Harvard Kennedy School faculty member Jorrit de Jong and Harvard Business School Professor Amy Edmondson say the big, intractable problems challenges facing city leaders today are too complex to be addressed by any one agency or government department. Complex challenges like the shortage of economic opportunity and affordable housing, homelessness, the effects of the climate crisis, crime—and can only be solved by multiple organizations working together. But that’s easier said than done. Bringing together government agencies, nonprofits, private business, academia, and the public into successful collaborations can be a huge challenge. Different people bring different agendas and goals. They don’t necessarily trust each other. Sometimes they can’t even agree on what the problem actually is and they fail before even getting started. In a recent study, de Jong and Edmondson found that the most successful problem-solving collaborations have a number of things in common, including building a culture of safety and trust and being empowered to try, fail, and learn from mistakes. Sometimes, they say, the key can be just finding a place to start. Jorrit de Jong is the Emma Bloomberg Senior Lecturer in Public Policy and Management at Harvard Kennedy School. He is director of the Bloomberg Center for Cities at Harvard University. His research and teaching focus on the challenges of making the public sector more effective, efficient, equitable, and responsive to social needs. A specialist in experiential learning, Jorrit has taught strategic management and public problem-solving in degree and executive education programs at HKS and around the world. He is also Faculty Co-Chair of the Bloomberg Harvard City Leadership Initiative, a joint program of Harvard Business School and Harvard Kennedy School, the world’s most comprehensive effort to advance effective problem-solving and innovation through executive education, research, curriculum development, and fieldwork in cities.He is also Academic Director of the Innovations in Government Program at the Kennedy School’s Ash Center for Democratic Governance and Innovation. In that capacity, he launched the Innovation Field Lab, an experiential learning, executive education, and action-oriented research project working with 15 cities in Massachusetts and New York to help them leverage data, community engagement and innovation to revitalize distressed and underinvested neighborhoods. He holds a PhD in Public Policy and Management from Vrije Universiteit Amsterdam, as well as a Master in Philosophy and a Master in Public Administration from Leiden University. He has written extensively, including the books “The State of Access: Success and Failure of Democracies to Create Equal Opportunities;” “Agents of Change: Strategy and Tactics for Social Innovation;” and “Dealing with Dysfunction: Innovative Problem Solving in the Public Sector.”Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked No. 1 in 2021. he also received that organization’s Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets. Her 2019 book, “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth,” has been translated into 15 languages. Her prior books: “Teaming: How organizations learn, innovate and compete in the knowledge economy;” “Teaming to Innovate;” and “Extreme Teaming” explore teamwork in dynamic organizational environments. Edmondson’s latest book, “Right Kind of Wrong,”