According to the author, the department has still not tasted the success of the collaboration. For achieving this DHS needs to work hard on the factors like trust, communication, and intellectual capital. The Department also needs to utilize creative opportunities and accept leadership and learning.
The main research question addressed in this paper is the importance of collaboration across organizational boundaries and its usefulness in achieving public goals? This has also been referred to as the ‘emerging condition’ of the research paper (Taylor, 2008, p.126). For answering such question Department of Homeland Security has been chosen as the center of study and the importance of organizational learning for such department has been analyzed. In such a case the hypothesis that has been intended for testing is the existence of a positive relationship between collaborative capacity and organizational learning. Organizational learning is more essential for departments which are in a state of crisis or when organizational activities are leading to relatively high costs of error. The chief features of organizational have been a commitment for learning and ability to tolerate error which has contributed to workforce development (Taylor, 2008, p.127). With the prevalence of volatile environments and increasing with passing time, organizational learning has become compulsory for any organization like DHS (Taylor, 2008, pp.127, 129). Keeping all this in the backdrop, the author’s consideration of DHS as the central point of the study is quite justifiable. Owing to the performance of DHS, following disasters like September 11 attack on World Trade Center and then the Hurricane Katrina incident, there has been a widespread criticism that DHS has simply failed in learning.