Tools for acting in a shared-power world by dffhrtcv3

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									Leadership for the
   Common Good
       Fieldbook
  Tools for acting in a
  shared-power world
                Dick Senese
        University of Minnesota
             Extension Service
Leadership for the
Common Good
l   Leading in a democracy not within business
    settings

l   Public leadership in a public arena with an
    engaged constituency

l   Specific tools to help communities engage in
    democratic decision-making and action
Leadership for the
Common Good: Our Role
 l   Communities ask Extension to help delineate
     their situation in light of the common good often
     due to our neutrality and content expertise

 l   Assist with the formation, modification and/or
     implementation of some public policy

 l   Recognize the shared power arrangement
     needed to address public issues
Leadership for the
Common Good
Resources
l Book - John Bryson and Barbara Crosby
     New edition out this year
l   Fieldbook – Barbara Crosby, John Bryson &
    Sharon Anderson
     Tools to help Extension help communities – CD ROM

        A University of Minnesota partnership between the
        Humphrey Institute of Public Affairs and Extension
Why a fieldbook and CD-ROM?
l   Research shows better impact when
    leadership is undertaken within a single
    framework – less likely to overlook key
    aspect
l   A set of tools to help turn public policy
    research into real community action
Leadership for the
Common Good: Taking Action

Four Inter-related Constructs
 l Power  Distribution
 l Policy Change Cycle

 l Locus of Control

 l Leadership Demands
Power Distribution

You can issue an order around here
 and if you can figure out what
 happens to it after that, you’re a
 better person than I am.
              Harry S. Truman
 In-Charge Organization

• Boundary of organization contains the
  problem
• Well-understood way to address the
  problem
• Authority is seen as legitimate
• Adequate resources
• Goals are clear
Shared-Power World
 • Public problems spill beyond
   the boundary of any one
   organization

 • A network of actors is
   needed to address the
   problem

 • Power is referentially based
Shared Power World
l   Shared capabilities exercised in interaction
    between or among actors to further
    achievement of their separate and joint aims

l   Individuals, groups, organizations and/or
    institutions – coalition-like

l   Mixed-motive situation with right of exit
Policy Change Cycle
Policy Change Cycle
 l   The policy change cycle is the general
     process by which leaders and followers
     tackle public problems in a shared-power,
     no-one-in-charge world.
 l   The process is played out as a series of
     interconnected activities with shifting
     purposes in shifting contexts.
 l   The process is a “structured anarchy”
     between and among various stakeholders
Stakeholder
 l   A stakeholder in a policy change effort is
     any person, group or organization that is
     affected by the causes or consequences of
     the issue.

 l    The key to success in policy change efforts
     is the inspiration and mobilization of enough
     key stakeholders to adopt policy changes
     and protect them during implementation.
Locus of control
Forums, Arenas and Courts
 l   Forums, arenas, and courts are the three
     typical settings we rely on to address
     messy problems in a shared-power world.
 l   Leaders can have the greatest impact
     through the wise design and use of forums,
     arenas, and courts.
 l   They are the primary shared-power settings
     in which leaders and constituents work
     together to build regimes of mutual gain.
The Use of Forums

l   Forums are where people frame and reframe
    public issues. Formal and informal forums
    link speakers and audiences to create and
    communicate shared meaning through
    discussion, debate, dialogue, and
    deliberation.
Forums
Examples and Effects
l   Task forces, discussion groups,
    brainstorming sessions, public hearings,
    formal debates, newspapers, television,
    radio, plays, conferences, professional
    journals
l   Create a list of issues, conflicts, policy
    preferences, or decisions to be discussed or
    not discussed
The Use of Arenas

l   Arenas are where legislative, executive,
    or administrative decisions are made
    and implemented.

l   Leaders help others influence the
    making and implementing of decisions in
    formal and informal arenas.
Arenas
Examples and Effects
 l   Legislatures, city councils, boards of
     directors, cabinets, executive
     committees, and cartels

 l   Create actual decisions and
     implementing actions as well as non-
     decisions
The Use of Courts
l   Courts are where decisions and conduct are
    judged or evaluated, usually to manage
    residual conflicts or settle residual disputes.
l   Leaders must be able to invoke the sanctions
    of formal and informal courts to enforce and
    reinforce ethical principles, laws and norms
Courts
Examples and Effects
 l   The “court of public opinion” (probably
     the most powerful court), formal courts or
     tribunals, professional licensing bodies,
     administrators settling disputes among
     subordinates

 l   Determine which decisions and conduct
     are permitted or not permitted
Leadership Demands

 Public leadership is the inspiration and
 mobilization of others to undertake
 collective action in pursuit of the
 common good.

                  Barbara Crosby
Key competencies for leaders
Leadership in Context - Understanding the context,
  including social, political, and economic “givens”
Personal Leadership - Understanding the people
  involved, especially oneself
Team Leadership - Building teams, identify and
  understand stakeholders, empower the team, manage
  group process issues
Organizational Leadership Nurturing effective and
  humane organizations, inter-organizational networks,
  and communities
Key competencies for leaders
Visionary Leadership - Creating and communicating
  meaning
Political Leadership - Making and implementing
  legislative, executive, and administrative policy
  decisions
Ethical Leadership - Sanctioning conduct – that is,
  enforcing or reinforcing ethical principles, laws, and
  norms, and resolving residual conflicts
Putting It All Together - Coordinating leadership tasks in
  policy change cycles
“It is a terrible thing
  to look over your
 shoulder when you
are trying to lead and
 find no one there.”
           - Franklin Delano Roosevelt
Leading for the Common Good
Outcomes and Impacts
l   Increase BRIDGING social capital

l   Increase in LEADERSHIP CAPACITY of a
    community

l   Increase likelihood of project success
Measuring
Outcomes and Impacts
l   Our Community: Assessing our social capital
    Measures nine factors of social capital in rural
      communities
    Field testing instrument in three communities now
      (N = 800)
l   Zones of Leadership
    Measures a community’s leadership capacity based
     on Bob Terry’s Zones of Leadership
Leadership for the
   Common Good
       Fieldbook
  Tools for acting in a
  shared-power world

								
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