that you give up or compromise your dearest concerns. It means designing a solution that recognizes your concerns. The process often leads to a reconfiguration of everyone’s concerns. The hallmark of successful collaboration is the experience of solidarity and new energy: a “we.” c
REFERENCES
1. Barrett, F. and Fry, R. Appreciative Inquiry. Taos Institute, 2005.
2. Denning, P. Mastering the mess. Commun. ACM 50, 4 (Apr. 2007), 21– 25.
3. Denning, P. Flatlined. Commun. ACM 45, 6 (June 2002), 15– 19.
4. Fisher, R., Patton, B. and Ury, W. Getting to Yes: Negotiating an Agreement Without Giving In, Second Edition. Mifflin, 1992.
5. Hagel, J. and Brown, J.S. Creation nets: Harnessing the potential of open innovation. Working paper (2006); johnseelybrown.com.
6. London, S. Collaboration and Community. An essay prepared for Pew Partnership for Civic Change (Nov. 1995); www.scottlondon.com/reports/ppcc.html.
7.Na tional Charrette Institute; www.charretteinstitute.org.
8. Perelman, L. Infrastructure risk and renewal: The clash of blue and green. Working paper PERI Symposium (2008); www.riskinstitute.org/PERI/SYMPOSIUM.
9. Roberts, N.C. Coping with wicked problems. In L. Jones, J. Guthrie, and P. Steane, Eds., International Public Management Reform: Lessons From Experience. Elsevier, London, 2001.
10. Straus, D. and Layton, T. How to Make Collaboration Work. Berrett-Koehler publishers, 2002.
PETER J. DENNING ( pjd@nps.edu) is the director of the Cebrowski Institute for Information Innovation and Superiority at the Naval Postgraduate School in Monterey, CA, and a past president of ACM. PETER YAHOLKOVSKY (peter. yaholkovsky@attglobal.net) is an executive consultant in Grass Valley, CA.
© 2008 ACM 0001-0782/08/0400 $5.00
References:
http://www.scottlondon.com/reports/ppcc.html
http://www.charretteinstitute.org
http://www.riskinstitute.org/PERI/SYMPOSIUM
mailto:peter.yaholkovsky@attglobal.net
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