Leadership for the Common Good Fieldbook

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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

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Leadership for the Common Good

• Leading in a democracy not within business
  settings
• Public leadership in a public arena with an
  engaged constituency
• Specific tools to help communities engage in
  democratic decision-making and action

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Leadership for the Common Good Our Role

• Communities ask Extension to help delineate their
  situation in light of the common good often due
  to our neutrality and content expertise
• Assist with the formation, modification and/or
  implementation of some public policy
• Recognize the shared power arrangement needed to
  address public issues

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Leadership for theCommon Good

• Resources
• Book - John Bryson and Barbara Crosby
• New edition out this year
• 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

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Why a fieldbook and CD-ROM?

• Research shows better impact when leadership is
  undertaken within a single framework less
  likely to overlook key aspect
• A set of tools to help turn public policy
  research into real community action

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Leadership for the Common Good Taking Action

• Four Inter-related Constructs
• Power Distribution
• Policy Change Cycle
• Locus of Control
• Leadership Demands

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Power Distribution

• You can issue an order around here and if you can
  figure out what happens to it after that, youre
  a better person than I am.
• Harry S. Truman

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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

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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

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Shared Power World

• Shared capabilities exercised in interaction
  between or among actors to further achievement of
  their separate and joint aims
• Individuals, groups, organizations and/or
  institutions coalition-like
• Mixed-motive situation with right of exit

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Policy Change Cycle
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Policy Change Cycle

• 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.
• The process is played out as a series of
  interconnected activities with shifting purposes
  in shifting contexts.
• The process is a structured anarchy between and
  among various stakeholders

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Stakeholder

• A stakeholder in a policy change effort is any
  person, group or organization that is affected by
  the causes or consequences of the issue.
• 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.

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Locus of control

• Forums

Courts
Arenas
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Forums, Arenas and Courts

• Forums, arenas, and courts are the three typical
  settings we rely on to address messy problems in
  a shared-power world.
• Leaders can have the greatest impact through the
  wise design and use of forums, arenas, and
  courts.
• They are the primary shared-power settings in
  which leaders and constituents work together to
  build regimes of mutual gain.

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The Use of Forums

• 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.

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Forums Examples and Effects

• Task forces, discussion groups, brainstorming
  sessions, public hearings, formal debates,
  newspapers, television, radio, plays,
  conferences, professional journals
• Create a list of issues, conflicts, policy
  preferences, or decisions to be discussed or not
  discussed

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The Use of Arenas

• Arenas are where legislative, executive, or
  administrative decisions are made and
  implemented.
• Leaders help others influence the making and
  implementing of decisions in formal and informal
  arenas.

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Arenas Examples and Effects

• Legislatures, city councils, boards of directors,
  cabinets, executive committees, and cartels
• Create actual decisions and implementing actions
  as well as non-decisions

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The Use of Courts

• Courts are where decisions and conduct are judged
  or evaluated, usually to manage residual
  conflicts or settle residual disputes.
• Leaders must be able to invoke the sanctions of
  formal and informal courts to enforce and
  reinforce ethical principles, laws and norms

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Courts Examples and Effects

• The court of public opinion (probably the most
  powerful court), formal courts or tribunals,
  professional licensing bodies, administrators
  settling disputes among subordinates
• Determine which decisions and conduct are
  permitted or not permitted

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

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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

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• It is a terrible thing to look over your
  shoulder when you are trying to lead and find no
  one there.
• ? Franklin Delano Roosevelt

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Leading for the Common GoodOutcomes and Impacts

• Increase BRIDGING social capital
• Increase in LEADERSHIP CAPACITY of a community
• Increase likelihood of project success

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Measuring Outcomes and Impacts

• Our Community Assessing our social capital
• Measures nine factors of social capital in rural
  communities
• Field testing instrument in three communities now
  (N 800)
• Zones of Leadership
• Measures a communitys leadership capacity based
  on Bob Terrys Zones of Leadership

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Leadership for the Common Good Fieldbook

• Tools for acting in a
• shared-power world