Working together for the common good is a worthy aim. But all too often, writes Jeff Rodrigues, conflict replaces co-operation

Councils spend a considerable proportion of their income on projects – perhaps as much as 20%. Some of these are capital projects, and therefore, fairly ‘visible'. But others are management projects, less ‘visible' but high profile, highly sensitive or complex. Many of them encounter difficulties such as delivery delays, cost overruns, organisational resistance, lack of collaboration, leakage of resources and relationship problems.