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Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
Integrative Leadership and Governance for Sustainable Development
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Integrative Leadership and Governance for Sustainable Development

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Establishing an Integrative Leadership and Governance Research and Practice Network for Sustainable Development - Outcomes and Leveraging Opportunities …

Establishing an Integrative Leadership and Governance Research and Practice Network for Sustainable Development - Outcomes and Leveraging Opportunities

Describes a Public Leadership Framework and delineates the corresponding leadership tools for educators and practitioners.

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  • Rationale for Emerge Sustainable development presents public sector officials with increasingly complex and wicked political and policy issues. Public officials, both politicians and public servants, need a leadership framework construct solutions for wicked issues. The EMERGE framework mirrors the complex and uncertain nature of wicked problems with its embodiment of a “dynamic systems approach” to leadership as recursive emergence is firmly grounded in the unique public sector characteristics of the USA and Oregon has a strong “theory to practice” orientation which relies heavily on PSU’s “co-production leadership development” approach
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    1. ISS Miller Planning Grant Workshop Presentation: "Establishing an Integrative Leadership and Governance Research and Practice Network for Sustainable Development -- Outcomes and Leveraging Opportunities” Prof. Douglas Morgan, Principal Investigator Prof. Marcus Ingle, Co-PI December 2, 2010
    2. <ul><li>CORE POLITICAL </li></ul><ul><li>VALUES & THE </li></ul><ul><li>COMMON GOOD </li></ul><ul><li>Derived from Constitution, </li></ul><ul><li>legal framework, history </li></ul><ul><li>& culture </li></ul><ul><li>Consistent over time </li></ul><ul><li>Guides political discourse </li></ul><ul><li>and deliberation </li></ul><ul><li>- Provides foundation for </li></ul><ul><li>integrity and trust </li></ul><ul><li>between political system, </li></ul><ul><li>administrative system </li></ul><ul><li>& other stakeholders </li></ul><ul><li>LEADERSHIP </li></ul><ul><li>COMPETENCIES </li></ul><ul><li>Derived from empirical research on public leadership </li></ul><ul><li>Incremental adjustments over time </li></ul><ul><li>Guides public leadership conceptualization and practice </li></ul><ul><li>Integrates theory and practice at individual, team, organizational and societal levels </li></ul><ul><li>CONTEXTUAL SETTING: - Derived from a bounded setting with associated context </li></ul><ul><li>Dynamic and evolving </li></ul><ul><li>Mediates the application </li></ul><ul><li>and acceptance of core </li></ul><ul><li>political values , leadership competencies governing processes, & structures </li></ul><ul><li>GOVERNING STRUCTURES & PROCESSES </li></ul><ul><li>Provides framework for decision making, participation, policy-making & implementation </li></ul><ul><li>Provides framework for public service related to achievement of economic, social and environmental objectives </li></ul>Past Future Present LEGACY PUBLIC SERVICE LEADERSHIP MODEL
    3. Our Sustainable Leadership Collaborative (a network of practitioners and academics domestically and globally) shares the premise articulated by Harvard Professor Rosabeth Moss Kanter in 2005*… <ul><li>She observes that our leaders face a serious knowledge gap in creating robust solutions to today’s “wicked” problems. </li></ul><ul><li>She states, </li></ul><ul><li>“ The problems are studied by numerous scholars in numerous professional schools, data about problems and possible solutions are widely-published, and field initiatives are often the subjects of evaluation research. But to date, a large proportion of the intellectual work tends to be oriented toward the technical side , toward specialists’ content, and not toward action or system-change processes that draw on knowledge from several disciplines . </li></ul><ul><li>As new action models arise that involve cross-sector collaboration based on cross-profession expertise for problems that are controversial and systemic, it is difficult to find concepts, frameworks, research findings, or models that integrate knowledge across fields to guide solution-seeking leaders. New research and curriculum development are necessary.” (emphasis added) </li></ul><ul><li>______ </li></ul><ul><li>* Source: Moving Higher Education to its Next Level, 2005. </li></ul>
    4. Key Operating Assumptions <ul><li>Need to collect insight from leading practitioners and scholars to inform curricular & theory development. </li></ul><ul><li>Need to immerse students in the theory-practice nexus. </li></ul><ul><li>Need to institutionalize a “learning community” of students, faculty & practitioners. </li></ul>
    5. Miller I, II, III Sustainability Leadership Outcomes Diagram 1. Ford Grants I & II (Vietnam; $500 k): Curriculum & On-going Delivery <ul><li>Miller Grant I Outcomes </li></ul><ul><li>New Co-Produced Sustainable Development Framework </li></ul><ul><li>Sustainability Leadership Collaborative (SLC) seek solutions for theory and practice </li></ul><ul><li>Final Report on Learnings and Next Steps </li></ul><ul><li>Miller Grant II Outcomes </li></ul><ul><li>Publications - Five Publishable Public Leadership papers </li></ul><ul><li>Sus tainable Leadership Collaborative (30 local and global participants) </li></ul><ul><li>Executive MPA Curricular Development </li></ul><ul><li>Final Learnings Report </li></ul><ul><li>Miller Grant III Outcomes </li></ul><ul><li>Research to Inform the new Leadership Development model </li></ul><ul><li>Stakeholder Interviews (internal & external) </li></ul><ul><li>CUPA Miller Planning Grant Analysis </li></ul><ul><li>Final Report for Leveraging Miller Grants </li></ul>Challenge: Improving the Leadership and Government Dimensions of PSU’s Sustainability Initiatives Synergistic Activities Jan-June, 2009 June 2009 - June 2010 Jan-June, 2010 2. ExMPA Program (Oregon; $300 k): Sustainable Development Focus 3. PSU Faculty Immersion Pilot (Vietnam; $30 k): Urban Sustainability
    6. Place-based Relationships Proposition: Public leadership is relational, requiring leaders to take into account the global consequences of acting within a place-bound institutional context. Visionary Proposition: Public leadership requires the creation of visions that successfully link past, present and future realities and transforms them into possibilities. Multidisciplinary Competence & Continuous Learning Proposition: Public leadership requires the competence to use and integrate multiple disciplines in a continuous learning process. Public Good Proposition: Pubic leadership requires selfless service for the sake of a larger public good. Continuous & Recursive Balancing Proposition: Public leadership requires continuous balancing of conflicting values in the midst of complex changing realities. Public Leadership: Working Framework Public Leadership Propositions: Executive Leadership Institute, Portland State University, 2009 Photo Illustration : Jennifer McFarland and Kristen Magis Political Decision-makers
    7. The Public Leadership Framework and Corresponding Leadership Tools – Before Miller Public Leadership Framework Features Corresponding Leadership Tools for Educators and Practitioners 1. Context: Understanding of Place 1.1 Environmental Scanning 1.2 SWOT Analysis 1.3 Asset Mapping 2. Vision: Inspiring Others to Follow 2.1 Future Visioning 2.2 Policy Impacts Analysis 2.3 Policy Logical Frameworks 3. Competence: Knowing and Building Capacity 3.1 Leading One’s-self, Teams, Organizations and Societies 3.2 Empowering Followers 4. Integrity: Serving the Public Good 4.1 Public Values Assessment 4.2 Emotional Intelligence 5. Alignment: Balancing the Policy Interests 5.1 Stakeholder Analysis 5.2 Policy Convening Teams 5.3 Policy Monitoring and Evaluation
    8. Why Additional Leadership Competencies Needed for Sustainable Development Issues* <ul><li>Systems Thinking and Action </li></ul><ul><li>Capacity to Create “Proximate” Solutions </li></ul><ul><li>Capacity to Lead in Multi-Level Government & Institutional Settings </li></ul><ul><li>Framework & Capacity to Balance Additive Moral Trade-Offs </li></ul><ul><li>Increased Sense of Urgency – Current approaches are doing more harm than good! </li></ul>* Draws from body of literature on wicked problems and solutions
    9. The Public Leadership Framework and Corresponding Leadership Tools – Post Miller Public Leadership Framework Features “ Leadership for Sustainable Development” Tools for Educators and Practitioners 1. Context: Understanding of Place 1.1 Leadership Role Profile Tool 1.2 Contextual Intelligence and Foresight Tool 2. Vision: Inspiring Others to Follow 2.1 Leadership Problem and Opportunity Tool 2.2 Vision and Values Inspiration and Norming Tool 3. Competence: Knowing and Building Capacity 3.1 Developing Learning Sensibilities Tool 3.2 Diagnosing Wicked Challenges Tool 4. Integrity: Serving the Public Good 4.1 Leading with History in Mind Tool 4.2 Smart Power Tool 5. Alignment: Balancing the Values and Interests 5.1 Convening Coalitions Tool 5.2 Strategic Navigation Tool
    10. EMERGE: Public Leadership for Sustainable Development
    11. How Can ISS Strategically Leverage Miller Grant Outcomes? <ul><li>I. Curriculum </li></ul><ul><ul><li>New On-line Degree and Certificate Programs </li></ul></ul><ul><ul><li>Leadership Development Programs </li></ul></ul><ul><li>II. Leadership Convening Role </li></ul><ul><ul><li>Action-Centered Regional Convening Initiatives to Undertake Institutional Transformation </li></ul></ul><ul><ul><li>Coordinating Sustainable Leadership Collaborative Network </li></ul></ul>
    12. How Can ISS Strategically Leverage Miller Grant Outcomes? <ul><li>III. Research </li></ul><ul><ul><li>Institutionalizing Research Nods within a Virtual Network Focused on Sustainable Development Theory and Practices </li></ul></ul><ul><ul><li>Publication of Results </li></ul></ul><ul><ul><li>Student Residency Program (Oregon Fellows Program has already field tested). </li></ul></ul>
    13. Core Principles for a Successful Virtual Research Center <ul><li>Need a respected part-time faculty director located in ISS to synergistically coordinate the nods. </li></ul><ul><li>Need a team leader for each node. </li></ul><ul><li>Nod Model: “atelier” format that integrates students, faculty and practitioners into a shared learning community where theory informs practice and practice sparks theory development. </li></ul>
    14. Documentation of Miller Grant and Synergistic Outcomes <ul><li>Miller I: </li></ul><ul><ul><li>- D. Morgan, M. Ingle, J. McFarland, L. Singer & D. Kohls. (2009). “Public Leadership for Sustainable Development: What Counts for Success?”, Conference Proceedings Report, June 9-10. Hatfield School of Government. </li></ul></ul><ul><li>Miller II: </li></ul><ul><ul><li>- D. Morgan, M. Ingle, C. Shinn & K. Magis. (2010). “Continuing Collaborative Session on Public Leadership for Sustainable Development: What Counts for Success”, June 17, Hatfield School of Government. </li></ul></ul><ul><li>Miller III: </li></ul><ul><ul><li>- D. Morgan & M. Ingle. (2010). “Miller Planning Grant Report: An Action Plan to Create a Research Center for Sustainable Development Policy and Practices”. August. Hatfield School of Government. </li></ul></ul><ul><li>Synergistic Outcomes: </li></ul><ul><ul><li>- M. Ingle, K. Magis & D. Morgan. (2010). “Public Leadership for Sustainable Development: The EMERGE Solutions-Seeking Curriculum, Tools and Case Studies”, Hatfield School of Government in Co-Production with the Ho Chi Minh National Academy for Politics and Public Administration in Vietnam. </li></ul></ul><ul><ul><li>- M. Ingle & S. Halimi. (2010). “Thinking Outside the Faculty Development Box: Reflections on PSU’s 2010 Short Term Sustainability Immersion Program in Vietnam”, November 9, Portland State University. </li></ul></ul><ul><ul><li>- D. Morgan. (2010). “The Art of Reflective Practice: Making the Most of the Executive Masters of Public Administration Capstone Project”, Hatfield School of Government, November. </li></ul></ul>

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