This document summarizes a paper that discusses Hawaii's current leadership challenges and explores pathways for more collaborative leadership. It notes that Hawaii faces many stubborn problems exacerbated by a lack of leaders able to work together productively. It analyzes a roundtable discussion between six prominent Hawaii leaders that revealed the business, Native Hawaiian, union, and government sectors are ineffective and unable to come together to address challenges. While recognizing some positive aspects, the document argues Hawaii is in a state of gridlock and collective bewilderment without a compelling vision or agenda to guide it forward. It suggests Hawaii needs a "think and do tank" for emerging leaders to find new ways to make progress on difficult issues through more cooperative action.
This document summarizes a paper that addresses Hawaii's current leadership challenges. It notes that Hawaii faces many stubborn problems exacerbated by a lack of cooperative leadership. Leaders are losing the ability to work together productively. The document analyzes a roundtable discussion between six Hawaii leaders that illustrates how the business community, Native Hawaiian community, unions, and other groups are ineffective and unable to come together to provide strategic direction. It argues that state government in particular is fractured and engages in petty politics rather than solving problems. The document calls for a return to more collaborative leadership styles to help Hawaii address its deteriorating infrastructure and other issues.
James gander book philosophical diversions where are we goinggander01
Highlights of a book from award-winning author James Gander attack the coming unprecedented changes in population size, mobility, worldwide communications, cultural interactions, and unsustainable economic and environmental challenges, and shares observations that will promote solutions.
The document discusses the importance of building multiracial coalitions to promote race-sensitive policies. It notes that opportunities are now mediated through technology and institutions, and shaped by global trends. Structural racialization produces racialized outcomes through institutions. While universal policies may seem fair, they often do not account for differing experiences and access to opportunities among racial groups. Effective coalitions require addressing tensions around race and recognizing common interests despite political/social conflicts between groups.
This document summarizes a report by the Fragility Study Group on the challenge of state fragility and U.S. leadership. It defines fragility as the absence of a social contract between a government and its people. Fragile states face deficits in capacity and legitimacy that increase instability risks. The report argues that fragility underlies many current global crises and challenges U.S. efforts to prevent and mitigate its consequences. It proposes four principles - strategic, systemic, selective, sustained - to guide a more disciplined U.S. approach and priorities to improve policy coherence, partnerships, and fragile state support tools. The principles aim to allow a more effective U.S. role at lower cost and risk.
See whats happening right now in Nigerian Politics. Find the latest news on Nigeria News. Visit our website today...: https://elevatenews.com/nigerian-politics/
This document provides background information on the leadership styles and political environments of President Ronald Reagan and Speaker of the House Tip O'Neill in the 1980s, as well as President Barack Obama and Speaker John Boehner currently. It discusses the differing leadership traits and approaches of Reagan/O'Neill and Obama/Boehner, and how they employed vision, compromise and bipartisanship to address challenges like economic crises and wars. The document also provides biographical details on Reagan and O'Neill to contextualize their leadership philosophies and policy goals.
Three major forces, I believe, will be looming behind the headlines, driving events in
2013: the crisis of the Western order, rising sectarian strife in the Middle East, and
worries about American withdrawal from the world.
Marianne Cohan NCPA iDebate Leadership Camp. The third quarter report discussing the Student Debate and Leadership Program, Retirement Reform, and the Health Care Debate.
This document summarizes a paper that addresses Hawaii's current leadership challenges. It notes that Hawaii faces many stubborn problems exacerbated by a lack of cooperative leadership. Leaders are losing the ability to work together productively. The document analyzes a roundtable discussion between six Hawaii leaders that illustrates how the business community, Native Hawaiian community, unions, and other groups are ineffective and unable to come together to provide strategic direction. It argues that state government in particular is fractured and engages in petty politics rather than solving problems. The document calls for a return to more collaborative leadership styles to help Hawaii address its deteriorating infrastructure and other issues.
James gander book philosophical diversions where are we goinggander01
Highlights of a book from award-winning author James Gander attack the coming unprecedented changes in population size, mobility, worldwide communications, cultural interactions, and unsustainable economic and environmental challenges, and shares observations that will promote solutions.
The document discusses the importance of building multiracial coalitions to promote race-sensitive policies. It notes that opportunities are now mediated through technology and institutions, and shaped by global trends. Structural racialization produces racialized outcomes through institutions. While universal policies may seem fair, they often do not account for differing experiences and access to opportunities among racial groups. Effective coalitions require addressing tensions around race and recognizing common interests despite political/social conflicts between groups.
This document summarizes a report by the Fragility Study Group on the challenge of state fragility and U.S. leadership. It defines fragility as the absence of a social contract between a government and its people. Fragile states face deficits in capacity and legitimacy that increase instability risks. The report argues that fragility underlies many current global crises and challenges U.S. efforts to prevent and mitigate its consequences. It proposes four principles - strategic, systemic, selective, sustained - to guide a more disciplined U.S. approach and priorities to improve policy coherence, partnerships, and fragile state support tools. The principles aim to allow a more effective U.S. role at lower cost and risk.
See whats happening right now in Nigerian Politics. Find the latest news on Nigeria News. Visit our website today...: https://elevatenews.com/nigerian-politics/
This document provides background information on the leadership styles and political environments of President Ronald Reagan and Speaker of the House Tip O'Neill in the 1980s, as well as President Barack Obama and Speaker John Boehner currently. It discusses the differing leadership traits and approaches of Reagan/O'Neill and Obama/Boehner, and how they employed vision, compromise and bipartisanship to address challenges like economic crises and wars. The document also provides biographical details on Reagan and O'Neill to contextualize their leadership philosophies and policy goals.
Three major forces, I believe, will be looming behind the headlines, driving events in
2013: the crisis of the Western order, rising sectarian strife in the Middle East, and
worries about American withdrawal from the world.
Marianne Cohan NCPA iDebate Leadership Camp. The third quarter report discussing the Student Debate and Leadership Program, Retirement Reform, and the Health Care Debate.
Democracy Alliance Does America: The Soros-Founded Plutocrats’ Club Forms Sta...James Dellinger
The Democracy Alliance was formed in 2005 by wealthy liberal donors like George Soros who were frustrated by Democratic losses in recent elections. It aims to build a permanent liberal infrastructure of non-profit groups to compete with the conservative movement. The Alliance facilitates hundreds of millions of dollars in donations to approved groups and has helped Democrats win in recent elections. It is now organizing state-level chapters, with Colorado being its most successful, helping turn the state reliably Democratic. Critics worry this network could undermine electoral integrity, as the Alliance also funds groups that support electing Democratic secretaries of state who oversee elections.
THE COUNTER NARRATIVE
UCLA BLACK MALE INSTITUTE | Tyrone C. Howard, Ph.D & Associates
Reframing Success of High Achieving
Black and Latino Males in Los Angeles County
#UCLABMI #UCLAGSEIS #UCLACenterX
Social capital civil society and democracyAbad Agha
What is Social Capital? How to measure social capital? What is the link between democracy and social capital? How its stock can be increased? Where does it come from?
003 the hiddenchallengeofcross-bordernegotiations_ver1.0tmitter
This document discusses the importance of understanding cultural differences and decision-making processes in cross-border negotiations. It notes that national culture can subtly shape governance and how decisions are made. Successful negotiators map who influences decisions through both formal roles and informal networks. Decision processes vary and can be top-down, consensus-based, or involve building coalitions. Understanding these differences helps target interests, anticipate obstacles, and design strategies to influence the process and reach sustainable deals.
This document provides instructions for instructors leading a seminar on leading in the global environment. It outlines the session objectives, topics to be covered including global trends, challenges faced by global leaders, and approaches for addressing complex international issues. Participants are asked to discuss their views on U.S. intervention based on a pre-assigned reading and their one-page reports. The document provides timing, discussion questions, and background materials for instructors.
Poverty Interrupted White Paper Final DigitalAnthony Barrows
This document provides an introduction to a white paper about applying behavioral science insights to poverty alleviation efforts. It discusses how the US has made some progress in reducing poverty but has ultimately failed to win the "War on Poverty." It argues that behavioral science has not been meaningfully applied to anti-poverty efforts despite its potential. The paper then puts forward three design principles for poverty programs grounded in behavioral science: 1) Cut the costs that poverty imposes on people's time, attention and cognition, 2) Create slack by providing cushions of time, money and resources, and 3) Reframe poverty and empower people by preserving their autonomy. The document aims to start a conversation about innovative ways to incorporate behavioral insights into policies
The group project document summarizes resources related to human rights and addressing issues of domestic violence, sexual assault, and gender equality. It includes summaries of speeches by Eleanor Roosevelt on fundamental human rights, campaigns such as "No More" and "It's On Us" raising awareness of domestic violence and sexual assault, a drinking glass that detects date rape drugs, how modern female politicians show their full identities, and a TED Talk arguing that violence against women is a men's issue.
The group project document summarizes resources related to human rights and addressing issues of domestic violence, sexual assault, and gender equality. It includes summaries of speeches by Eleanor Roosevelt on fundamental human rights, campaigns such as "No More" and "It's On Us" raising awareness of domestic violence and sexual assault, a drinking glass that detects date rape drugs, how modern female politicians show their full identities, and a TED Talk arguing that violence against women is a men's issue.
The document is a newspaper called the Oakland County Legal News from June 13, 2008. It contains the following summaries:
1. It announces an open house at the new headquarters of the Legal Aid and Defender Association on June 19th with refreshments and valet parking.
2. It announces the 2008 Presidents' Dinner on June 19th hosted by three legal associations, featuring political analyst Jamal Simmons as the guest speaker.
3. It discusses a new guidebook published by Honigman Miller Schwartz and Cohn LLP called "Roadmap to Business Success in Michigan" to help businesses understand Michigan laws and incentives.
FULL REPORT - Strength Through Diversity - Four Cases of Local and State Leve...Afif Rahman
This document summarizes four cases of successful advocacy coalitions at the local and state levels that promoted pluralism and community empowerment. The key findings from the case studies include that coalitions are important for securing success on shared goals, funding does not determine success if resources are efficiently distributed, unity of purpose is central, relationships and trust between coalition partners matters, personal relationships help manage disagreements and build trust, and there is no single model of success as context is important. The recommendations encourage American Muslim groups to work in coalitions by focusing on shared interests and commitments, and for funders to play a convening role and provide education on resource allocation.
This document summarizes a white paper titled "Poverty Interrupted: Applying Behavioral Science to the Context of Chronic Scarcity". It was authored by Allison Daminger, Jonathan Hayes, Anthony Barrows, and Josh Wright from ideas42, a behavioral design firm. The paper argues that traditional approaches to fighting poverty have had limited success, and that insights from behavioral science could help design more effective policies and programs. It outlines three key design principles for interventions aiming to reduce poverty through a behavioral lens: cut the costs of poverty, create slack or buffers for families living with scarcity, and reframe poverty to empower individuals. The document provides an overview of the behavioral science perspective and an introduction to the more detailed principles
Knightian Uncertainty and Nash Equlibrium in Veterans Non-ProfitsMichael Zacchea
This document discusses the economic impact of non-profits. It covers several topics: the sources and motivations of charitable donations to non-profits; how game theory concepts like non-profit rivalry and seed money impact fundraising; the role of risk and uncertainty for donors and non-profits; and strategies non-profits can use like forming networks and pursuing social entrepreneurship. The funding environment for non-profits is complex with competitive challenges, but tools like seed money, united fundraising campaigns, financial transparency, and philanthropic investments can help non-profits navigate risk and accomplish their missions.
Hawaii Governor David Ige has faced criticism for his handling of the COVID-19 pandemic. Some have called for his impeachment or resignation, but removing him from office is difficult. While lawmakers have acknowledged issues with the state government's culture, changing it will be challenging given its toxicity. Governor Ige maintains that leading during this crisis has been complex with no easy answers, and decisions have been made to protect public health.
This document provides an introduction to the book "The Power of Character in Leadership" by Dr. Myles Munroe. It discusses the crisis of character seen in many contemporary leaders across different fields who lack moral force. While these leaders appeared competent, they often ended up embroiled in scandals due to unethical conduct. The document then provides examples of recent leadership failures and ethical issues in government, politics, and business to illustrate this lack of strong moral character. It argues leadership is key to addressing societies' problems but the missing element is often character.
The power-of-character-in-leadership-by-myles-munroeKayanja Deborah
This document provides an introduction to the book "The Power of Character in Leadership" by Dr. Myles Munroe. It discusses the crisis of character seen in many contemporary leaders across different fields who lack moral force. While these leaders appeared competent, they were later embroiled in scandals due to unethical conduct. The introduction argues that strong leadership with noble character is needed to address the world's problems. It then provides examples of recent leadership failures in government, business, and other areas to illustrate the prevalence of ethical issues.
Hidden Tribes Report: A Study of America’s Polarized LandscapeJonathan Dunnemann
This document summarizes the findings of a large-scale survey on political polarization in America. It identifies seven "hidden tribes" with distinct core beliefs that predict views more accurately than demographics. The tribes range from Progressive Activists to Devoted Conservatives. While the wings disagree strongly, the Exhausted Majority in the middle is fatigued by division and more ideologically flexible. This segmentation provides insights into polarization's roots in divergent worldviews rather than just partisan differences.
This document summarizes insights from the author's leadership development journey over the past 10 years. Some key points:
1) Self-awareness and understanding one's strengths and weaknesses is vital for leadership development and growth. The author realized the importance of this through workshops and assessments.
2) Sharing power with others ("power with"), rather than wielding power over people, is an important leadership principle. This was exemplified by a businessman who worked to benefit future generations rather than seek personal credit.
3) Forming a sense of community, even in difficult circumstances, shows taking initiative and sharing responsibility, as was seen in refugee camps where informal councils developed. This speaks to empowering others rather than ho
Article Review Format and Grading Rubric Use this template.docxdavezstarr61655
Article Review Format and Grading Rubric
Use this template for structuring your responses to the questions. All references and citations should be
formatted in APA.
Student Name: Assignment:
Article Identification (5 points)
Include the article reference here, formatted in APA as in the example below:
Martins, L., Eddlestone, K.A. & Viega, J.F. (2002). Moderators of the relationship between
work-family conflict and career satisfaction. Academy of Management Journal, 45(2),
399-409.
Summary (10 points)
The article should be summarized (using your own words) in 2-3 paragraphs, focusing on the
author’s main points. What was the purpose of the study/paper? Who participated? What
data was collected? Were there any significant findings?
Critique (15 points)
In 2-3 paragraphs, explain how this article impacted your understanding of the research topic.
Did this article add to your knowledge of the topic?
Application (15 points)
In 2-3 paragraphs, discuss how you might apply what you’ve learned from the article. Do you
believe the article will change the way you approach a situation, project, or discussion?
APA Formatting (5 points)
Use proper APA formatting for references and citations. Remember, the reference for the
article being reviewed must be included at the beginning of the review. Include a reference list
at the end of the review for any other works cited.
Remember:
Identify and define the topic of the article. Demonstrate an understanding of the topic. Apply
the topic. Cite sources.
Total points: 50
Copyright 2000 by Paul Kivel “Social Service or Social Change?” page: 1
www.paulkivel.com
Social Service or Social Change?
Who Benefits from your Worki
by P a u l K i v e l
copyright 2000
MY FIRST ANSWER TO THE QUESTION POSED IN THE TITLE is that
we need both, of course. We need to provide services for those
most in need, for those trying to survive, for those barely making
it. We need to work for social change so that we create a society in
which our institutions and organizations are equitable and just and
all people are safe, adequately fed, adequately housed, well
educated, able to work at safe, decent jobs, and able to participate
in the decisions that affect their lives.
Although the title of this article may be misleading in
contrasting social service provision and social change work, the
two do not necessarily go together easily and in many instances do
not go together at all. There are some groups working for social
change that are providing social service; there are many more
groups providing social services that are not working for social
change. In fact, many social service agencies may be intentionally
or inadvertently working to maintain the status quo.
The Economic Pyramid
I want to begin by providing a context for this discussion: the
present political/economic system here.
This document discusses poverty through a lens of belongingness. It argues that in a wealthy democracy, poverty is largely about social exclusion and lack of belonging rather than just material inequality. It says that as excluded groups increase in size, the realities of their exclusion affect not only the targeted group but society as a whole. Belonging involves having one's well-being considered and ability to participate in and influence political and social institutions. The document discusses how different groups are positioned on a gradient of belonging, and how far from the center determines the level and form of exclusion they face. It argues we must transform narratives that relegate groups outside of belonging to effectively address poverty.
Working paper & presentation to 2nd Annual CAPPA Conference in Public Management, Ryerson University, Toronto, May 27-28th, 2013. This paper looks at leadership as a mechanism for social coordination - an outdated one - that is failing to generate followers due to a growing perception that leaders are either unethical or ineffective or both. In its place the author suggests another mechanism, stewardship, and outlines a process-based stewardship to use as a means to facilitate people working together when knowledge, resources and power are widely distributed. Instead of followers creating leaders, owners create stewards implying that stewardship is a more appropriate tool than leadership to facilitate network governance, collaboration and partnership and that it requires different skill sets and practices than leadership to be effective.
Brad Benner argues that America's problems stem from a lack of common sense and moral character among its leaders. He asserts that political leaders blame others instead of taking responsibility, and corporate and religious leaders prioritize personal gain over serving communities. Benner claims America is experiencing a "morale decay" similar to the fall of ancient empires, and that finding truth and exercising moral fortitude can help address the country's challenges in a way that benefits all.
Democracy Alliance Does America: The Soros-Founded Plutocrats’ Club Forms Sta...James Dellinger
The Democracy Alliance was formed in 2005 by wealthy liberal donors like George Soros who were frustrated by Democratic losses in recent elections. It aims to build a permanent liberal infrastructure of non-profit groups to compete with the conservative movement. The Alliance facilitates hundreds of millions of dollars in donations to approved groups and has helped Democrats win in recent elections. It is now organizing state-level chapters, with Colorado being its most successful, helping turn the state reliably Democratic. Critics worry this network could undermine electoral integrity, as the Alliance also funds groups that support electing Democratic secretaries of state who oversee elections.
THE COUNTER NARRATIVE
UCLA BLACK MALE INSTITUTE | Tyrone C. Howard, Ph.D & Associates
Reframing Success of High Achieving
Black and Latino Males in Los Angeles County
#UCLABMI #UCLAGSEIS #UCLACenterX
Social capital civil society and democracyAbad Agha
What is Social Capital? How to measure social capital? What is the link between democracy and social capital? How its stock can be increased? Where does it come from?
003 the hiddenchallengeofcross-bordernegotiations_ver1.0tmitter
This document discusses the importance of understanding cultural differences and decision-making processes in cross-border negotiations. It notes that national culture can subtly shape governance and how decisions are made. Successful negotiators map who influences decisions through both formal roles and informal networks. Decision processes vary and can be top-down, consensus-based, or involve building coalitions. Understanding these differences helps target interests, anticipate obstacles, and design strategies to influence the process and reach sustainable deals.
This document provides instructions for instructors leading a seminar on leading in the global environment. It outlines the session objectives, topics to be covered including global trends, challenges faced by global leaders, and approaches for addressing complex international issues. Participants are asked to discuss their views on U.S. intervention based on a pre-assigned reading and their one-page reports. The document provides timing, discussion questions, and background materials for instructors.
Poverty Interrupted White Paper Final DigitalAnthony Barrows
This document provides an introduction to a white paper about applying behavioral science insights to poverty alleviation efforts. It discusses how the US has made some progress in reducing poverty but has ultimately failed to win the "War on Poverty." It argues that behavioral science has not been meaningfully applied to anti-poverty efforts despite its potential. The paper then puts forward three design principles for poverty programs grounded in behavioral science: 1) Cut the costs that poverty imposes on people's time, attention and cognition, 2) Create slack by providing cushions of time, money and resources, and 3) Reframe poverty and empower people by preserving their autonomy. The document aims to start a conversation about innovative ways to incorporate behavioral insights into policies
The group project document summarizes resources related to human rights and addressing issues of domestic violence, sexual assault, and gender equality. It includes summaries of speeches by Eleanor Roosevelt on fundamental human rights, campaigns such as "No More" and "It's On Us" raising awareness of domestic violence and sexual assault, a drinking glass that detects date rape drugs, how modern female politicians show their full identities, and a TED Talk arguing that violence against women is a men's issue.
The group project document summarizes resources related to human rights and addressing issues of domestic violence, sexual assault, and gender equality. It includes summaries of speeches by Eleanor Roosevelt on fundamental human rights, campaigns such as "No More" and "It's On Us" raising awareness of domestic violence and sexual assault, a drinking glass that detects date rape drugs, how modern female politicians show their full identities, and a TED Talk arguing that violence against women is a men's issue.
The document is a newspaper called the Oakland County Legal News from June 13, 2008. It contains the following summaries:
1. It announces an open house at the new headquarters of the Legal Aid and Defender Association on June 19th with refreshments and valet parking.
2. It announces the 2008 Presidents' Dinner on June 19th hosted by three legal associations, featuring political analyst Jamal Simmons as the guest speaker.
3. It discusses a new guidebook published by Honigman Miller Schwartz and Cohn LLP called "Roadmap to Business Success in Michigan" to help businesses understand Michigan laws and incentives.
FULL REPORT - Strength Through Diversity - Four Cases of Local and State Leve...Afif Rahman
This document summarizes four cases of successful advocacy coalitions at the local and state levels that promoted pluralism and community empowerment. The key findings from the case studies include that coalitions are important for securing success on shared goals, funding does not determine success if resources are efficiently distributed, unity of purpose is central, relationships and trust between coalition partners matters, personal relationships help manage disagreements and build trust, and there is no single model of success as context is important. The recommendations encourage American Muslim groups to work in coalitions by focusing on shared interests and commitments, and for funders to play a convening role and provide education on resource allocation.
This document summarizes a white paper titled "Poverty Interrupted: Applying Behavioral Science to the Context of Chronic Scarcity". It was authored by Allison Daminger, Jonathan Hayes, Anthony Barrows, and Josh Wright from ideas42, a behavioral design firm. The paper argues that traditional approaches to fighting poverty have had limited success, and that insights from behavioral science could help design more effective policies and programs. It outlines three key design principles for interventions aiming to reduce poverty through a behavioral lens: cut the costs of poverty, create slack or buffers for families living with scarcity, and reframe poverty to empower individuals. The document provides an overview of the behavioral science perspective and an introduction to the more detailed principles
Knightian Uncertainty and Nash Equlibrium in Veterans Non-ProfitsMichael Zacchea
This document discusses the economic impact of non-profits. It covers several topics: the sources and motivations of charitable donations to non-profits; how game theory concepts like non-profit rivalry and seed money impact fundraising; the role of risk and uncertainty for donors and non-profits; and strategies non-profits can use like forming networks and pursuing social entrepreneurship. The funding environment for non-profits is complex with competitive challenges, but tools like seed money, united fundraising campaigns, financial transparency, and philanthropic investments can help non-profits navigate risk and accomplish their missions.
Hawaii Governor David Ige has faced criticism for his handling of the COVID-19 pandemic. Some have called for his impeachment or resignation, but removing him from office is difficult. While lawmakers have acknowledged issues with the state government's culture, changing it will be challenging given its toxicity. Governor Ige maintains that leading during this crisis has been complex with no easy answers, and decisions have been made to protect public health.
This document provides an introduction to the book "The Power of Character in Leadership" by Dr. Myles Munroe. It discusses the crisis of character seen in many contemporary leaders across different fields who lack moral force. While these leaders appeared competent, they often ended up embroiled in scandals due to unethical conduct. The document then provides examples of recent leadership failures and ethical issues in government, politics, and business to illustrate this lack of strong moral character. It argues leadership is key to addressing societies' problems but the missing element is often character.
The power-of-character-in-leadership-by-myles-munroeKayanja Deborah
This document provides an introduction to the book "The Power of Character in Leadership" by Dr. Myles Munroe. It discusses the crisis of character seen in many contemporary leaders across different fields who lack moral force. While these leaders appeared competent, they were later embroiled in scandals due to unethical conduct. The introduction argues that strong leadership with noble character is needed to address the world's problems. It then provides examples of recent leadership failures in government, business, and other areas to illustrate the prevalence of ethical issues.
Hidden Tribes Report: A Study of America’s Polarized LandscapeJonathan Dunnemann
This document summarizes the findings of a large-scale survey on political polarization in America. It identifies seven "hidden tribes" with distinct core beliefs that predict views more accurately than demographics. The tribes range from Progressive Activists to Devoted Conservatives. While the wings disagree strongly, the Exhausted Majority in the middle is fatigued by division and more ideologically flexible. This segmentation provides insights into polarization's roots in divergent worldviews rather than just partisan differences.
This document summarizes insights from the author's leadership development journey over the past 10 years. Some key points:
1) Self-awareness and understanding one's strengths and weaknesses is vital for leadership development and growth. The author realized the importance of this through workshops and assessments.
2) Sharing power with others ("power with"), rather than wielding power over people, is an important leadership principle. This was exemplified by a businessman who worked to benefit future generations rather than seek personal credit.
3) Forming a sense of community, even in difficult circumstances, shows taking initiative and sharing responsibility, as was seen in refugee camps where informal councils developed. This speaks to empowering others rather than ho
Article Review Format and Grading Rubric Use this template.docxdavezstarr61655
Article Review Format and Grading Rubric
Use this template for structuring your responses to the questions. All references and citations should be
formatted in APA.
Student Name: Assignment:
Article Identification (5 points)
Include the article reference here, formatted in APA as in the example below:
Martins, L., Eddlestone, K.A. & Viega, J.F. (2002). Moderators of the relationship between
work-family conflict and career satisfaction. Academy of Management Journal, 45(2),
399-409.
Summary (10 points)
The article should be summarized (using your own words) in 2-3 paragraphs, focusing on the
author’s main points. What was the purpose of the study/paper? Who participated? What
data was collected? Were there any significant findings?
Critique (15 points)
In 2-3 paragraphs, explain how this article impacted your understanding of the research topic.
Did this article add to your knowledge of the topic?
Application (15 points)
In 2-3 paragraphs, discuss how you might apply what you’ve learned from the article. Do you
believe the article will change the way you approach a situation, project, or discussion?
APA Formatting (5 points)
Use proper APA formatting for references and citations. Remember, the reference for the
article being reviewed must be included at the beginning of the review. Include a reference list
at the end of the review for any other works cited.
Remember:
Identify and define the topic of the article. Demonstrate an understanding of the topic. Apply
the topic. Cite sources.
Total points: 50
Copyright 2000 by Paul Kivel “Social Service or Social Change?” page: 1
www.paulkivel.com
Social Service or Social Change?
Who Benefits from your Worki
by P a u l K i v e l
copyright 2000
MY FIRST ANSWER TO THE QUESTION POSED IN THE TITLE is that
we need both, of course. We need to provide services for those
most in need, for those trying to survive, for those barely making
it. We need to work for social change so that we create a society in
which our institutions and organizations are equitable and just and
all people are safe, adequately fed, adequately housed, well
educated, able to work at safe, decent jobs, and able to participate
in the decisions that affect their lives.
Although the title of this article may be misleading in
contrasting social service provision and social change work, the
two do not necessarily go together easily and in many instances do
not go together at all. There are some groups working for social
change that are providing social service; there are many more
groups providing social services that are not working for social
change. In fact, many social service agencies may be intentionally
or inadvertently working to maintain the status quo.
The Economic Pyramid
I want to begin by providing a context for this discussion: the
present political/economic system here.
This document discusses poverty through a lens of belongingness. It argues that in a wealthy democracy, poverty is largely about social exclusion and lack of belonging rather than just material inequality. It says that as excluded groups increase in size, the realities of their exclusion affect not only the targeted group but society as a whole. Belonging involves having one's well-being considered and ability to participate in and influence political and social institutions. The document discusses how different groups are positioned on a gradient of belonging, and how far from the center determines the level and form of exclusion they face. It argues we must transform narratives that relegate groups outside of belonging to effectively address poverty.
Working paper & presentation to 2nd Annual CAPPA Conference in Public Management, Ryerson University, Toronto, May 27-28th, 2013. This paper looks at leadership as a mechanism for social coordination - an outdated one - that is failing to generate followers due to a growing perception that leaders are either unethical or ineffective or both. In its place the author suggests another mechanism, stewardship, and outlines a process-based stewardship to use as a means to facilitate people working together when knowledge, resources and power are widely distributed. Instead of followers creating leaders, owners create stewards implying that stewardship is a more appropriate tool than leadership to facilitate network governance, collaboration and partnership and that it requires different skill sets and practices than leadership to be effective.
Brad Benner argues that America's problems stem from a lack of common sense and moral character among its leaders. He asserts that political leaders blame others instead of taking responsibility, and corporate and religious leaders prioritize personal gain over serving communities. Benner claims America is experiencing a "morale decay" similar to the fall of ancient empires, and that finding truth and exercising moral fortitude can help address the country's challenges in a way that benefits all.
Humanity faces complex social problems that require cooperation on a global scale. Current governments and institutions are outdated and ineffective for facilitating this level of collaboration. A new model of global governance is needed based on shared ownership of problems, participatory co-governance, and technology-enabled citizen involvement and collaboration across borders. This will require fundamental shifts away from hierarchical leadership models towards systems of shared stewardship and collective learning.
How Important Were Black Leaders In The Civil Rights MovementTammy Moncrief
Here are some key characteristics of an effective black leader based on the passage:
- Can relate to and understand the experiences of African Americans, having lived through similar challenges themselves. This helps them know what issues are most important to address.
- Is intelligent and educated about the political system and social issues affecting the black community. This knowledge allows them to implement good policies and solutions.
- Is courageous and ready to take on the responsibilities of leadership, making difficult decisions even in the face of opposition.
- Motivated by a desire to improve conditions for black citizens and help the community progress. They advocate for policies that promote equality and justice.
- Serves as a role model who inspires pride and confidence in the
The Glass Castle Essay. . NYTimes Best Seller - The Glass Castle - Test, Essa...Sara Carter
"The Glass Castle" by Jeannette Walls - Free Essay Example | PapersOwl.com. Independence and Self-Sufficiency in "The Glass Castle" by Jeannette .... The Glass Castle Essays. ⇉Analysis of Glass Castle Essay Example | GraduateWay. The Glass Castle Exemplar/Revision Page - Perry Service Learning.
Social capital refers to the social networks and shared values that allow people to cooperate. It first appeared in a 1916 book discussing how neighbors could work together in overseeing schools. Today social capital is often defined as the networks and understandings that facilitate cooperation. Robert Putnam argued in 2000 that Americans' sense of community has declined as socializing has decreased. Social capital exists in forms of bonds within social groups, bridges between groups, and linkages between different social levels. It provides benefits but can also be used for harmful ends or hinder outsiders. Critics argue the concept is vague and changing forms of social engagement online may still build community.
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Eleanor W ilson, M AAbstract A reference to the term, th.docxtoltonkendal
Eleanor W ilson, M A
Abstract: A reference to the term, the glass ceiling, has come to embody more
than gender equality among women and men. Today the term embraces the
quest o f all minorities and their journey towards equality in the workplace. The
purpose o f this article is to bring attention to the subject o f diversity, culture,
ana the glass ceiling. The article will discuss the history o f the glass ceiling and
how its broadened meaning is relevant in today's workplace. It will also provide
statistics showing how diversity and culture are lacking among the top echelon
of today's executives, the barriers faced by minorities as they journey towards
executive leadership, and how to overcome these barriers to truly shatter the
glass ceiling.
Key Words: Diversity, Culture, Glass Ceiling
D iversity, C ulture a n d the
G lass C eiling
The diversity and cultures that flourish to today's society gives credence to the long held belief that the United States is a "melting pot" of ethnic
cultures. The diversity of these cultures abounds
in families; communities; and private and public
organizations, and benefits our society with cultural
awareness and engagement; decreased stereotyping
and lower levels of ethnocentrism; and higher levels of
community service (Distelhorst, 2007).
In a perfect world the issues of diversity and
culture would not hinder anyone's goal of becoming
an executive leader. However, diversity and culture
continue to be challenging issues within the executive
ranks of corporate America. Although the United
States has been witness to major advances in diversity
and cultural awareness and acceptance, the board
rooms of corporate America continue to lack culturally
diverse individuals whose hiring will prove the glass
ceiling has once and for all been shattered.
The purpose of this article is to define diversity
and culture and to discuss the phenomenon of the
glass ceiling, its history, whether it is a reality or
myth, its broadened meaning, and how it is relevant
in today's corporations. Statistics will show how
diversity and culture continue to be lacking at the
top levels of executive leadership roles of corporate
Eleanor Wilson, MA, Gonzaga University, Candidate
for MA in Organization Leadership, Spring 2010 and
Servant Leadership Certification, Spring 2009. Ms.
Wilson may be reached at: [email protected] 206-323-
5721
America. In order to improve these statistics, the
author will offer discussion on the barriers to success
that minorities face, and will provide strategies for
individual success as wells as strategies for managing
diversity and culture within an organization. Finally,
the author will offer suggestions for further research
and opportunities for overcoming barriers and truly
shattering the glass ceiling.
DEFINITIONS
Diversity
Diversity is defined by Merriam Webster Online
Dictionary (2010) as "the condition of being diverse:
variety, especially the inclu.
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This document introduces the 14th annual Nonprofit Times Power & Influence Top 50 list, which recognizes the 50 most influential nonprofit executives of the past year. It provides brief profiles of several executives who made the list, including their organizations and accomplishments. The executives represent a range of nonprofit disciplines including health, education, foundations, and more. The list will be celebrated at an upcoming gala in Washington D.C.
The document proposes a values-based communications framework for progressive economics. It outlines six principles: 1) secure basic freedoms like healthcare and education; 2) invest in education and research to compete in the 21st century; 3) democratize economic power through policies like unions, progressive taxation, and living wages; 4) build a green economy to address environmental problems; 5) regulate capitalism through policies to avoid economic crises; and 6) globalize this progressive approach through international trade policies. The framework is intended to provide clear and consistent messaging to communicate progressive values to the public.
This is a war that we must and shall win with better ideas and proven performance. The odds appear to be stacked against us, but that is just an illusion by the popular media, which now functions openly as the Progressive propaganda machine. Major television networks that used to pride themselves in getting the story behind the news and educating the American viewer about what their government was really doing now serve as perpetual spin doctors for the administration.
Gov. Ige sent a letter to California Congresswoman Anna Eshoo in response to her August 2020 request for information about Hawaii's pandemic response.
https://www.civilbeat.org/2020/08/california-congresswoman-wants-answers-on-hawaiis-virus-response-effort/
Audit of the Department of the Honolulu Prosecuting Attorney’s Policies, Proc...Honolulu Civil Beat
This audit was conducted pursuant to Resolution 19-255,
requesting the city auditor to conduct a performance audit of the Honolulu Police Department and the Department of the Prosecuting Attorney’s policies and procedures related to employee misconduct.
Audit of the Honolulu Police Department’s Policies, Procedures, and ControlsHonolulu Civil Beat
The audit objectives were to:
1. Evaluate the effectiveness of HPD’s existing policies, procedures, and controls to identify and respond to complaints or incidents concerning misconduct, retaliation, favoritism, and abuses of power by its management and employees;
2. Evaluate the effectiveness of HPD's management control environment and practices to correct errors and prevent any misconduct, retaliation, favoritism, and abuses of power by its
management and employees; and
3. Make recommendations to improve HPD’s policies, procedures, and controls to minimize and avoid future managerial and operational breakdowns caused by similar misconduct.
The report summarizes use of force incidents by the Honolulu Police Department in 2019. There were 2,354 reported incidents, an increase from 2018. Physical confrontation techniques were used most often (53% of applications). The most common types of incidents requiring force were simple assault (13.4%), mental health cases (13.2%), and miscellaneous public cases (6.7%). Most incidents occurred on Mondays and Saturdays between midnight and 1:59am and involved males aged 34 on average, with the largest proportion being Native Hawaiian/Pacific Islanders (34.5%).
The Office of Health Equity aims to eliminate health disparities in Hawaii. Its vision is for policies and programs to improve the health of underserved groups. Its mission is to increase the capacity of Hawaii's health department and providers to eliminate disparities and improve quality of life. The office identifies disparities, recommends actions to the health director, and coordinates related activities and programs. It works to establish partnerships, identify health needs, develop culturally appropriate interventions, and promote national health objectives. The office's strategic goals are to increase awareness of disparities, strengthen leadership, improve outcomes through social determinants, improve cultural competency, and improve research coordination.
The document calls for unity and collaboration between Native Hawaiian and Pacific Islander communities in Hawaii to address COVID-19. It summarizes that government leaders have failed citizens by being slow to respond to the crisis, not working together effectively, and one in three COVID cases impacting Pacific Islanders. It calls on officials to take stronger, transparent leadership and get resources like contact tracers deployed quickly from Pacific Islander communities. Each day without action will lead to more cases, hospitalizations and deaths. It establishes a response team to improve COVID data and policies for Native Hawaiian and Pacific Islander communities.
This letter from the ACLU of Hawaii to the Honolulu Police Department raises concerns about racial disparities in HPD's enforcement of COVID-19 orders and use of force. It cites data showing Micronesians, Black people, Samoans and those experiencing homelessness were disproportionately arrested. It recommends HPD end aggressive enforcement of minor offenses, racial profiling, and using arrest statistics to measure performance. It also calls for implicit bias training, data collection and transparency regarding police stops, searches and arrests.
This letter from the ACLU of Hawaii to the Honolulu Police Department raises concerns about racial disparities in HPD's enforcement of COVID-19 orders and use of force. It cites data showing Micronesians, Black people, Samoans and those experiencing homelessness were disproportionately arrested. It recommends HPD end aggressive enforcement of minor offenses, racial profiling, and using arrest statistics to measure performance. It also calls for implicit bias training, data collection and transparency regarding police stops, searches and arrests.
This document is a complaint filed in circuit court by Jane Doe against The Rehabilitation Hospital of the Pacific and several individuals. Jane Doe alleges she has experienced discrimination and harassment at her job as a physical therapist at Rehab Hospital based on her sexual orientation. She lists several causes of action against the defendants and is seeking damages for the harm to her career and emotional distress caused by the defendants' actions.
This document provides guidance for large or extended families living together during the COVID-19 pandemic. It recommends designating one or two household members who are not at high risk to run necessary errands. When leaving the house, those individuals should avoid crowds, maintain social distancing, frequently wash hands, avoid touching surfaces, and wear cloth face coverings. The document also provides tips for protecting high-risk household members, children, caring for sick members, isolating the sick, and eating meals together while feeding a sick person.
The Office of Hawaiian Affairs (OHA) requests that the State of Hawaii prioritize collecting and reporting disaggregated data on Native Hawaiians relating to the COVID-19 pandemic. Specifically, OHA asks for disaggregated data from the Departments of Health, Labor and Industrial Relations, and Human Services on topics like COVID-19 cases, unemployment claims, and applications for assistance programs. Disaggregated data is critical to understand how the pandemic is impacting Native Hawaiians and to direct resources most effectively. OHA also requests information on how race data is currently collected by these agencies.
The CLA audit of OHA from 2012-2016 found significant issues in OHA's procurement processes and identified $7.8 million across 32 transactions as potentially fraudulent, wasteful, or abusive. The audit found 85% of transactions reviewed contained issues of noncompliance with policies and laws, while 17% (32 transactions) were flagged as "red flags". Common issues included missing procurement documents, lack of evidence that contractors delivered on obligations, and contracts incorrectly classified as exempt from competitive bidding. The audit provides a roadmap for OHA to investigate potential wrongdoing and implement reforms to address deficiencies.
This document provides a list of pro bono legal service providers for immigration courts in Honolulu, Hawaii, Guam, and the Northern Mariana Islands. However, as of the January 2018 revision date, there are no registered pro bono legal organizations for the immigration courts in Honolulu, Hawaii, Guam, or the Northern Mariana Islands. The document also notes that the Executive Office for Immigration Review maintains this list of qualified pro bono legal service providers as required by regulation, but that it does not endorse or participate in the work of the listed organizations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Mayor Kirk Caldwell issued a statement regarding the construction of a multi-purpose field at Waimānalo Bay Beach Park. City Council member Ikaika Anderson had requested halting all grubbing work until September 15 out of concern for the endangered Hawaiian hoary bat. However, the environmental assessment states grubbing of woody plants over 15 feet tall should not occur after June 1 to protect young bats. The city contractor will finish grubbing by the end of May as required. Canceling the contract would cost $300,000 in taxpayer money. Therefore, the city will proceed with completing Phase 1, including a multi-purpose field, play area, and parking lot, for $1.43 million, and will review additional
13062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
केरल उच्च न्यायालय ने 11 जून, 2024 को मंडला पूजा में भाग लेने की अनुमति मांगने वाली 10 वर्षीय लड़की की रिट याचिका को खारिज कर दिया, जिसमें सर्वोच्च न्यायालय की एक बड़ी पीठ के समक्ष इस मुद्दे की लंबित प्रकृति पर जोर दिया गया। यह आदेश न्यायमूर्ति अनिल के. नरेंद्रन और न्यायमूर्ति हरिशंकर वी. मेनन की खंडपीठ द्वारा पारित किया गया
Youngest c m in India- Pema Khandu BiographyVoterMood
Pema Khandu, born on August 21, 1979, is an Indian politician and the Chief Minister of Arunachal Pradesh. He is the son of former Chief Minister of Arunachal Pradesh, Dorjee Khandu. Pema Khandu assumed office as the Chief Minister in July 2016, making him one of the youngest Chief Ministers in India at that time.
Howard Fineman, Veteran Political Journalist and TV Pundit, Dies at 75
Hawaii leadership boards
1. Hawaii Leadership Boards
A Slow Walk over Stubborn Problems
(And Some Modest Possibilities)
“I am a firm believer in the people. If given the truth, they can be depended upon to
meet any national crisis. The great point is to bring them the real facts, and beer.”
- Abraham Lincoln
_________________________________________
Peter S. Adler
February, 2009
(revised August, 2010)
2. I.
Tough Times
The aim of this paper is to confront some of our current leadership dilemmas
and explore a pathway that could strategically make headway on important
substantive agendas and simultaneously help nurture a successor generation of
leaders accustomed to a more encouraging style of leadership. 1 If the paper
was wildly successful, it would inspire action.
Hawaii has many stubborn problems. One of them exacerbates the others: our
leaders, and those of us who should be insisting on good leadership, are losing
the once innate ability to work together. In the rush to arrive at where we are, in
the wake of the ambitious and dynamic changes achieved by Hawaii’s post WW-
II generation, and in the escalating national context of hyperbolic and hyper-
polarized politics, the older habits used by Island communities everywhere to
discuss, debate, deliberate, and solve challenging problems are severely
eroded. Hawaii is one of those island deserts.
Just as the Polynesian Voyaging Society did in 1975 with its careful step-by-
step run-up to the Hok’le’a journeys, it would be helpful to retrieve those
instincts and skills before they are fully eclipsed. It’s not just a loss of talent
and proficiency. Somehow, the very will to sit together in council, to work on
issues in a patient and disciplined way, and to come to productive and broadly
acceptable conclusions has slipped from our grasp. In its place we have
growing adversarialism, cynicism, gridlock and that odd self-doubt and
inferiority of spirit that John Burns spoke of.
I am not naïve about the limits of cooperative behavior nor am I myopic about
consensus-seeking and collaborative decision-making. At the end of the day, I
am a hard-nosed pragmatist. In my current work as President and CEO of a 50-
person organization, there are times when strong, individual leadership is
exactly what is required. However, we also need debate, even when it gets
1 Mark Twain once said: “I didn’t have time to write a short letter, so I wrote a long one instead.” My apologies for
the length, especially to those who are more used to twitters, tweets and blogs. The ideas here have taken
some time to come together and evolve from four strands of conversation. The first are
discussions with a working group of colleagues sponsored by Omidyar Family Enterprises. This
group has met three days each month for the past year to create a robust model of
collaborative leadership that will eventually be applied to sustainability problems focused on
energy, food and waste. The second comes from private meetings with friends and
acquaintances who are close to Hawaii’s political currents and undertows, a few of whom are
legislators or political candidates, or both. The third emerges from formal interviews with 35
local business leaders conducted in the course of a strategic planning project last year. The
fourth is an article from the October issue of Hawaii Business called “State of Repair: Six
Leaders Discuss Power and How to Fix Hawaii.” As explained later, I found this roundtable
discussion thought-provoking, insightful and depressing.
2
3. raucous and loud. We need question raisers, issue-mobilizers, and outspoken
problem confronters. At the right time and in the right way we also need its
opposite: people who can sit down together, put the past behind them, and find
tractable political solutions that advance common ground. Problem “raising” is
far sexier than problem “solving” but the two together are the “yin” and “yang”
of politics, opposite sides of the same perennially flipping coin. We need them
both.
At this particular moment, neither seems to be happening effectively. We
especially lack strong integrative leadership. As so many people told me
privately, and as observers have commented on publically, our problems are
intensifying.2 While older leaders posture and haggle, our central infrastructure
-- roads, sewers, airports, and other public buildings –- deteriorate further.
We continue to allow public schools to perform badly despite more than a
quarter century of discussion. Dependence on off-shore energy and food
remains near the 90% level. Even the aloha spirit and our traditional sense of
self-restraint are in jeopardy. Off shore reefs that used to teem with sea life are
slammed, fished so incessantly, not by outsiders but by local people, that they
are devoid of larger fish. Traffic is bumper to bumper. More horns are honking
and there are more upraised middle finger protestations.
In short, the bloom is off the proverbial rose and the roots and stem seem
endangered. I believe we are in a state of collective bewilderment, stuck in a
vicious cycle that muddles between fear of “change” and fear of
“stability” (Attachment 1). Fear is the wrong place to be. Analytically, the
potential positive characteristics of stability are predictability, steadiness, and
continuity. The potential negatives are stagnation, loss of energy, and missed
opportunities. The positives of change can be energy, creativity and fresh
directions. The negatives can be loss of continuity, foolish risks, and the
extinguishing of core values.
The leadership challenge now is to turn “vicious” cycles into “virtuous” cycles. It
is possible to do this. John Gardner described leaders as individuals who can
conceive and articulate goals that lift people out of petty preoccupations and
unite them in pursuit of worthy objectives. Robert Greenleaf, author of Servant
Leadership, believes good leaders must be catalytic enablers. And Winston
Churchill once remarked that leadership is nothing more than moving from
failure to failure with enthusiasm and then stumbling over a success. He did
both.
II. State of Disrepair
2 See http://www.nytimes.com/2009/12/20/us/20hawaii.html?_r=1
3
4. In this context, the politics described in the “State of Repair” forum moderated
skillfully by Jerry Burris for the October, 2009 issue of Hawaii Business
inadvertently captured much of what is broken and outdated. 3 Each of the
leaders who participated –- Haunani Apoliona, Ben Cayetano, Kitty Lagareta,
Colbert Matsumoto, Peter Ho, and Randy Perreira –- is distinguished,
accomplished and, in his or her own way, engaging. Each of their sectors is an
important part of our local mix and each of these people represents something
strong, good and beautiful about Hawaii. Collectively, they fail.
Here is some of what we learn in this article.
Our new interlocking directorates (what C. Wright Mills called “power elites”) are
stymied and ineffective. 4 Players who should be coming together to provide
leadership and direction for the state simply aren’t.
• The business community is “missing in action,” full of squabbles that
make it a far less effective voice than it once was or could be.
• The Native Hawaiian community which many non-Hawaiians (me
included) had expected to assume a more inspired mantle of
leadership is consumed with complaints and internal fights.
• Hawaii’s unions, which should be offering up strong community
leadership, have a lot of accrued muscle and money but seem to
squander these assets on defending narrow interests regardless of
wider external costs.
• The University, traditional media outlets, and religious, ethnic and
cultural associations are also less influential than they once were.
Ironically, we learn that the most effective leaders these days are Hawaii’s
military commanders. This is a well deserved credit to them, but a backhanded
indictment of the other local sectors that can’t or won’t work together or are
3 http://hawaiibusiness.com/Hawaii-Business/October-2009/oct09files/PowerChart.pdf
4 I don’t assume that interlocking directorates are inherently bad. In other contexts we call
these “networks,” “associations,” “unions,” “companies,” or “fraternal organizations, or
“friendship circles.” We need to be interested in what they do and do don’t do, for whom, and
to what effect.
4
5. simply too locked in mortal combat over old battles.5 The graphic in that same
Hawaii Business issue (Attachment 2) illustrates this new reality. It shows
specifically which sectors are influential relative to others and which are gaining
or losing power. It is an amazing graphic.
In my view, echoed by some of Jerry’s discussants, the most critical current
casualty is government, especially state government. The social compact forged
in the 1950s and 60s –- a strong efficient bureaucracy, led by powerful, fair-
minded post-WW-II leaders, and delivering services and support to all of
Hawaii’s people, and not just the sons and daughters of plantation owners --
no longer produces reasonable results. More likely it can’t and has simply run
its course. Incessant scrabbling for political money, incipient feuds between a
Democratic legislature and a Republican executive, and a lack of internal
leadership within the fractured Democratic Party makes petty politics a
perpetual motion machine.
But something more tectonic and fundamental underlies all of this. Unless they
are extraordinarily brave, perhaps even foolhardy, elected officials can no
longer make hard decisions. They are buffeted by the forces of dissent from the
different sectors in the larger community and lobbied hard by special interests
to defeat agendas that they don’t like or are suspicious of. In effect, they are
buffeted by you and me. There is no unifying mandate from the disparate
groups that lobby them. No agreements. No consensus. No consensual plans.
No compacts to work together and no real shared vision. The result is in front
of us - a running stalemate and a default pattern of complaint in which
business points at unions, community groups point at business, civil service
workers blame citizens, and everyone blames government.
The excuse of the moment is the economy which is indeed creating a world of
hurt. But even before the current meltdown which began in September 2008,
very little was forthcoming.6 Hawaii’s politicians simply cannot do bold things.
They must take action in a narrow segment of political bandwidth and then
must compromise to even narrower spots or get pushed out of office. Hence
the proclivity to tweak and twiggle rather than reform. Decisions that could
potentially be “catalytic converters” are either stymied entirely or downgraded
into actions so molecular, ad hoc and disconnected that they lose their power
to ripple out and have longer leveraging impacts. While we may generally
5Military commanders actually receive serious training in leadership whereas most public and
private sector officials do not.
6I recently asked a prominent journalist to name the three most important things done in last year’s legislative
season. He couldn’t think of any.
5
6. overestimate what government at any level can do, legislative and regulatory
bodies are afraid to act without a clearer consent-based agenda.
Finally, and perhaps at some deeper and more fundamental level, there is no
glimpse yet of a compelling, super ordinate, perhaps even transcendent image
of what we might want to become as an island state. There is no new and
emerging social “compact” to replace the old one which is increasingly shop
worn and tired. Maybe, as evidenced by Mr. Obama’s struggles,
transformational agendas are impossible in a time of instant polling, speed-of-
light demonization, a 365-24-7 blogosphere, and incessant bloviating from the
talk radio and cable commentariat.
Based on what I heard in my interviews, private conversations and group
discussions, however, there is a deep hunger for a transformational agenda.
New leadership, one of the Hawaii Business commentators said, won’t really
emerge or matter very much until someone can articulate a new, compelling
narrative that stitches together some part of what all of our major voices are
saying. When it comes to real buy-in for a vision, people must see themselves
in it.
In the near term, and even with the advent of a coming election, no impending
event, person or group seems likely to change this self-defeating process. The
exception is some kind of Gulf or Haiti-like calamity, a collective punch in the
teeth that gives us all a lot of hurt and forces us to work together and reshape
our collective self. That is the conventional thinking anyway. Things must get
worse if they are to change and get better. And while we wait, we must continue
to endure our traditional vicious cycles of bad mouthing, nose pulling, ear
grabbing and towel snapping.
The overall message in “State of Repair” was the same thing I repeatedly heard
privately. Hawaii is in gridlock and the impasse leaves us with a status quo
which is unacceptable and radical change scenarios which are too scary. In the
article, however, there were also hints at something different and more
possible.
Colbert Matsumoto said: “There’s no one person that will lead us to the
Promised Land. I think it takes collective action and people have to come
together. The leaders have to come together.” Peter Ho affirmed this with a
twist: “It’s about cooperation, respect, and understanding the other person’s
viewpoint. I can tell you, from my standpoint and the standpoint of the bank,
we’re trying very hard just to try to understand where everyone’s coming from.”
Understanding each other’s views, ideas and stories is the universal starting
point for any kind of more collaborative leadership but it is not enough. In a
6
7. time of trouble, understanding and insight must lead to actions that take us
forward, even if they are small steps.
The leaders Jerry Burris interviewed are all people of vast intellect and great
good-will. I like and admire them and especially appreciated their unhindered
candor. Sadly, they took us to the edge of where their discussions should have
led and then fell back into old sector agendas. Kitty spoke for business; Randy
for unions; Ben for the Democratic party; Peter for banks; Colbert for locals;
Haunani for Hawaiians. As they probed and circled the topic of power, it was
striking that they couldn’t find a specific actionable and transcending purpose
that could move them to do something courageous together. No concrete
cooperation strategy. No actual action pieces to work on. 7
For me, the pathos of this discussion is that these six very fine leaders didn’t
offer us anything that sounded like an agenda for change. Nothing about food,
fuel, waste, jobs, business development, education, environment, crime,
infrastructure, or strengthening tourism in ways that might have a little bit
more money stay at home. Nothing about building new businesses, taking care
of the elderly, ensuring better health care, or reducing some of the poverty that
is more and more palpable across the State.
Perhaps all that is to be left for another day and another article. What was, and
continues to be, needed are new platforms for moving from sector-based
leadership to a new kind of cross-sector leadership. Not another brainstorming
session or a new “think tank.” We have plenty of those. What we need is a “think
and do” tank for Hawaii’s emerging younger leaders and influencers who might
find new ways to take the state forward through old dilemmas.
III. Bright Spots
I don’t mean to suggest it is all gloom and doom. That would be a mistake.
One thing we all know is that the people of Hawaii have fundamentally positive
dispositions and that they hold fast to their traditions, histories and dreams.
One of these collective traits is optimism. Starting with the first canoe, Hawaii
seems to have attracted people to its shores who yearned for something better.
Another tradition is getting down into taro patches and Saturday community
7To be fair about it, Jerry says his discussion wasn’t really aimed at explicating Hawaii’s current
problems or the prospects for a more cooperative kind of leadership and an agenda for change.
The discussants were asked to talk about how power works these days. Even with that, the
article is a candid window into the issues framed in this paper.
7
8. clean-ups and doing real work. Poet Marge Piercy captured it beautifully in “To
Be of Use.” 8
The people I love the best
jump into work head first
without dallying in the shallows
and swim off with sure strokes almost out of sight.
They seem to become natives of that element,
the black sleek heads of seals
bouncing like half submerged balls.
I love people who harness themselves, an ox to a heavy cart,
who pull like water buffalo, with massive patience,
who strain in the mud and the muck to move things forward,
who do what has to be done, again and again.
I want to be with people who submerge
in the task, who go into the fields to harvest
and work in a row and pass the bags along,
who stand in the line and haul in their places,
who are not parlor generals and field deserters
but move in a common rhythm
when the food must come in or the fire be put out.
The work of the world is common as mud.
Botched, it smears the hands, crumbles to dust.
But the thing worth doing well done
has a shape that satisfies, clean and evident.
Greek amphoras for wine or oil,
Hopi vases that held corn, are put in museums
but you know they were made to be used.
The pitcher cries for water to carry
and a person for work that is real.
The lights in Hawaii are still on and there are lots of small, nascent
opportunities for new leadership and quite a few pragmatic optimists planting
little seedlings that might grow into stunning trees.
Take our media industry. Inspired teachers on the Waianae Coast have fostered
an entirely new communication-service-training paradigm called Searider
8 "To be of use" by Marge Piercy, from CIRCLES ON THE WATER by Alfred A. Knopf, Inc. and
Middlemarsh, Inc. , 1982. First published in Lunch magazine.
8
9. Productions (www.seariderproductions.com). This program engages students in
highly effective media work while in high school. Leslie Wilcox at Hawaii PBS is
scaling something up similar to this with the launch of Hiki No, a statewide
student news and reporting network that will breathe some fresh faces into
local journalism. Another optimistic experimenter, Pierre Omidyar, founder of
eBay and a Hawaii resident and philanthropist, has launched Hawaii Civil Beat, a
Honolulu-based media service that is trying to produce original, in-depth
reporting on local issues. It’s journalism and business models are different but
as the older print and TV media throw slow moving punches at each other, new
forms of journalism are sneaking onto the scene.
Kanu Hawaii is another example, an organization started by a smart and
energetic group of 20-30-year olds two years ago. It is a 10,000-person strong
(and growing) network that solicits individual commitments to rekindle and
apply traditional island social and environmental values. Or look at The Hawaii
High School Athletic Association which, while led by Keith Amemiya, revitalized
local athletics with new ideas, new funds, and new forms of collaboration. On
the Island of Hawaii, The Kohala Center is pulling together programs of
educational and environmental research relevant to the lives of local people.
And on Oahu, a revitalizing Enterprise Honolulu has created an ambitious
agenda that includes helping UH to be a more focused educational driver in the
community, diversifying the visitor industry beyond leisure travel, and
encouraging a prosperous technology industry.
These developments are similar to some of the work my colleagues and I at
Keystone are doing, even in some especially challenging third world settings.
We see strong partnerships coming together to address water allocation issues
in Nepal and to reduce pirate logging in Cameroon. In the U.S. Midwest,
production corn, cotton, and soy growers are working side by side with their
traditional NGO antagonists to reduce nitrogen and phosphorous runoff in the
Mississippi. In Kalamazoo, Michigan business professionals and philanthropists
have created an amazing small city revitalization strategy that gives full college
tuitions to young people provided (a) they go to a Michigan college or university
and (b) commit to returning to Kalamazoo for an equal number of years.
The challenge and the great hope in all of these initiatives -– local, national and
international –- is not just that good outcomes for the tasks at hand are
created, but that the stage is set for bigger and more emergent leadership. For
me, that means (a) connecting disparate dots to achieve a greater critical mass
of effort; (b) building a wider buzz to achieve the larger goals that each
individual group’s tasks are a part of; and (b) continuing to build strong
networks of leaders who will work together.
IV.
A Possible Model to Consider – “The Energy Board”
9
10. The general model I want to float grows out of some anchor work we do at
Keystone. The generic model is displayed at Attachment 3 but the deliberative
and pragmatic nature of it lies in the details of its application. I should note that
this particular model has been tested in the “school of hard knocks.” It wasn’t
born perfect and has had various ups, downs and improvements along the way.
Nonetheless it is one that is producing modestly good results and might have
some utility in Hawaii. Here is the background.
The Keystone Center (www.keystone.org) is a 35-year old NGO that convenes
government, business, and community leaders to work on pressing policy and
regulatory issues. Most of our work focuses on issues in the environment,
energy, and public health domains. While at any one moment, there are some
30 to 40 actionable consensus-building projects in the pipeline, the Center also
has two “standing” forums that bring interested stakeholders together for
structured, highly informative, and robust closed-door discussions. One of
these is called “The Keystone Energy Board.” The other is the “Food and
Nutrition Roundtable.” The Energy Board has been going for 18 years. The Food
and Nutrition Roundtable is three years old. New and similar forums are in
development in the areas of sustainable agriculture and green marketing and
the extant problem of having 500 competing eco-labels.
The Energy Board is not a board of “trustees” or “directors” in any formal sense.
It has no operational program of services or products, no full time staff, or any
of the other formal fiduciary or governance duties that organizational boards
usually have. It functions as a forum or roundtable but it is called a “board”
because it has a membership, a dues structure, some important protocols, and
it meets regularly. It is also called a “board” because it conveys a dedication to
something more than endless talk.
The Energy Board was created in 1992 to (a) provide a different sort of
opportunity for leaders from different sectors to come together and exchange
ideas and information in a safe setting and (b) to build consensus around
actions that might address complex or controversial issues in the energy sector.
As an adjunct, it has developed a tradition of identifying and helping launch
specific collaborative projects that will make a difference on the issues being
discussed. Since its inception, the Board has met regularly three times a year. It
has incubated specific and far-reaching projects on natural gas development,
the costs of nuclear energy, regional transmission cooperatives, climate
change, hydrogen fuel cell commercialization, and the expansion of solar, wind
and geothermal power.
The Board is composed of roughly 50 individuals who represent different
industrial, NGO and regulatory perspectives on energy and environmental
10
11. policy. 9 It includes leaders who are experts in different sectors of energy
production, technology, transportation, consumer advocacy, and regulation and
governance. Convened and facilitated by senior staff from The Keystone Center,
the Board tends to foster dialogues that examine the interface between
technological, environmental, and economic policies. Financial support is
achieved through a dues structure. Other than invited guests, everybody pays
something but the bulk of the Board’s dues come from corporations which can
afford more. The annual budget for The Energy Board is approximately
$200,000.
A few other important details. The Board is co-chaired by two distinguished
senior thought leaders. One of them generally represents a business and
industrial perspective, the other generally represents an NGO perspective. At
the moment, the co-chairs are Keith Trent, a senior executive at Duke Energy,
and Kateri Callahan, president of a highly respected national NGO called The
Alliance to Save Energy. 10 The Energy Board is further guided by a Steering
Committee (a subset of key Energy Board members) that works with the co-
chairs and Keystone’s facilitators to shape the direction of discussions and the
meeting agendas.
A typical meeting will bring together industry and NGO members as well as
different federal and state officials who come as invited guests, usually sitting
members of Congress and/or members of one or more regulatory bodies like
FERC or DOE. Each meeting focuses on specific topics. These may be the state
of current research and development of carbon sequestration, the prospective
costs per kilowatt hour for new coal plants that burn more efficiently, or an
analysis of U.S. Cap’s cap-and-trade proposals. Each meeting carefully circles
through the political, legal, and social conflicts that attach to that issue and
then identifies potential policy pathways to resolution. Keystone staff then
follow up to see if those ideas can be turned into viable “dialogues” projects.
In order to ensure and maintain the integrity of the process, Energy Board
members operate under a series of non-negotiable ground rules. These rules
are intended to support the frank but respectful deliberations that are so
critical to productive discussion. The rules mirror those of England’s Royal
Institute of International Affairs (RIIA), founded in 1920, and known better as
the “Chatham House Rules.”
9 For a list of current members see http://www.keystone.org/spp/energy/energy-board.
10The Energy Board’s former co-chairs were former Congressman Phil Sharpe, now head of Resources for the
Future, and Clint Vince, senior partner and head of the energy practice group for the Sonnenshein law firm.
11
12. 1. Comments made during the meeting are strictly off the record and not
for attribution.
2. Rigorous but civil discourse is expected. The rule is: “tough on the
problems…easy on each other.”
3. Participants speak only for themselves. Although most Energy Board
members are affiliated with important organizations, individuals do not
participate in meetings as official representatives of their organizations.
Therefore, formal “hats” are off and comments can not and will not be
presumed to represent any official organizational position, unless
otherwise stated. This creates a safe zone for discussions.
4. Meeting summaries are drafted by Keystone staff and are vetted and then
distributed to all participants, including presenters and additional
invitees. Summaries do not attribute statements to individuals, except
where comments are made as part of a specific presentation, and are not
for distribution beyond meeting participants.
Over the past 18 years, members of the Energy Board have found three-fold
value in membership. First, it provides an unusual “outside-the-beltway”
opportunity to build relationships through informal discussions with other
members in other sectors. It creates a collage of thinking that doesn’t occur
elsewhere.
Second, it offers an independent and non-aligned forum for learning about the
issues of greatest importance on the policy horizon.
Third, it affords an opportunity to help shape specific partnerships on specific
action oriented consensus-seeking projects that will then be tested and, if
viable, undertaken by Keystone Center staff. This last point cannot be
underestimated. The Energy Board is not simply another conference, think tank
or gabfest. By design it intentionally looks for tipping points and political
acupressure spots where common agendas can be discovered and advanced in
practical ways.
V.
“Hawaii Leadership Boards”
The Hawaii Leadership Boards idea isn’t singular. It is plural: different boards
for different purposes each of which can sustainably stand on its own and each
of which might develop its own unique trajectory. Each board is an action-
oriented “idea factory.” The meta-goals for all of them are:
(a) To accelerate focused thinking on one of Hawaii’s more stubborn public
12
13. problems;
(b) To create a place for younger leaders to learn, grow and work together;
and
(c) To get specific projects started and accomplished.
If a number of boards launch and some of them find interconnections, so much
the better but interconnection isn’t essential. The key and shared features of all
boards are:
• A focus on a large pressing topic and with a major “BIHAG”). 11
• One or more initial sponsors and funders.
• Defined membership with diverse representation from different
sectors and no one sector dominating.
• Members selected on their individual strengths as a current or
emerging leader.
• A signed but amendable “charter” that captures everyone’s willingness
to participate with serious intent and that will serve as a touchstone
document.
• A commitment to stay together as a Board for at least two years or
whatever length of time is associated with the Board.
• Meetings at least three times a year with thematic discussions aimed
at illuminating the problems associated with the larger issue and
strategies that might advance the BHAG.
• A time set aside at each meeting to engage in (a) mutual learning and
information sharing; (b) idea exchange and (c) project incubation.
11 BHAG stands for “Big Hairy Audacious Goal.” The term was coined by Jim Collins and Jerry
Porras and is described in several of their books, including Good to Great. They write: “A true
BHAG is clear and compelling, serves as a unifying focal point of effort, and acts as a clear
catalyst for team spirit. It has a clear finish line, so the organization knows when it has achieved
the goal; people like to shoot for finish lines.” Ultimately, the BHAGs that are at the center of
any given Leadership Board will be a function of both the interests of potential sponsors and
conveners and of the willingness of leaders in different sectors to come together and commit
time and resources. I personally believe that Hawaii’s long term self-sufficiency needs in the
area of food, fuel, jobs, waste management and education are each logical candidates. In the
broadest sense of triple bottom line accounting, economic, environmental and socio-cultural
sustainability is the great thing Hawaii must do.
13
14. • Designated Co-Chairs of stature who will lend ongoing intellectual
and organizational energy to the Board.
• A professional facilitator if that is deemed useful.
• A budget with a workable dues structure and a timeline of meetings.
Inevitably, each board must go through its own problem-defining and goal-
finding process. The pathways Boards take are inevitably different and some
may not last depending on their robustness. Much depends on the way
potential issues, problems and BHAGs are framed, the quality and character of
the conveners and funders, and the amount of careful analysis and preparation
done at the start.
I have one further suggested organizing principle. It would be my hope that the
target population for any attempted boards like this be younger leaders who
are (a) rising and influential thinkers in their own circles; 12 (b) are in their late
30s, 40s or 50s; (c) who seem to understand and like the idea of “collaborative”
leadership; (d) who have a hunger to make a difference in the public life of all of
the people of the state; and (e) who are not elected or appointed public
officials. Involve a few “ole futs” surely, but concentrate on “young futs” who are
already somewhat influential in their own private or civic sector circles and who
perhaps have the ear of senior leaders. 13
VI. Some Anticipated FAQs
Q:
What is the potential ROI for an investment in one or more Hawaii
Leadership Boards?
These Boards have short and long term payoffs. Short term, they focus
collaborative brain power and heartfelt passion on important challenges and
produce valuable small projects. Long term they influence a new generation of
leaders who will be better equipped and more informed to manage the public
problems they will inherit.
Q:
Can small projects incubated by a cross-sector group of younger and
influential leaders make a difference?
12 No matter what definition of leadership you subscribe to, the acid test is whether anyone is
following.
13 In some instances, respected senior leaders might be recruited to co-chair a particular board.
14
15. Atul Gawande, a surgeon and writer, has described how a series of small pilot
projects at the turn of the twentieth century helped transform the entire
landscape of American food production. New and successful agriculture actually
turbo-charged the economic growth and development of the U.S. He believes
something similar could transform our health care delivery system. 14 Similarly,
in The Tipping Point, Malcolm Gladwell reminds us that band aid solutions are
actually desirable if there are enough of them. Band aids, he says, are clever
little devices that heal wounds, limit infections, and prevent the dispersal of
bacteria and germs. The subtitle of Gladwell’s book is How Little Things Can
Make a Big Difference.
Q:
Do we really need “collaborative” leaders? Isn’t it enough to just have
new “leaders”?
No. The days are gone when anyone can lead just by ordering people around or
telling them what to do. The most demanding and vexing public problems we
have cut across the major jurisdictions of government, through the business
and civic sectors, and across geographic communities and communities of
interest. No one intellectual perspective, discipline or mental model can fully
explain these problems. No one sector in Hawaii –- government, business, or
civil society -– owns them. In fact, government is hamstrung if there is no real
“consent” agenda from different interest groups. No single agency of
government has full jurisdiction to solve these problems, no special interest
group has the power to force solutions, and no one locale can wall itself off and
deal with them exclusively.
Q: Won’t leaders in Hawaii just do all this on their own? Why do we
need a “board”?
The evidence doesn’t support “go-it-alone” leadership. To the contrary, there is
much evidence to show that ronin leadership doesn’t work In Hawaii. Solving
big problems has to be a team sport. It requires agreements which will only
come about as a result of the wisdom of different voices. Agreement that leads
to action requires bridge-building, critical thinking, good information, political
safety from group think, a bounded forum for give and take, and the willpower
and courage to move beyond our acquired cynicism that it’s all “same-same.” 15
Q: Is the timing right? Shouldn’t we wait until after the next election?
14 Atul Gawande, “Testing, Testing: The Health Care Bill Haw No Master Plan for Curbing Costs.
Is that a Bad Thing?” in The New Yorker, December 14, 2009, pp. 34-41.
15 Suroiwiecki, James. The Wisdom of Crowds.
15
16. We are at an “intertidal” moment. The problems we have are deeper and more
chronic than any of the gubernatorial, mayoral, legislative or council elections
can resolve. Given the inertial forces which neutralize government, I don’t look
to the coming elections, or any election for that matter, as a solution. If we are
lucky, we will have some new leaders who are more able and willing to use their
platforms to bring people together. We will, however, remain in our muddles
beyond the next election and it will take time, energy and patience to work out
the natural dilemmas presented in the various stability and change scenarios we
face. It isn’t government that is broken. It is us.
Fishermen call the moment before us an intertidal “slack tide.” The old tide isn’t
fully out; the new one hasn’t yet come in. It’s a perfect time to try something
different and that “something different” involves looking well beyond
government.
VI. Last Thoughts
Hawaii’s incredible outpouring of support for Barack Obama is an interesting
phenomenon. Those who have read his biographies know that his time growing
up here wasn’t always a happy one and his comments about Hawaii aren’t
always laudatory. Now that he is POTUS, we give him “native son” status and
claim credit for the shaping of his outlook. 16
Reality doesn’t support this. It is an interesting disconnect. I suspect we revere
him, not because of who he is, but because he symbolizes what we have lost
and so desperately want to have back. Leadership and management are all
about handling dilemmas. The handling is never perfect but it is what we must
do. In the mechanics of running an enterprise, a state, a nation, or an
organization leaders must balance different tugs and pulls to make progress.
No one gets it all. What we like about Obama, what we seem to take pride in
even if we disagree with some of his policies and directions, is his commitment
to bringing people together, his uncanny ability to hold multiple thoughts in his
head at the same time, and his analytic and rhetorical gifts which inspire us as
we all search for answers.
Those are traits we must rekindle in ourselves and our body politic. Perhaps the
Leadership Boards can help with this. Thanks for reading this and I welcome
ideas, comments and expressions of interest from anyone who may want to
explore the creation of an actual board focused on an actual BHAG.
16 Chicago also claims credit for him.
16