Interorganizational collaboration is increasingly used to address social issues, but it can fail when the underlying relationships become damaged. This study explores the qualities, characteristics, and processes that can fracture collaborative relationships and the consequences of failing to correct these fractures. Using a qualitative design, interview data were collected from 19 executive directors of Canadian human service organizations. The findings highlight several challenges to collaboration and show the importance of exploring negative outcomes of inaction. An additional aim of this study is to provide strategies for building and nurturing collaborative relationships
