Summary

This case describes the tensions involved in working across organizational boundaries to develop management innovations that respond to shared concerns.  It tells the story of the Metropolitan Alliance of Community Centers (MACC), a coalition of human service organizations in the twin cities of St. Paul and Minneapolis.  The case illuminates the dual tracks of collaboration, one which emphasizes the human process of developing shared values and trust, the other which emphasizes the technical management skills needed when developing innovations that stretch across organizational boundaries. It highlights the dynamics of inter-organizational relationships in arenas with multiple and sometimes conflicting goals.