Every piece of land, no matter how remote or untrammeled, has a boundary. While sometimes boundary lines follow topographic or biological features, more often they follow the straight lines of political dictate and compromise. Administrative boundaries nearly always fragment a landscape, resulting in loss of species that must disperse or migrate across borders, increased likelihood of threats such as alien species or pollutants, and disruption of natural processes such as fire. Despite the importance and ubiquity of boundary issues, remarkably little has been written on the subject. Stewardship Across Boundaries fills that gap in the literature, addressing the complex biological and socioeconomic impacts of both public and private land boundaries in the United States. With contributions from natural resource managers, historians, environmentalists, political scientists, and legal scholars, the book: develops a framework for understanding administrative boundaries and their effects on the land and on human behavior examines issues related to different types of boundaries -- wilderness, commodity, recreation, private-public presents a series of case studies illustrating the efforts of those who have cooperated to promote stewardship across boundaries synthesizes the broad complexity of boundary-related issues and offers an integrated strategy for achieving regional stewardshi. Stewardship Across Boundaries should spur open discussion among students, scientists, managers, and activists on this important topic. It demonstrates how legal, social, and ecological conditions interact in causing boundary impacts and why those factors must be integrated to improve land management. It also discusses research needs and will help facilitate critical thinking within the scientific community that could result in new strategies for managing boundaries and their impacts.

Leaders today—whether in corporations or associations, nonprofits or nations—face massive, messy, multidimensional problems. No one person or group can possibly solve them—they require the broadest possible cooperation. But, says Harvard scholar Dean Williams, our leadership models are still essentially tribal: individuals with formal authority leading in the interest of their own group. In this deeply needed new book, he outlines an approach that enables leaders to transcend internal and external boundaries and help people to collaborate, even people over whom they technically have no power. Drawing on what he's learned from years of working in countries and organizations around the world, Williams shows leaders how to approach the delicate and creative work of boundary spanning, whether those boundaries are cultural, organizational, political, geographic, religious, or structural. Sometimes leaders themselves have to be the ones who cross the boundaries between groups. Other times, a leader's job is to build relational bridges between divided groups or even to completely break down the boundaries that block collaborative problem solving. By thinking about power and authority in a different way, leaders will become genuine change agents, able to heal wounds, resolve conflicts, and bring a fractured world together.

This report reviews the growing literature on the concept of agency-citizen interactions after large wildfires. Because large wildfires have historically occurred at irregular intervals, research from related fields has been reviewed where appropriate. This issue is particularly salient in the West where excess fuel conditions indicate that the large wildfires occurring in many states are expected to continue to be a major problem for forest managers in the coming years. This review focuses on five major themes that emerge from prior research: contextual considerations, barriers and obstacles, uncertainty and perceptions of risk, communication and outreach, and bringing communities together. It offers ideas on how forest managers can interact with stakeholders for planning and restoration activities after a large wildfire. Management implications are included.