International consultant Adam Kahane, who has worked in some very fraught contexts in his career (South Africa after apartheid, Guatemala after a civil war), has found that in these low control, high-conflict situations, everything we think we know about what makes collaboration work is wrong. The neat black-and-white thinking that underlies conventional collaboration??? us/them, harmony/conflict, problem/solution???won???t work. You need to be more flexible, accept a level of uncertainty and improvisation and practice what Kahane calls ???stretch collaboration.??? In this very timely book he takes on five misunderstandings that keep us from effectively collaborating with ???those people??? and tells us what we should do instead.