There is a keen debate as to whether particular organisational structures and frameworks enable or obstruct collaborative working, or whether outcomes are largely dependent upon agency – the commitment and behaviour of like-minded managers and other actors working together to achieve results that could not be realised by them acting independently. Certainly, a strong consensus of views from a wide range of middle managers in my research in Wales comes down on the side of agency, as is suggested by this selection of opinions:

• • “You can have the best, most effective and streamlined structures, but if people can't trust each other, any partnership will fail.”

• • “The thing that makes it work in any type of structure is the commitment of the person – structures can be enabling or difficult.”

• • “It isn't about organisations getting on with one another, it's individuals sitting around a table. It's about trust between individuals – me knowing who to contact, who is going to be an ally and who I need to work on; each individual has his/her reputation; I’m someone who says it, and does it; I am straight to the point and tell it as it is; people need to be prepared to put the energy into personal relationships – it's about finding people who want to talk and nurturing that relationship; that's the way to influence people.”

• • “Honesty is what sees relationships through tough times” and “I have to look my colleagues in the eye knowing I haven't pulled the rug from under their feet.”

In a study of a cadre of middle managers in a Welsh local council, the essence of working effectively in collaboration was widely considered to be dependent upon building and sustaining relationships with all the stakeholders involved.