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Developing Effective Leaders

Developing Effective Leaders. Managing Controversial Public Issues: Solve a Problem or Create a Riot. In this session, you will learn to:. Identify elements of a community issue. Distinguish between myths, facts, & values. Appreciate importance of naming issues.

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Developing Effective Leaders

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  1. Developing Effective Leaders Managing Controversial Public Issues:Solve a Problem or Create a Riot

  2. In this session, you will learn to: • Identify elements of a community issue. • Distinguish between myths, facts, & values. • Appreciate importance of naming issues. • Understand the elements of issue framing. • Understand alternatives and consequences. • Recognize styles of issue resolution. • Identify roles that leaders can perform.

  3. Elements of Public Issue • Is the “problem” a problem or a solution being promoted? • Is there controversy? • Is it a public problem? • What are the multiple sides to the issue? • Can public discussion offer a solution? • Are people ready to discuss? Is there a window of opportunity for resolution? • Are there resources for resolution? • Are you willing & able to be neutral and objective?

  4. Potential Controversy • Quality of life/standard of living • Personal health/safety • Environmental risk • Justice/equality • Role of government

  5. The Public Decision-Making Process

  6. Activity: Who Gets the Heart? 22-year-old Brazilian soccer star 37-year old single mother on welfare 53-year-old Nobel Prize winning scientist on the verge of discovering a cure for Heart Disease 66-year-old retired woman with 17 grandchildren

  7. Pro vs. Con Divisive and destructive Alternatives and Consequences Cohesive and constructive Approaches to Problem Solving

  8. Styles of Issue Resolution:Traditional & Issue Based • Principles • Assumptions • Steps • Techniques

  9. Styles of Issue Resolution- PRINCIPLES - Traditional Issue-based

  10. Styles of Issue Resolution- ASSUMPTIONS - Traditional Issue-based

  11. Styles of Issue Resolution- STEPS - Traditional Issue-based

  12. Styles of Issue Resolution- TECHNIQUES - Traditional Issue-based

  13. Naming the Issue • Reflect people’s concerns • Use public terms • Reflect different perspectives and experiences

  14. Divisive Public School Consolidation Government Health Care Abortion; Family Planning Cohesive Improving Educational Opportunities for Public School Youth Improving Access to Health Care Preventing Teen Pregnancy Naming the Issue – Examples

  15. Framing an Issuefor Public Decision Making • Pulling together people’s concerns and perspectives on an issue to create a framework in which the community can make choices about how to act.

  16. Issue Frameworks • Frameworks can be used in many ways: • Articles in newspapers and on web sites • Public deliberative forums • Town hall meetings • Brochures, flyers and handouts • Speeches and public commentary • Media interviews

  17. Context for Framing Issues • Be sensitive to: • Perceived concerns • Stakeholders • Include affected groups when working to frame the issue.

  18. Goals for Issue Framing • Making choices • Understanding underlying concerns • Common ground • Meaningful engagement • Understanding without oversimplifying • Citizen empowerment • Problem-solving skills • Improving the quality of public talk • Broad range of views

  19. Steps in Issue Framing • Identify the issue • Research the issue • Name the issue in public terms • Identify concerns • Identify possible actions • Cluster actions into policy directions • Identify alternatives and consequences • Identify potential trade-offs

  20. Attributes of a Successful Issue Framework • Based on a problem suitable for public deliberation and decision making. • Reflects input from a wide range of community perspectives. • Uses tension/dilemmas to stimulate thoughtful consideration of policy approaches.

  21. Roles for Community Leaders • Forecaster or Futurist • Advisor or Consultant • Framework Developer • Facilitator • Information Provider • Project Developer

  22. Top 10 Actions forSolving Public Problems • Tell it like it is • Be available • Offer predictions to challenge people’s thinking • Admit mistakes • Trust the people • Get acquainted with other leaders • Capture the “teachable moment” • Do your homework • Work within the system • Be objective

  23. Final Thought “You’re either part of the solution or part of the problem.” Eldridge Cleaver

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