The question of how agencies can work together has been central to the field of public administration for several decades. Despite significant research, the process of collaboration can still be a fraught endeavour for practitioners. Nevertheless, agencies keep trying to work together because it is the only way to make progress on the biggest challenges facing public administrators. This Element reveals the deeply contingent nature of collaboration, rejecting the idea that collaboration can be reduced to a universal best practice. The New Zealand government has implemented such a contingent approach that maps different collaborative methods against problem settings and the degree of trade-off required from the actors' core or individual work. This Element provides a detailed case study of the New Zealand approach, and 18 embedded elements or 'model' collaborative forms for joined-up government. It explains how New Zealand public servants approach the important question: 'when to use which models?'.

Contributors argue that the key to innovative teaching and scholarship lies in institutional support for the contingent labor force, and they encourage contingent faculty to organize self-mentoring groups, create venues for learning/disseminating their experiences and findings, and connect scholarship to service and teaching in novel ways.

Since the publication of the previous edition, the best-selling Handbook of Public Administration enters its third edition with substantially revised, updated, and expanded coverage of public administration history, theory, and practice. Edited by preeminent authorities in the field, this work is unparalleled in its thorough coverage and comprehensive references. This handbook examines the major areas in public administration including public budgeting and financial management, human resourcemanagement, decision making, public law and regulation, and political economy. Providing a strong platform for further research and advancement in the field, this book is a necessity for anyone involved in public administration, policy, and management. This edition includes entirely new chapters on information technology and conduct of inquiry. In each area of public administration, there are two bibliographic treatises written from different perspectives. The first examines the developments in the field. The second analyzes theories, concepts, or ideas in the field’s literature.

In recent years, it’s become increasingly clear that emotion plays a central role in global politics. For example, people readily care about acts of terrorism and humanitarian crises because they appeal to our compassion for human suffering. These struggles also command attention where social interactions have the power to produce or intensify the emotional responses of those who participate in them. From passionate protests to poignant speeches, Andrew A. G. Ross analyzes high-emotion events with an eye to how they shape public sentiment and finds that there is no single answer. The politically powerful play to the public’s emotions to advance their political aims, and such appeals to emotion also often serve to sustain existing values and institutions. But the affective dimension can produce profound change, particularly when a struggle in the present can be shown to line up with emotionally resonant events from the past. Extending his findings to well-studied conflicts, including the War on Terror and the violence in Rwanda and the Balkans, Ross identifies important sites of emotional impact missed by earlier research focused on identities and interests.

The first book to provide an in-depth introduction to this topic and to offer instruction on how to set up and operate a system of this type. This book is divided in 3 parts, the first of which covers the relevant background information, including an introduction to the human visual system and key issues in visual perception and eye movement. The second part surveys eye tracking devices and gives a detailed introduction to the technical requirements for installing a system and developing an application program. The final part looks at potential application in areas such as human factors, collaborative systems, virtual reality, and marketing/advertising.

This timely and informative book reasserts the value of Critical Participatory Action Research (CPAR): an approach to participatory action research (PAR) that is informed by critical theories attending to questions of privilege and power, and that generates collaborations focused on challenging structural inequality. The authors, writing explicitly from Minority World perspectives, are experienced researcher-practitioners who have worked with communities in the UK, USA, South Africa, Australia, India, and Colombia over many years. They offer an assessment, exploration, and illustration of CPAR at this point in time, outlining how the approach has evolved over time and space. Exploring its roots in strands of critical thought including postcolonialism, anti-imperialism, feminism, antiracism, queer theory, and Indigenous ontologies, the book asks how PAR is being critically re-engaged to maintain its commitment to greater justice and transformational change. Each chapter provides a rich case study of how these theories inform current collaborations and offers reflection on the entanglements of power that come with attempting CPAR in different institutional and geopolitical contexts. Their examples show that critical interrogation of PAR practices may lead to innovative and impactful outcomes for those involved, as well as new theoretical and substantive research findings. The collection will be of especial interest to students and researchers across the social sciences and humanities, as well as those working outside universities, who are interested in developing or extending their use of CPAR.

Where collaboration is needed and silo working creates barriers to achieving this, the cost to organisations can be very high: a lack of shared learning and innovation; unproductive conflict and stress; and significant financial costs due to programme failures. Collaborating for Results focuses on the human reasons for unproductive silo working in organisations, combining psychology with broader organisation development theory and practice. The central theme is that a visible agenda for building and maintaining working relationships across organisations is required by those seeking competitive advantage. It describes the contours of working relationships at three levels - individual, team and organisation - and proposes practical actions en route to collaboration and high performance. In doing so it acknowledges the complexity of people and relationships, the interrelationship of the three levels and explains the value of developing Open Teams at the heart of an integrated approach to business and organisational development. Organisation silos can feel like different countries, or even parallel worlds. Even in a single organisation, people in separate divisions or teams can talk a different language and have different work cultures that they each find difficult to understand and relate to. David Willcock’s Collaborating for Results reframes organisation culture to bridge the divide, develop working relationships that save time and money and improve organisation performance.