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These examples suggest a number of action steps that need to be taken in initiating and sustaining complex collaborations. Collectively, these action steps are excellent embodiments of the theme we introduced in Chapter 1: the intertwined threads of structure and relationships that are woven throughout our action framework. In speaking of the “right place,” we refer to formal roles created for the explicit purpose of linking the different organizations involved in a complex collaboration—in other words, liaison roles.

They did achieve their primary objective—the development of training programs for service technicians—but they were not able to attract enough students to sustain the programs in their initial forms and locations. Why was this so? Was it just the economy? Was it something the participants did or failed to do? Or did the nature of the project place insurmountable obstacles in the path of unrealistic goals? In 26 BUSINESS WITHOUT BOUNDARIES the rest of this chapter we will examine these projects more closely, to see what we can learn from what the participants did (or did not do) and to identify the actions that others might take in designing and implementing their own complex collaborations.

They also used face-to-face meetings periodically throughout the projects to reinforce these relationships and, as necessary, to deal with particularly sensitive issues. Despite the regional concentration of each project, however, distances were just too great, and time was too scarce, to address all needs through face-to-face meetings. Therefore, once the projects were under way, the participants held phone conferences every four to six weeks to conduct most of their business. The members of the implementation teams also used the phone and e-mail to communicate frequently between face-to-face meetings and scheduled phone conferences.

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