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MPA Q2: Doing Democratic Public Administration (Leadership Summit (Plenary…

- - - - democratic, difference, context, change, dialogue, values, followers, open participation in systems, effective results, organic design
      - bureaucratic, sameness, best practices, control, keep chaos out, hierarchical, efficient outputs, policy implementation
    - - MAXWELL: Sometimes You Win, Sometimes You Learn
      - VAN WART: Lessons From Leadership Theory
      - JOHNSON: Ch 7 & 8 review
- - - - MILLER: We Don't Make Widgets
      - O'LEARY: Ethics of Dissent
      - HAYWARD: An Exploration of Tole Interdependence and Balance
    - - decisions by managers & administrators are important. both use values & potentially different styles
      - biases can dictate how we make decsions: would we act differently if we "knew" more? if we understood others' biases?
      - Self Awareness & Values: Lead with Both
        
        must first manage self, before can lead others (Zig Zigler quote)
        
        VALUE is what you think is important
        
        how do values show up in Language, Time, Measures, Rewards?
        
        BELIEF is what you think is true
        
        What you see = behaviors
        
        have to unpack that - where are those actions coming from?
- - - - in conflict - brain reverts to instinct: flight or fight
        
        What to do: Conflict - give space - need time to let adrenalin dissipate, then ask questions - gets brain thinking again - "I wonder" or "I notice"
        
        get familiar with autism spectrum - will go to monofocus, need to give that space - folks with PTSD, brain injuries etc
    - - Competing: good when quick decision needs to be made.Can be dismissive of others (or feel that way)
      - Collaborating: when you want consensus. When you want to gain ongoing commitment. Overuse leads to circular conversations and doesn't move things forward
      - Compromising: best when there is a decision to be made, but not a deal breaker situation. Can take a lot of time.
      - Avoiding: when you know there is no chance of resolution, buy time to research, learn more, build support.
        when there is a charged situation/emotional - can take a step back - pick battles
        Con - voice not always heard
      - Accommodating: If you need to build up social credit with someone. Save our energy for conflicts that matter. Yes people - downside = doormat
- - - - ORG THEORY: 3 schools:
        Org Theory,
        Org Behavior,
        Org Development
      - Org Theory Continuum:
        Classical (up to 1940 - yet alive & well),
        Neoclassical (40's to late 60's),
        Challenge (70's to today)
      - Key question: how are you going to get done what needs to get done?
      - Macro, Meso, Micro:
        differ by levels of analyses -
        don't get overwhelmed by theory - break it down
        3 questions to ask:
        what arguing?
        what assuming?
        what asking?
    - - Orgs as Structure, formal structure
      - Orgs as Culture - how things are REALLY done
      - Orgs as Process - frameworks , think of orgs as systems, how we work on paper
      - Orgs as People - social unit
      - Orgs are a MYTH- they are not the structures themselves. Strip everything away and orgs are people
  - - - start looking at motivation,
        study of behavior of individuals,
        supervisor - subordinate relationships,
        what motivates behavior?
        routines improve efficiency,
        what about constitution?
        
        Representative bureaucracy:
        passive representation
        active representation
        
        Who should we (PAs) be responsive to? Elected, citizens, pressure groups
        
        Take Aways Msgs:
        Individuals Matter
        Routines, myths, theories matter
        we organize for a purpose
        Orgs change
        democracy/routines affect over orgs
        this is no walk in the park