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ISS Miller Planning Grant Workshop Presentation:"Establishing an Integrative Leadership and Governance

Research and Practice Network for Sustainable Development -- Outcomes and Leveraging Opportunities”

Prof. Douglas Morgan, Principal InvestigatorProf. Marcus Ingle, Co-PI

December 2, 2010

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CORE POLITICALVALUES & THE

COMMON GOOD - Derived from Constitution,

legal framework, history& culture

- Consistent over time

- Guides political discourse and deliberation

- Provides foundation for integrity and trust

between political system,administrative system& other stakeholders

LEADERSHIPCOMPETENCIES- Derived from empirical

research on public leadership

-Incremental adjustments over time

- Guides public leadership conceptualization and practice

- Integrates theory and practice at individual, team,

organizational and societal levels

CONTEXTUAL SETTING: - Derived from a bounded setting with associated context

- Dynamic and evolving

- Mediates the application

and acceptance of core

political values , leadership competencies governing processes, & structures

GOVERNING STRUCTURES &

PROCESSES

- Provides framework for decision making,

participation, policy-making & implementation

- Provides framework for public service related to

achievement of economic, social and environmental

objectives

Past Future Present

LEGACY PUBLIC SERVICE LEADERSHIP MODEL

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Our Sustainable Leadership Collaborative (a network of practitioners and academics domestically and globally) shares the premise articulated by Harvard Professor Rosabeth Moss Kanter in 2005*…

• She observes that our leaders face a serious knowledge gap in creating robust solutions to today’s “wicked” problems.

• She states, “The problems are studied by numerous scholars in numerous professional schools, data about problems and possible solutions are widely-published, and field initiatives are often the subjects of evaluation research. But to date, a large proportion of the intellectual work tends to be oriented toward the technical side, toward specialists’ content, and not toward action or system-change processes that draw on knowledge from several disciplines.

As new action models arise that involve cross-sector collaboration based on cross-profession expertise for problems that are controversial and systemic, it is difficult to find concepts, frameworks, research findings, or models that integrate knowledge across fields to guide solution-seeking leaders. New research and curriculum development are necessary.” (emphasis added)

______* Source: Moving Higher Education to its Next Level, 2005.

Key Operating Assumptions

• Need to collect insight from leading practitioners and scholars to inform curricular & theory development.

• Need to immerse students in the theory-practice nexus.

• Need to institutionalize a “learning community” of students, faculty & practitioners.

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Miller I, II, III Sustainability Leadership Outcomes Diagram

1. Ford Grants I & II (Vietnam; $500 k): Curriculum & On-going Delivery

Miller Grant I Outcomes

1. New Co-Produced Sustainable Development Framework

2. Sustainability Leadership Collaborative (SLC) seek solutions for theory and practice

3. Final Report on Learnings and Next Steps

Miller Grant II Outcomes

1. Publications - Five Publishable Public Leadership papers

2. Sustainable Leadership Collaborative (30 local and global participants)

3. Executive MPA Curricular Development

4. Final Learnings Report

Miller Grant III Outcomes

1. Research to Inform the new Leadership Development model

2. Stakeholder Interviews (internal & external)

3. CUPA Miller Planning Grant Analysis

4. Final Report for Leveraging Miller Grants

Challenge: Improving the Leadership and Government Dimensions of PSU’s Sustainability Initiatives

Synergistic ActivitiesJan-June, 2009 June 2009 - June 2010 Jan-June, 2010

2. ExMPA Program (Oregon; $300 k): Sustainable Development Focus

3. PSU Faculty Immersion Pilot (Vietnam; $30 k): Urban Sustainability

Place-based RelationshipsProposition: Public leadership is relational, requiring leaders to take into account the global consequences of acting within a place-bound institutional context.

VisionaryProposition: Public leadership requires the creation of visions that successfully link past, present and future realities and transforms them into possibilities.

Multidisciplinary Competence & Continuous LearningProposition: Public leadership requires the competence to use and integrate multiple disciplines in a continuous learning process.

Public GoodProposition: Pubic leadership requires selfless service for the sake of a larger public good.

Continuous & Recursive BalancingProposition: Public leadership requires continuous balancing of conflicting values in the midst of complex changing realities.

Public Leadership: Working Framework

Public Leadership Propositions: Executive Leadership Institute, Portland State University, 2009

Photo Illustration: Jennifer McFarland and Kristen Magis

Political Decision-makers

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The Public Leadership Framework and Corresponding Leadership Tools – Before Miller

Public Leadership Framework Features

Corresponding Leadership Tools for Educators and Practitioners

1. Context: Understanding of Place

1.1 Environmental Scanning

1.2 SWOT Analysis

1.3 Asset Mapping

2. Vision: Inspiring Others to Follow

2.1 Future Visioning

2.2 Policy Impacts Analysis

2.3 Policy Logical Frameworks

3. Competence: Knowing and Building Capacity

3.1 Leading One’s-self, Teams, Organizations and Societies

3.2 Empowering Followers

4. Integrity: Serving the

Public Good

4.1 Public Values Assessment

4.2 Emotional Intelligence

5. Alignment: Balancing the Policy Interests

5.1 Stakeholder Analysis

5.2 Policy Convening Teams

5.3 Policy Monitoring and Evaluation

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Why Additional Leadership Competencies Why Additional Leadership Competencies Needed for Sustainable Development Issues*Needed for Sustainable Development Issues*

• Systems Thinking and Action • Capacity to Create “Proximate” Solutions • Capacity to Lead in Multi-Level Government &

Institutional Settings• Framework & Capacity to Balance Additive

Moral Trade-Offs • Increased Sense of Urgency – Current

approaches are doing more harm than good!

* Draws from body of literature on wicked problems and solutions

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The Public Leadership Framework and Corresponding Leadership Tools – Post Miller

Public Leadership Framework Features

“Leadership for Sustainable Development” Tools for Educators and Practitioners

1. Context: Understanding of Place

1.1 Leadership Role Profile Tool

1.2 Contextual Intelligence and Foresight Tool

2. Vision: Inspiring Others to Follow

2.1 Leadership Problem and Opportunity Tool

2.2 Vision and Values Inspiration and Norming Tool

3. Competence: Knowing and Building Capacity

3.1 Developing Learning Sensibilities Tool

3.2 Diagnosing Wicked Challenges Tool

4. Integrity: Serving the

Public Good

4.1 Leading with History in Mind Tool

4.2 Smart Power Tool

5. Alignment: Balancing the Values and Interests

5.1 Convening Coalitions Tool

5.2 Strategic Navigation Tool

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EMERGE: Public Leadership for Sustainable Development

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How Can ISS Strategically Leverage Miller Grant Outcomes?

I. Curriculum New On-line Degree and Certificate Programs Leadership Development Programs

II. Leadership Convening Role Action-Centered Regional Convening Initiatives to

Undertake Institutional Transformation Coordinating Sustainable Leadership Collaborative

Network

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How Can ISS Strategically Leverage Miller Grant Outcomes?

III. Research Institutionalizing Research Nods within a Virtual

Network Focused on Sustainable Development Theory and Practices

Publication of Results Student Residency Program (Oregon Fellows

Program has already field tested).

Core Principles for a Successful Virtual Research Center

• Need a respected part-time faculty director located in ISS to synergistically coordinate the nods.

• Need a team leader for each node.• Nod Model: “atelier” format that integrates

students, faculty and practitioners into a shared learning community where theory informs practice and practice sparks theory development.

Documentation of Miller Grant and Synergistic Outcomes Miller I:

- D. Morgan, M. Ingle, J. McFarland, L. Singer & D. Kohls. (2009). “Public Leadership for Sustainable Development: What Counts for Success?”, Conference Proceedings Report, June 9-10. Hatfield School of Government.

Miller II: - D. Morgan, M. Ingle, C. Shinn & K. Magis. (2010). “Continuing Collaborative

Session on Public Leadership for Sustainable Development: What Counts for Success”, June 17, Hatfield School of Government.

Miller III: - D. Morgan & M. Ingle. (2010). “Miller Planning Grant Report: An Action Plan to

Create a Research Center for Sustainable Development Policy and Practices”. August. Hatfield School of Government.

Synergistic Outcomes: - M. Ingle, K. Magis & D. Morgan. (2010). “Public Leadership for Sustainable

Development: The EMERGE Solutions-Seeking Curriculum, Tools and Case Studies”, Hatfield School of Government in Co-Production with the Ho Chi Minh National Academy for Politics and Public Administration in Vietnam.

- M. Ingle & S. Halimi. (2010). “Thinking Outside the Faculty Development Box: Reflections on PSU’s 2010 Short Term Sustainability Immersion Program in Vietnam”, November 9, Portland State University.

- D. Morgan. (2010). “The Art of Reflective Practice: Making the Most of the Executive Masters of Public Administration Capstone Project”, Hatfield School of Government, November.