In their second book Gibbs and Humphries look at how the need for constant organisational improvements and the increase in partnering come together in what they describe as Collaborative Change.This book describes the underlying concepts and models that can be applied, and critically draws heavily on personal experience to shed light on how effective change can be executed through high performing partnerships. This 'experience' is related in many case topical studies which include war-fighting in Iraq, team management on a husky sledge and operating global, virtual teams in the British Civil Service.Contributing authors include: Tim Barnsley, Tim Cummins, Andrew Downard, Graham Haines, Peter Hunter, David Hawkins, Anthony Kesten and Chris Markey.