Here’s a difference between the world of national politics and that of public problem-solving at the local and regional levels. Four or five years ago, I would have had no idea of this. Now I notice it practically every day.
In national politics, terms like partnership or collaboration are hard to utter with a straight face, or a non-sinking heart. At best, they can seem boring or (damning with faint praise) “worthy.” At worst, they seem like euphemisms for sweetheart deals or favor-trading.
In Washington I can feel the attention draining from the room whenever someone mentions “public-private partnerships”—or if Deb and I discuss some new cooperative project we’ve seen for advanced-manufacturing training in the South, or the reuse of abandoned buildings in the Midwest. The narcotizing effect is like that of the term infrastructure, back before “Infrastructure Week” became a bitterly joked-about term in Washington.
Yet in so many communities we’ve visited, everything about these collaborative efforts—finding the partners, dividing the labor, sharing the blame and credit, sustaining the relationship—has seemed not simply important but actually interesting.
Consider this analogy: Anyone studying World War II knows that part of the story is the titanic drama of the battlefield. But another important part is the elaborate backstairs strategy of collaboration and coalition building. This involved: how Churchill dealt with FDR, how both of them dealt with Stalin, how the U.S. government worked with private industrialists to turn Depression-racked America into the “arsenal of democracy,” how Eisenhower and Montgomery and Patton and MacArthur worked with and against one another, and so on.
Similarly: The movie Lincoln and the book Team of Rivals were built on the drama of Lincoln holding a political coalition together so that Union forces could advance on the battlefield.
Today’s local-level partnerships obviously lack the world-historical immediacy of these wartime struggles. But the link between process and result is similar: people paying attention to the mechanics of how they work together, to increase the chance of reaching their goal. And the stakes can be very high: reducing the human toll of opioids or homelessness; expanding opportunities for people the modern economy has left behind; improving schools and policing practices; and on down the list.
Let’s take this back to Mississippi. This post is a an update on a project in the Golden Triangle of the state—the ambitiously industrializing northeastern region including Columbus, West Point, and Starkville—which exemplifies a commitment to collaboration that other regions could usefully study.