This edited volume provides a platform for experts from various fields to introduce and discuss their different perspectives on the topic of teamwork and collaborative problem solving. It brings together researchers in organizational teaming, educational collaboration, tutoring, simulation, and gaming as well as those involved in statistical and psychometric process modelling. This book seeks to channel this expertise towards advances in the measurement and assessment of cognitive and non-cognitive skills of individuals and teams.

This book is the first to systematically describe the key components necessary to ensure successful implementation of Collaborative Problem Solving (CPS) across mental health settings and non-mental health settings that require behavioral management. This resource is designed by the leading experts in CPS and is focused on the clinical and implementation strategies that have proved most successful within various private and institutional agencies. The book begins by defining the approach before delving into the neurobiological components that are key to understanding this concept. Next, the book covers the best practices for implementation and evaluating outcomes, both in the long and short term. The book concludes with a summary of the concept and recommendations for additional resources, making it an excellent concise guide to this cutting edge approach. Collaborative Problem Solving is an excellent resource for psychiatrists, psychologists, social workers, and all medical professionals working to manage troubling behaviors. The text is also valuable for readers interested in public health, education, improved law enforcement strategies, and all stakeholders seeking to implement this approach within their program, organization, and/or system of care.

When collaboration works, the results can be breath-taking! But it doesn’t always deliver on its potential. Collaboration has been defined as "an unnatural act practiced by non-consenting adults". And often that’s exactly what it is! Some collaboration can be painfully difficult with the result that problems are either ignored or smoothed over until the collaboration falters or disintegrates, or self-interest and personal agendas take over and conflict quickly arises. Collaboration and partnerships work well in the aid sector because they have to – no one body has the resources to solve massive problems on their own. Business often sees the advantages of collaboratively sharing costs without fully recognizing the shift in mindset that is required to take managers with a “winner takes all” worldview and get them performing effectively in a win-win world. Part of the solution lies in bringing consciousness to the workplace and developing it as a core competence. A conscious approach to business relationships, planning, and delivery can enable individuals and organizations to truly think about what they are doing, make changes where needed, and become more effective. It is a particularly effective way of managing the multiple and occasionally conflicting stakeholder objectives inherent in any collaborative project. The author draws on his experience in the aid sector and with non-profit organizations to describe the building blocks that underpin successful collaboration, and inspires us to re-think the way we work together, for good.

What makes the difference between your collaboration's failure or success? Collaboration: What Makes It Work, Second Edition answers this question with an up-to-date and in-depth review of collaboration research. This new edition also includes The Wilder Collaboration Factors Inventory.

Recent terrorist events such as the attempted bomb attacks in New York's Times Square and aboard an airliner on Christmas Day 2009 are reminders that national security challenges have expanded beyond the traditional threats of the Cold War Era. Today's threats are diffuse and ambiguous, making it difficult for any single fed. agency to address them alone. Effective collaboration among multiple agencies and across fed., state, and local governments is critical. This testimony highlights opportunities to strengthen interagency collaboration by focusing on four key areas: (1) developing overarching strategies; (2) creating collaborative org.; (3) developing a well-trained workforce; and (4) improving info. sharing. Figures.

The world of public management is changing dramatically, fueled by technological innovations such as the Internet, globalism that permits us to outsource functions anywhere in the world, new ideas from network theory, and more. Public managers no longer are unitary leaders of unitary organizations - instead, they often find themselves convening, negotiating, mediating, and collaborating across borders."Big Ideas in Collaborative Public Management" brings together a rich variety of big picture perspectives on collaborative public management. The chapters are all original and written by distinguished experts. Designed for practical application, they range from examinations of under what conditions collaborative public management occurs to what it means to be a collaborative leader.The contributors address tough issues such as legitimacy building in networks, and discuss ways to engage citizens in collaboration. They examine the design of collaborative networks and the outcomes of collaboration. Detailed introductory and concluding chapters by the editors summarize and critique the chapters, and frame them as a reflection of the state of collaborative public management today.