This book provides four strategic recommendations for cross-sector, cross-cultural collaborations to effectively and meaningfully address adverse societal challenges. Monitor external factors to ensure the environment is conducive for sustainable growth of the initiative. Employ effective leadership and competent staff who should be given early attention. A multicultural team embodies the organizational attributes and intelligence needed to account for variance in behavior within a context. Provide sufficient funding and marshal sufficient resources to collect data required to inform learning and make thoughtful, nuanced, strategic decisions as the program progresses. The projects commitments must be timely and accurately accounted for. Entering collaboration makes one-on-one commitments between members subject to additional commitments that must be accounted for.

David A. Bell is a faculty member of the Paul H. ONeill School of Public and Environmental Affairs at Indiana University.

ForewordPreface: We Understand Bureaucracy in International Development Collaborations through Observations of Practice1. The Actors Used to Understand the New Bureaucracy2. The Approach to Identifying and Understanding the New Bureaucracy3. The Espoused Process (or the Planned Collaborative Bureaucratic Structure and Process)4. The Actual Process (or the Collaborative Bureaucracy at Work)5. Context of Behavior-Volatility Linkages: The New Bureaucracys Emerging6. Perennials of the New Bureaucracy: Evaluation, Time, and Diverse Partners7. The New Bureaucracy Defined: Collaboration Bureaucratic Triad8. The New Bureaucracy in Practice: CBT Applied to Data9. Policy Implications: Recommendations and future research