ABSTRACT
This part conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters. The part aims to provide a comprehensive practical and theoretical overview of ‘how’ boundary spanners go about their practice, and to draw clear links between the theory and practice of being a boundary spanner. It presents a detailed typology of boundary spanners that theorises why and how they operate and, crucially, the likelihood that they produce institutional gains. The part highlights the role of case cross-boundary facilitators, shows that good practice requires they integrate a range of research and strategic insights, on a broad range of public management challenges and themes into their craft. It also presents a range of new models for the craft of complex facilitation and approaches to the actions of collaboration by exploring the research discussions about boundary spanning in collaboration, and explores two Australian case studies where these practices worked, with uneven results.
