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“This article analyzes the most important issues, concepts, and ideas in collaborative public management research and practice today. The issues, concepts, and ideas are (a) competing definitions of collaboration; (b) changes in the environment of public management that have encouraged the growth of collaborative public management; (c) ‘thinking DaVinci’—lateral thinking and interdisciplinarity; (d) the management challenges of working in networks; (e) the paradox of balancing autonomy and interdependence; (f) factors to consider before collaborating; (g) the importance of the individual; (h) the shifting leadership challenge; (i) weaknesses in collaborative public management research; and (j) the missing link between theory and practice. The authors conclude that the study and practice of collaborative public management is generally fragmented with low level of consensus. From a research perspective, it is a low-paradigm field. The authors close with a view to the future. To advance the study and practice of collaborative public management the authors urge (a) agreement on definitions of commonly used terms, beginning with the term ‘collaboration’; (b) agreement on pressing collaborative public management challenges and substantive research and practice questions; (c) more precise theoretical models of behavior; and (d) agreement on the measurement of relevant variables.”