The preliminary model is weakest in its treatment of temporal factors and the collaboration process itself. The model’s use of highly structured relationships among key variables was not supported by the interview data. We learned that participants sometimes shifted roles and responsibilities as the projects developed and matured and as their needs changed. In several projects, trust and participation expanded gradually, moving from contract-like arrangements to more equal partnerships. Work practices within the collaborations often began with formal procedures and then either shifted to or added extensive informal communication and problem-solving mechanisms. Participants adjusted their expectations and their relationships as they learned more about their mutual capabilities and needs. For example, in both Access Indiana and Partners in Change in New Brunswick, confusion over roles and conflict among expectations and work styles stymieed traditional processes and problem-solving mechanisms. In New Brunswick, the private partner was completely unprepared for the media scrutiny that accompanied the project and the government partner for the extent of organizational and professional change that were required. Often unsure how to divide responsibility at the detailed working level, the staff participants in Access Indiana made little early progress and frustrated their political and corporate leaders. In response, both projects adopted a “war room” strategy in which staff from all partners were co-located both physically and psychologically in intense working sessions to solve problems. Over time, the war room activities led to close personal working relationships among the staff and substantively successful projects. However, these benefits did not automatically make for organizational satisfaction. The private partner in New Brunswick reported it would not undertake another project of this kind in the future. Despite the success of the project itself, Accenture found it too costly (financially, organizationally, and culturally) to work without a traditional contract in a politically-charged environment under the spotlight of media attention and public scrutiny.