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Boundary Crossing in Policy and Public Management


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Table of Contents

Introduction: The inexorable appeal of boundaries in public policy and management Part 1: The Concept Challenge Section 1: The Rise of Boundaries Section 2: Classifications of Boundaries and Their Associated Impacts For How We View Boundaries Section 3: Boundary Concepts Section 4: Where Next for Boundaries? Part 2: The Practical Challenge Section 1: The Challenges of Cross Boundary Practice Section 2: Lessons for Policy and Practice Section 3: Training and Development Section 4: Conclusions Part 3: The Craft Challenge Section 1: Boundary Spanners: Towards A Theory of Practice Section 2: The Theory Underpinning Cross Boundary Facilitation Section 3: Towards the Craft And Practice Of Facilitation Across Collaborative Boundaries Part 4: The Methodology Challenge Section 1: Review, Methodological Approaches to Understanding Collaborative Practice Section 2: A spot light on systems methodologies: Methods to Understand Complex Issues Conclusion: The future of boundary spanning research and practice Contributor Biographies Index

About the Author

Luke Craven is a Research Fellow in the Public Service Research Group at UNSW Canberra. Helen Dickinson is Associate Professor of Public Service Research and Director of the Public Service Research Group UNSW Canberra. Gemma Carey is the Research Director of the Centre for Social Impact UNSW and an NHMRC Fellow.


"Crossing Boundaries shifts the level of the debate by offering engaging and real challenges to those who both research and promote multi-disciplinary work." -John Diamond, Edge Hill University, UK "This book fills a gap in boundary-spanning collaboration in the public sector. It consolidates and integrates current theory and practice from leading scholarly thought and countless practitioner experiences. Then it translates lessons learned from action research into new insights on good practice. The book reaches out to academics, students, and practitioners alike who study and practice collaborative leadership." - John Wilkins, York University, Canada

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