Creating value through collaboration A new optimism Craftmanship theory The pluralism problem The obsolescence problem Reorganizing versus collaborating Craftsmanship theory Capacity as the dependent variable Previous theories Explaining success and failure Qualities analysis and explanation of variation Appendix: some generic opportunities in policy design and management Methods and cases Choosing the cases Collecting data: informants reports Strategies for conceptualization Rating ICC success and other attributes School-linked services Children, family, and youth services Community organizing Welfare to work Antitobacco education Preventing fires Regulation Natural resources and ecosystems management Military base closure and reuse The operating system Flexibility Motivating lower level staff Accountability and quality Money and quality How an interagency collaborative acquires resources The variety of proctionist purposes Countervailing purposes How an interagency collaborative steers a course Steering well Smart practices in the design of steeering processes The culture of joint problem solving Pragmatism and the culture of bureaucracy Negotiating Structural and dynamic aspects of the negotiating process Developing trust Developmental dynamics Platforming Momentum How the development process can be disrupted Craftmanship theory applied and appreciated Building interagency collaborative capacity Lead poisoning revisited The craftsmanship conceptual framework