ABSTRACT
This chapter identifies practical ideas and approaches to deliberately surface answers as to how to develop a culture of working together to serve families and children rather than pulling apart and creating a public disservice. The managers of both services meet with their staff teams and discuss the best way to maximise the impact of each person's professional expertise in order to achieve positive long-term outcomes for the children and families. If people cannot have the time to discuss whether working together is better than working separately, joint working is likely to fail. The creation of boundary experiences, boundary groups and organisations, boundary object creation and their use is discussed by Barbara Crosby and John Bryson from Minnesota University. Trevor Chandler identified that the ability of professionals to work together was impacted by the many variables which affected their capacity to engage in the integrative process.
