ABSTRACT
This chapter examines the collaborative mechanisms, which were contrived to promote a whole-of-government approach. It commences with a consideration of US government attempts to institutionalize cooperation through programmes within agencies and by empowering individuals. The impact of a less formalized instrument for collaboration – personal relationships – is also assessed. This is followed by a comparison of ideas drawn from academic articles and think-tanks with those devised by the US government. The chapter discusses an issue that has often been overlooked when analysing the reasons for nation-building failings in Afghanistan – the shortness of staff postings in Afghanistan. By discussing these issues in their totality, a more complete picture emerges of the problems associated with establishing functional mechanisms to overcome bureaucratic hurdles. The disorganization of US nation-building in Afghanistan received increased scrutiny from Congress, Media and White House, agencies were encouraged to explore mechanisms for facilitating a whole-of-government approach. Ironically, the initiatives that resulted were typically hatched in bureaucratic isolation.
