improve teamwork at any stage of a team's development. (2)

Goodman, Robert. After the Planners. New York: Simon & Schuster, 1973.
A provocative look at the impact of changing urban systems. (2)

Gozali-Lee, Edith. "Family Involvement to Promote Student Achievement." Saint Paul, MN: Wilder Research Center, 1999. (1)

Gray, Barbara. Collaborating: Finding Common Ground for Multiparty Problems. San Francisco: Jossey-Bass, 1989.
Describes the need for collaboration; its dynamic processes: conflict, politics, and power; various designs for collaborations; and the need to move toward a collaborative world. (2)

———. "Cross-Sectoral Partners: Collaborative Alliances among Business, Government and Communities." Creating Collaborative Advantage. Edited by Chris Huxham. London, England: Sage, 1996: 57–79. (1)

———. "Obstacles to Success in Educational Collaborations." School-Community Connections: Exploring Issues for Research and Practice. Edited by Leo C. Rigsby, Maynard C. Reynolds, and Margaret C. Wang. San Francisco: Jossey-Bass, 1995: 71–99. (1)

Gray, B., and J. D. Wood. "Collaborative Alliances: Moving From Practice to Theory." Journal of Applied Behavioral Science 27, no. 1 (1991): 3–22. (4)

Greenleaf, R. K. The Power of Servant Leadership. San Francisco: Berrett-KoehlerPublishers, Inc., 1998. (4)

Gummer, B. "Social Planning." Encyclopedia of Social Work 19, no. 3 (1995): 2180–2186. (4)

Guza, Terry, et al. OIS Service Integration Needs Assessment Project, Final Report. Portland, OR: Oregon Department of Human Services, May 2001. (3)

Hackstaff-Goldis, Lynn, and Susan T. House. "Development of a Collaborative Geriatric Program Between the Legal System and a Social Work-Directed Program of a Community Hospital." Social Work in Health Care 14, no. 3 (1990): 1–16. (1)

Hammer, M., and J. Champy. Reengineering the Corporation. New York: Harper Business, 1993. (4)

Harbert, Anita S., Daniel Finnegan, and Nancy Tyler. "Collaboration: A Study of a Children’s Initiative." Administration in Social Work 21, no. 3–4 (1997): 83–107. (1)

Harbin, Gloria, Jane Eckland, James Gallagher, Richard Clifford, and Patricia Place. "Policy Development for P.L. 99–457, Part H: Initial Findings from Six Case Studies." Chapel Hill, NC: Carolina Institute for Child and Family Policy, University of North Carolina, 1991. (1)

Harrison, Patrick J., Eleanor W. Lynch, Kendra Rosander, and William Borton. "Determining Success in Interagency Collaboration: An Evaluation of Processes and Behaviors." Infants and Young Children 3, no. 1 (1990): 69–78. (1)

Havelock, Ronald. Change Agent’s Guide to Innovation in Education. Englewood Cliffs, NJ: Education Technology Publications, 1973.
Explains how to diagnose problems in educational institutions and intervene to create change. (2)

Hawthorne, Joyce. "Working Together for At Risk Youth." Wisconsin Department of Public Instruction, 1988.
A discussion of common barriers to coordination of services for children needing medical and social services. (2)

Heider, John. Tao of Leadership. New York: Bantam Books, 1988.
Applies ancient Chinese thinking to leadership strategies for a new age. (2)

Heifetz, Ronald. Leadership Without Easy Answers. Cambridge, MA: Belknap Press, 1994.
An analysis of the complexities of public issues and their implications for leadership. (5)

Herrman, Margaret S. ed. Resolving Conflict: Strategies for Local Government. Washington, DC: International City/County Management Association, 1994. (8)

Hesselbein, F., M. Goldsmith, R. Beckhard, and R. F. Schubert. The Community of the Future. San Francisco: Jossey-Bass, 1998. (4)

Hequet, Marc. "Poof! Myth and Fable Appear as Human Development Tools." Training (December 1992): 46–50.
Discusses the emerging use of myth, fable, and archetype as workplace human development tools. (2)

Hicks, Bone. Self-Managing Teams. Los Altos, CA: Crisp Publications, 1999. (3)

Himmelman, Arthur T. "Communities Working Collaboratively for a Change." Resolving Conflict: Strategies for Local Government. Edited by Margaret S. Herrman. Washington, DC: International City/County Management Association,1994. pp. 24–27.
Presents two models of power and decision-making in collaboration—betterment and empowerment—including the key components and activities of each, as well as how to move from betterment to empowerment. (2)

———. "On the Theory and Practice of Transformational Collaboration: From Social Service to Social Justice." Creating Collaborative Advantage Edited by Chris Huxham. London: Sage, 1996. pp. 19–43 (8)
Provides a critique of the political economy and power relations that often determine the nature and scope of collaboration seeking community change.

Hodson, Norma, Mary Ann Armour, and John Touliatos. "Project Uplift: A Coordinated Youth Services System." The Family Coordinator 25, no. 3 (1976): 255–260. (1)

Holman, Nicole, and Margaret Arcus. "Helping Adolescent Mothers and Their Children: An Integrated Multi-Agency Approach." Family Relations 36, no. 2 (1987): 119–123. (1)

Hord, Shirley M. "A Synthesis of Research on Organizational Collaboration." Educational Leadership (February 1986): 22–26.
Distinguishes between cooperation and collaboration in the areas of beginning process, communication, resources and ownership, requirements and characteristics, leadership and control, and rewards. (2)

Horwitch, Mel, and C.K. Prahalad. "Managing Multi-Organization Enterprises: The Emerging Strategic Frontier." Sloan Management Review 22, no. 2 (1981): 3–16. (1)

Huxham, Chris. Creating Collaborative Advantage. London: Sage, 1996. (1)

Huxham, Chris, and Siv Vangen. "Working Together: Key Themes in the Management of Relationships Between Public and Non-Profit Organizations." International Journal of Public Sector Management 9, no. 7 (1996): 5–17. (1)

———. "Ambiguity, Complexity and Dynamics in the Membership of Collaboration." Human Relations 53, no. 6 (2000): 771–806. (1)

Isles, Paul, and Randhir Auluck. "Team Building, Inter-agency Team Development and Social Work Practice." British Journal of Social Work 20 (1990): 165–178. (1)

Iyengar, Satish. "Much Ado About Meta-Analysis." Chance: New Directions for Statistics and Computing 4, no. 1 (1991): 33–40. (1)

Johnson, David, and Frank Johnson. Joining Together. Englewood Cliffs, NJ: Prentice Hall, 1990.
This handbook helps inexperienced group facilitators lead a series of powerful group development activities. (2)

Kagan, Sharon L. United We Stand: Collaboration for Child Care and Early Education Services. New York: Teachers College Press, 1991.
Provides an excellent overview of collaboration, including its social context, rationale, and benefits, and an understanding of the collaborative process in the context of early childhood care and education. (2)

Kagan, Sharon L., Ann Marie Rivera, and Faith Lamb Parker. "Collaboration in Practice: Reshaping Services for Young Children and Their Families." The Bush Center in Child Development and Social Policy, Yale University, 1990. (1)

Kaner, Sam. Facilitator's Guide to Participatory Decision-Making. Philadelphia: New Society, 1996.
Tools for facilitating collaborative engagements. (5)

Kanter, Rosabeth Moss. Change Masters. New York: Simon & Schuster, 1983.
This classic text promotes innovation in organizations. (2)

Karasoff, Patricia. "Collaborative Partnerships: A Review of the Literature." San Francisco State University, 1998. (1)

Keirsey, David, and Marilyn Bates. Please Understand Me. Del Mar, CA: Prometheus Nemesis, 1984.
Describes individual behavior styles according to the Myers-Briggs Inventory. (2)

Kerka, Sandra. "Developing Collaborative Partnerships." Washington, DC: U.S. Department of Education, 1997. (1)

Kohm, Amelia, David La Piana, and Heather Gowdy. Strategic Restructuring: Findings from a Study of Integrations and Alliances Among Nonprofit Social Service and Cultural Organizations in the United States. Chicago: University of Chicago, Chapin Hall Center for Children, 2000.
Includes descriptions of the primary types of strategic restructuring partnerships; profiles of nonprofits involved in each type of partnership; and survey findings on the motivations, goals, benefits, and challenges involved in strategic restructuring. (7)

Kretzmann, John, and John McKnight. Building Communities From the Inside Out. Chicago: ACTA Publications, 1993.
A guide for helping communities define strengths and assets through collaboration. (5)

La Piana, David. Beyond Collaboration: Strategic Restructuring of Nonprofit Organizations, Revised Second Edition. San Francisco: James Irvine Foundation, 2000.
This monograph offers an analysis of restructuring efforts among nonprofits and describes several strategies that funders might develop to support activity in this arena. A Revised Second Edition was released with an expanded reference section demonstrating the considerable advancements made in the field of strategic restructuring over that three-year period. (7)

———. The Nonprofit Mergers Workbook. Saint Paul, MN: Amherst H. Wilder Foundation, 2000. (3)

———. Real Collaboration: A Guide for Grantmakers. New York: The Ford Foundation, 2001.
This guide for grantmakers makes recommendations on how program officers can make better, more effective use of collaboration among grantees. (7)

Lennett, Judith, and Mary Ellen Colten. "A Winning Alliance: Collaboration of Advocates and Researchers on the Massachusetts Mothers Survey." Violence Against Women 5, no. 10 (1999): 1118-1139. (1)

Light, Richard J., and David B. Pillemer. Summing Up: The Science of Reviewing Research. Cambridge, MA: Harvard University Press, 1984. (1)

Linden, Russ. Working Across Boundaries: Making Collaboration Work in Government and NonProfit Organizations. San Francisco: Jossey-Bass, 2002.
A guide for collaboration between agencies and organizations. (5)

Loch, Heather, Daniel P. Mueller, and Edith Gozali-Lee. "Key Issues in the Implementation of School Linked Services." Saint Paul, MN: Wilder Research Center, 1997. (1)

Lukas, Carol A. Consulting with Nonprofits: A Practitioner's Guide. Saint Paul, MN: Amherst H. Wilder Foundation, 1998.
A step-by-step guide through the six stage consulting process. The book also includes information on how to run a consulting business. (2)

Lukas, Carol VanDeusen, and Heather B. Weiss. "Evaluation of the Head Start/Community Health Center Collaboration: A Final Report to the Prudential Foundation." Harvard Family Research Project, Cambridge, MA, 1995. (1)

Luke, J. S. Catalytic Leadership. San Francisco: Jossey-Bass, 1998. (4)

Mattessich, Paul W. "Characteristics of Successful Community Building and Collaborative Efforts." Edited by Sandra Schruijer. Multi-Organizational Partnerships and Cooperative Strategy. Tilburg, Netherlands: University of Tilburg Press, 2000. (1)

Mattessich, Paul W., and Barbara Monsey. Community Building: What Makes It Work. Saint Paul, MN: Amherst H. Wilder Foundation, 1997.
A review of research literature that reveals twenty-eight factors influencing the success of community building initiatives. Each of the factors includes an in-depth description, examples, and practical applications, helping community builders assess their work and diagnose what’s needed. (2)

Mattessich, Paul W., Marta Murray-Close, and Barbara Monsey. Collaboration: What Makes It Work, 2nd ed. Saint Paul, MN: Amherst H. Wilder Foundation, 2001.
A review of research literature on twenty factors influencing successful collaboration. The report includes a description of each factor, implications for collaborative efforts, and illustrations from case studies. (2)

Mattessich, Paul W., Marta Murray-Close, and Barbara Monsey. The Wilder Collaboration Factors Inventory. Saint Paul, MN: Amherst H. Wilder Foundation, 2001.
A tool for assessing how a collaboration is doing on the twenty success factors described in Collaboration: What Makes it Work, 2nd Edition.

Mayfield, Loomis, and Edgar P. Lucas. "Mutual Awareness, Mutual Respect: The Community and the University Interact." Cityscape 5, no. 1 (2000): 173–184. (1)

McCann, Joseph E., and Barbara Gray. "Power and Collaboration in Human Service Domains." International Journal of Sociology and Social Policy 6, no. 3 (1986): 58–67. (1)
The McKnight Foundation. The Aid to Families in Poverty Program. Minneapolis, MN: The McKnight Foundation, 1991. (1)

McLagan, Patricia, and Peter Krembs. On-the-Level. Saint Paul, MN: McLagan International, 1988.
Action ideas for communicating about work performance that people in partnerships can use to address problems. (2)

McLaughlin, Thomas A. "Don’t Replace, Merge." The Nonprofit Times, 18, no. 23 (December 1, 2004). (9)

McLaughlin, Thomas A. "Why Mergers Fail ." The Nonprofit Times, (April, 1998). (9)

Means, Robin, Lyn Harrison, Syd Jeffers, and Randall Smith. "Co-Ordination, Collaboration and Health Promotion: Lessons and Issues from an Alcohol/Education Programme." Health Promotion International 6, no. 1 (1991): 31–39. (1)

Melaville, Atelia I., and Martin J. Blank. What It Takes: Structuring Interagency Partnerships to Connect Children and Families with Comprehensive Services. Washington, DC: Education and Human Services Consortium, 1991.
Looks at what is needed in interagency partnerships and the state’s role in local initiatives as well as the dynamics of working together, guidelines for new partners, and questions to mobilize action. (2)

Melaville, Atelia I., Martin J. Blank, and Gelareh Asayesh. Together We Can: A Guide for Crafting a Profamily System of Education and Human Services. Washington, DC: U.S. Department of Education, 1993.
Discusses a vision of improved coordination of education, health, and human services for families and provides a five-stage process for achieving that vision. (2)

Mobilization for America’s Children. Standards for Success: Building Community Supports for America’s Children. Alexandria, VA: United Way of America, 1993.
Provides standards for mobilization of local coalitions and programs as well as standards for tracking the well being of children and families. (2)

Monsey, Barbara, Greg Owen, Carol Zierman, Laura Lambert, and Vincent Hyman. What Works in Preventing Rural Violence: Strategies, Risk Factors, and Assessment Tools. Saint Paul, MN: Wilder Foundation, 1995. (1)

Morse, Suzanne W. Building Collaborative Communities. Charlottesville, VA: Pew Partnership for Civic Change, 1996. (1)

Mueller, Daniel P. "Characteristics of Successful Urban Elementary Schools." Saint Paul, MN: Wilder Research Center, 1997. (1)

Mueller, Daniel P. and Paul Higgins. Funders’ Guide Manual: A Guide to Prevention Programs in Human Services. Saint Paul, MN: Amherst H. Wilder Foundation, 1988. (1)

Mulroy, Elizabeth A. "Building a Neighborhood Network: Interorganizational Collaboration to Prevent Child Abuse and Neglect." Social Work 42, no. 3 (1997): 255–264. (1)

Mulroy, Elizabeth A., and S. Shay. "Motivation and Reward in Nonprofit Interorganizational Collaboration in Low-Income Neighborhoods." Administration in Social Work 22 no. 4 (1998): 1–17. (4)

National Network for Collaboration. "Collaboration Framework: Addressing Community Capacity." Fargo, ND: National Network for Collaboration, 1995. <http://crs.uvm.edu/nnco/collab/framework.html> (4)

Nelson, D. W. "Found Difficult and Left Untried: The Governance Necessary for Service Integration." Annie E. Casey Focus 3 no. 1 (1993): 2–3, 19. (4)

Norris, Tyler, Alan AtKisson, et al. Community Indicators Handbook. Oakland, CA: Redefining Progress, 1997. (6)

O’Donnell, Julie, James Ferreira, Ralph Hurtado, Ellen Ames, Richard E. Floyd, Jr., and Lottie M. Sebren. "Partners for Change: Community Residents and Agencies." Journal of Sociology and Social Welfare 25, no. 1 (1998): 133–151. (1)

O'Looney, J. "Beyond Privatization and Service Integration: Organization Models for Service Delivery." Social Service Review, 67 no. 4 (1993): 501–534. (4)

Osborne, D., and T. Gaebler. Reinventing Government. New York: Penguin Group, 1992. (4)

Osten, M., and M. F. Weis. "Developing enabling networks and systems of support." Nonprofit Quarterly 7, no. 1 (August 2000). <http://www.nonprofitquarterly.org> (4)

Parker-Carlson, Jessica, et al. Points of Access Research Report. Anoka, MN: Anoka County Children and Family Council, 2001. (3)

Peirce, Neal, and Curtis Johnson. Boundary Crossers: Community Leadership for a Global Age. College Park, MD: Burns Academy of Leadership Press, 1997.
Case studies and lessons learned from an analysis of collaborative regional initiatives. (5) (4)

Perspectives on Collaborative Funding: A Resource for Grantmakers. Northern California Grantmakers, 1985.
A collection of twelve articles on collaborations among funders. (2)

Pew Partnership. Planned Serendipity. Charlottesville, VA: The Pew Partnership for Civic Change, 1999. <http://www.pew-partnership.org> (4)

Pfeiffer, J. William, and John E. Jones, eds. A Handbook of Structured Experiences for Human Relations Training Volume V. San Diego: University Associates, 1975.
Part of a series of handbooks of structured experiences to facilitate group beginnings, decision making, communication, leadership, team building, and so forth. (2)

Pitt, Jessica. Community-Based Collaboratives: A Study of Interorganizational Cooperation at the Neighborhood Level. Washington, DC: Aspen Institute, 1998. (1)

Porter, Lyman, et al. Behavior in Organizations. New York: McGraw-Hill, 1975.
People and teams share the same kinds of problems no matter what organization they work in, but each human is a unique contributor to that group. Porter recommends many different strategies for resolving teamwork issues. (2)

Potapchuk, William R., and Jarle P. Crocker. "Exploring the Elements of Civic Capital." National Civic Review 88, no. 3 (1999): 175–201. (1)

Powell, Douglas R. "Evaluating Family Resource Programs: Guidelines for Appropriate Practice." Highlights of a keynote address from a meeting on program evaluation sponsored by the Oregon Family Resource Coalition, Purdue University, June 1992.
Provides five guidelines for tailoring evaluation to the unique characteristics of a family resource program. (2)

"Public/Private Ventures: The Next Step." The Ford Foundation Letter 20, no. 1 (February 1989).
Two case studies of collaboration in a public-private partnership.

Ray, Karen. "Advanced Teamwork: Collaboration Among Scattered Teams." Minneapolis, MN: Karen Ray Associates, (unpublished) 1991.
Describes four major tasks of working closely together while separated by distance. (2)

———. The Nimble Collaboration: Fine-Tuning Your Collaboration for Lasting Success. Saint Paul, MN: Amherst H. Wilder Foundation, 2002.

Reilly, Thom, and Nancy Petersen. "Nevada’s University-State Partnership: A Comprehensive Alliance for Improved Services to Children and Families." Public Welfare 55, no. 2 (1997): 21–28. (1)

Rist, Ray C., Mary Agnes Hamilton, Wilfred B. Holloway, Steven D. Johnson, and Heather E. Wiltberger. "Collaboration and Community." Interim Report #4, Youthwork National Policy Study. Ithaca, NY: Cornell University, 1980. (1)

Rogers, Kristen, Jill Duerr Berrick, and Richard P. Barth. "Collaboration and Community Empowerment for Primary Prevention." Child Welfare Research Center, University of California, Berkeley, CA, 1996. (1)

Rosenthal, Robert. Meta-Analytic Procedures for Social Research. Newbury Park, CA: Sage, 1991. (1)

Rubin, Victor. "The Roles of Universities in Community-Building Initiatives." Journal of Planning Education and Research 17 (1998): 302–311. (1)

Sabatino, Frank. "How Collaboration Is Influencing Boards’ Strategic Plans." Trustee (August 1992): 8–10.
Looks at the community forces that are pushing hospitals to consider collaboration: resources, ethics, cost control, physician input, business input, and chief executive officer accountability. (2)

Sandfort, J. "The Structural Impediment to Human Service Collaboration: Examining Welfare Reform at the Front Lines." Social Service Review 73, no. 3 (1999): 315–339. (4)

Scherer, J., and J. Sherwood. "A Model for Couples: How Two Can Grow Together." Journal of Small Group Behavior 6, no. 1 (February 1975). (3)

Scholtes, Peter. Team Handbook. Madison, WI: Joiner Publications, 1988.
An eminently usable set of exercises to build teamwork. (2)

Schorr, L., K. Sylvester, and M. Dunkle. Strategies to Achieve a Common Purpose: Tools for Turning Good Ideas Into Good Policies. Washington, DC: Institute for Educational Leadership, 1999. <http://www.iel.org/programs/policy.html> (4)

Schrage, Michael. No More Teams: Mastering the Dynamics of Creative Collaboration. New York: Currency-Doubleday, 1995. (3)

Schwarz, Roger. The Skilled Facilitator. San Francisco: Jossey-Bass, 1994.
Tools for facilitating collaborative engagements. (5)

Senge, Peter. Fifth Discipline. New York: Doubleday/Currency, 1990.
Ideas for changing organizations and systems drawn from an eclectic collection of sciences.

Sharfman, Mark P., Barbara Gray, and Aimin Yan. "The Context of Interorganizational Collaboration in the Garment Industry: An Institutional Perspective." Special Issue on Collaboration in The Journal of Applied Behavior Science (1991). (1)

Size, Tom. "Managing Collaborations: The Perspective of a Rural Hospital Cooperative." Health Care Management Review. New York: Aspen Publishers, 1994. (3)

Spekman, R.E., L. A. Isabella, and T. C. MacAvoy. Alliance Competence: Maximizing the Value of Your Partnerships. New York: John Wiley & Sons, Inc., 2000. (4)

Stacey, Ralph. Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations. San Francisco: Jossey-Bass, 1992. (3)

Stone, R., and B. Butler. Core Issues in Comprehensive Community-Building Initiatives: Exploring Power and Race. Chicago: Chapin Hall Publications, 2000. <http://www.chapinhall.org> (4)

Straus, David. How to Make Collaboration Work. San Francisco: Berrett-Koehler, 2002.
A useful history of collaboration in organizations and communities including a framework for working together. (5)

Strong, Michael. The Habit of Thought. Chapel Hill, NC: New View, 1997.
A guide for using Socratic inquiry for understanding texts. (5)

Study Circles. The Study Circle Handbook. Pomfret, CT: Topsfield Foundation, 1993.
Tools for facilitating collaborative engagements. (5)

Subramanian, Karen, Elizabeth J. Siegel, and Christiane Garcia. "Case Study of an Agency-University Research Partnership Between a School of Social Work and a Medical Center." Journal of Social Service Research 19, no. 3–4 (1994): 145–161. (1)

Susskind, Larry, et al, eds. The Consensus Building Handbook. Thousand Oaks, CA: Sage, 1999.
Tools and case studies for facilitating collaborative engagements. (5)

Sussman, Tara. "Interagency Collaboration and Welfare Reform." Washington, DC: Welfare Information Network, 2000. (1)

Tannen, Deborah. You Just Don’t Understand. New York: Ballantine, 1990.
The best intentions are not always enough for men and women to communicate successfully while solving problems. Tannen has written a volume about interpreting one another accurately. (2)

Tapper, Donna, Paula Kleinman, and Mary Nakashian. "An Interagency Collaboration Strategy for Linking Schools with Social and Criminal Justice Services." Social Work in Education 19, no. 3 (1997): 176–188. (1)

Tjosvold, Dean, and Mary Tjosvold. Leading the Team Organization. New York: Lexington Books, 1991.
Building an effective team at the senior management level is critical to being a successful partner. The Tjosvolds lay out key steps for team building. (2)

Trubowitz, Sidney, and Paul Longo. How It Works: Inside a School-College Collaboration. New York: Teachers College Press, 1997. (1)

Urban, Beverly Younger, and Larry W. Bennett. "When the Community Punches a Time Clock." Violence Against Women 5, no. 10 (1999): 1178–1193. (1)

Van de Ven, Andrew. "On the Nature, Formation, and Maintenance of Relations Among Organizations." Academy of Management Review 4 (1976): 24–36. (1)

Wachter, K. W., and M. L. Straf, eds. The Future of Meta-Analysis. New York: Russell Sage Foundation, 1990. (1)

Walls, Wendell J. Anatomy of a Collaboration: An Act of Servant Leadership. Indianapolis, IN: Greenleaf Center for Servant-Leadership, 2000. (1)

Walton, Richard. Interpersonal Peacemaking/Third Person Consultation. Reading, MA: Addison-Wesley Organizational Development Series, 1987.
A primer for intervening effectively in other people’s conflicts. (2)

———. Managing Conflict/Interpersonal Dialogue. Reading, MA: Addison-Wesley Organizational Development Series, 1987.
A primer for helping people resolve work-related conflicts. (2)

Weiss, H. B., and M. E. Lopez. "New Strategies in Foundation Grantmaking for Children and Youth." Community Youth Development Journal 1, no. 1 (2000): 1–12. <http://www.cydjournal.org/2000Winter/weiss.html> (4)

Wiewel, Wim, and Ismael Guerrero. "Long-term Collaboration—Building Relationships and Achieving Results through a Neighborhoods Initiative Program: The Resurrection Project." Metropolitan Universities8, no. 3 (1997): 123–134. (1)

Wiewel, Wim, and Michael Lieber. "Goal Achievement, Relationship Building, and Incrementalism: The Challenges of University-Community Partnerships." Journal of Planning Education and Research17 (1998): 291–301. (1)

Wilson, Betsy. "The Lone Ranger Is Dead—Success Today Demands Collaboration." Chicago, IL: Association of College and Resource Libraries, 2000. (1)

Winer, Michael, and Karen Ray. Collaboration Handbook: Creating, Sustaining, and Enjoying the Journey. Saint Paul, MN: Amherst H. Wilder Foundation, 1994. (3)

Wolff, Tom. ed. "Community Coalition Building: Contemporary Practice and Research." American Journal of Community Psychology 29, no. 2 (2001).
A comprehensive examination and analysis of the relationship of collaboration to the design, implementation, and evaluation of coalition. (8)

Wondolleck, Julia. M., and Steven. L. Yaffee. Making Collaboration Work. Washington, DC: Island Press, 2000.
Lessons from collaboration in Natural Resource Management (5)

Yon, Maria Grace, Roslyn Arlin Mickelson, and Iris Carlton-LaNey. "A Child’s Place: Developing Interagency Collaboration on Behalf of Homeless Children." Education and Urban Society 25, no. 4 (1993): 410–423. (1)

Sources for these references

(1) From the bibliography of Collaboration: What Makes It Work, 2nd Edition (Fieldstone Alliance 60 Plato Boulevard East, Saint Paul, MN 55104, www.FieldstoneAlliance.org).

(2) From the bibliography of Collaboration Handbook (Fieldstone Alliance).

(3) From the bibliography of The Nimble Collaboration( Fieldstone Alliance).

(4) From Joseph Connor, The Collaboratory, 2410 Newport RD, Ann Arbor, MI 48103, jcrubicon@aol.com.

(5) From David Chrislip, Skillful Means, 3045 5th Street, Boulder, CO 80304, dchrislip@att.net.

(6) From Tyler Norris, Community Initiatives LLC, 2119 Mapleton Ave, Boulder, CO 80304, tyler@tylernorris.com.

(7) From David La Piana, La Piana Associates, 43 Estrella Avenue, Piedmont, CA 94611, lapiana@lapiana.org.

(8) From Arthur Himmelman, Himmelman Consulting, 210 Grant ST W STE 422, Minneapolis, MN 55403-2245, ArthurTHimmelman@aol.com

(9) From Thomas A. McLaughlin, Grant Thornton LLP, 226 Causeway ST, Boston, MA 02114, thomas.mclaughlin@gt.com

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