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Leadership for the common good : tackling public problems in a shared-power world

Author: Barbara C Crosby; John M Bryson
Publisher: Princeton, N.J. : Recording for the Blind & Dyslexic, 2005.
Edition/Format:   Audiobook on CD : CD audio : English
Summary:
The authors say that we increasingly need leadership in situations where power is shared. This requires making links between groups that have common objectives and creating networks in which cooperation is informally forged. The purpose of such leadership is to influence public policy and create change, and the book is aimed at citizen activists as much as governmental leaders. Three settings are conceptualized for  Read more...
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Details

Material Type: Audio book, etc.
Document Type: Sound Recording
All Authors / Contributors: Barbara C Crosby; John M Bryson
OCLC Number: 62205788
Notes: Originally published: San Francisco : Jossey-Bass, ©2005. 2nd ed.
Bryson's name appears first on the earlier edition.
Description: 1 audio disc : digital, mono ; 4 3/4 in.
Contents: When no one is in charge : the meaning of shared power --
Leadership tasks in a shared-power world : leadership in context, and personal leadership --
Leadership tasks in a shared-power world : team and organizational leadership --
Leadership tasks in a shared-power world : visionary, political, and ethical leadership --
Policy entrepreneurship and the common good --
Forging an initial agreement to act --
Developing an effective problem definition to guide action --
Searching for solutions in forums --
Developing a proposal that can win in arenas --
Adopting policy proposals --
Implementing and evaluating new policies, programs, and plans --
Reassessing policies and programs.
Responsibility: Barbara C. Crosby, John M. Bryson.

Abstract:

The authors say that we increasingly need leadership in situations where power is shared. This requires making links between groups that have common objectives and creating networks in which cooperation is informally forged. The purpose of such leadership is to influence public policy and create change, and the book is aimed at citizen activists as much as governmental leaders. Three settings are conceptualized for such leadership: forums, or places where issues are formulated and visions advanced; arenas, where ideas develop and policies are made; and courts, where legitimacy is distributed and conflict managed (this includes the "court of public opinion"). Most of the book is devoted to practical guidance for such leadership, offered in the format of phases of a "policy change cycle." These phases include agreeing to act, defining the problem, searching for solutions, implementing, and reassessing. The advice offered is explicit, given in the form of specific guidelines and enumerated points, and illustrated throughout by reference to two case studies: civic reform in the Twin Cities of Minnesota and the pro-choice movement in abortion politics. The authors discuss a concept of political rationality that apparently means achieving acceptance by stakeholders, and never define the "Common Good" in their title.-Choice.

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