Crosby B.C., Bryson J.M. - Leadership for the Common Good (2005)(en)
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Summary and Conclusion
We have written the revised edition of Leadership for the Common Good in the hope of presenting a useful theoretical framework and practical guidance for those who want to inspire and mobilize others to build a better world. We assume you, the reader, are one of those people.
At this point, you should have a variety of conceptual skills and practical tools that you can use to tackle public problems that concern you and to build the leadership effectiveness of others. Let’s briefly review the main concepts that make up the Leadership for the Common Good framework.
•The shared-power world is one in which a public problem or challenge affects numerous individuals, groups, organizations, and interorganizational networks. This view of the context of public problems reveals the importance of paying attention to an array of stakeholders, across sectors, as you try to deepen your understanding of a problem or challenge and identify promising solutions. It also highlights the existing shared-power arrangements that support the status quo and alerts you to the need to create new shared-power arrangements and alter the old ones.
•Forums, arenas, and courts are the shared-power settings in which leaders and constituents create and communicate shared meaning about public problems, affect the making and implementing of policy decisions, and resolve disputes and sanction conduct related to those decisions. We have argued that leaders can have their greatest impact through wise design and use of informal and formal forums, arenas, and courts.
•Eight major leadership capabilities are needed to achieve the common good in a shared-power world:
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1.Leadership in context: understanding the social, political, economic, and technological givens of a problematic situation and discerning openings for change
2.Personal leadership: understanding self and others and deploying that understanding in a leadership endeavor
3.Team leadership: building productive work groups
4.Organizational leadership: nurturing effective and humane organizations
5.Visionary leadership: creating and communicating shared meaning in forums
6.Political leadership: making and implementing policy decisions in arenas
7.Ethical leadership: sanctioning conduct and resolving residual disputes in courts
8.Policy entrepreneurship: coordinating leadership tasks over the course of a policy change cycle
•The policy change cycle is the general process by which leaders and constituents tackle public problems in a shared-power world. The process involves a shifting array of leaders and followers in a variety of forums, arenas, and courts and consists of several interactive phases that can play out over the course of several years. These are the phases:
1.Initial agreement to do something about a public problem
2.Problem formulation
3.Search for solutions
4.Proposal formulation
5.Proposal review and adoption
6.Implementation and evaluation
7.Policy continuation, modification, or termination
•The common good entails widely beneficial outcomes that are never preordained but instead arrived at through mindful leadership and active followership. We describe the desired outcome of leadership for the common good as a regime of mutual gain, a system of policies, programs, laws, rules, and norms that yields widespread benefits at reasonable cost and taps people’s deepest interest in their own well-being and that of others.
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Throughout the book, we have supplied exercises that can help you and your supporters apply these concepts to whatever public problem, need, challenge, or possibility is vitally important to you. The second part of the book offers specific guidance for moving through the seven phases of the policy change cycle. We have also referred you to numerous other scholars and practitioners who offer alternative approaches and tools, or who expand on our advice.
Finally, we have used examples from four cases to illuminate leadership for the common good in practice. In each case, leaders from diverse personal and organizational backgrounds worked together to inspire and mobilize an array of stakeholders to achieve a breakthrough in thinking about a public problem and enact solutions that have far-reaching benefits.
1.In the U.S. AIDS case, physicians, public health workers, gay rights activists, people suffering from AIDS and their families, a few congressmen and their aides, and medical researchers strove to galvanize the medical profession, government bureaucracies, and the general public to respond to the deadly immune deficiency disease that struck first gay men and then many other groups. These leaders were able eventually to construct a regime of mutual gain. The regime is always under threat, however, as each generation has to learn or relearn the need for safe sex, and as insurance coverage for medical treatments and drugs is altered by shifting government and business policies. The HIV/AIDS epidemic continues to devastate many African countries and threatens the future of other countries around the world. Policy entrepreneurs now focus intensely on how to achieve policies that will make AIDS prevention and medication available to all who need them.
2.Through the World Business Council for Sustainable Development, the chief executives of major corporations have developed an innovative and effective business-oriented response to remedying environmental destruction caused by manufacturing, timber harvesting, mining, and other production processes. They and the council staff have joined many U.N. initiatives; helped spread the gospel of eco-efficiency; and launched or supported local, regional, and international projects designed to reduce pollution and waste, increase living standards, and make businesses more sustainable over the long haul. Because of the council’s emphasis on voluntary
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approaches and its understandable focus on business practices that foster sustainable development (rather than publicizing businesses that continue harmful practices), the council will no doubt continue to be criticized by organizations that are more focused on prompting citizen and government measures to halt environmental destruction. Yet as the common initiative with Greenpeace around the Kyoto Protocol demonstrates, the council can also find opportunities to work with corporate critics on specific initiatives.
3.In the African American Men Project, public officials have worked with businesspeople, nonprofit leaders, grassroots activists, educators, and researchers to connect and redefine a host of barriers faced by African American men in Hennepin County, Minnesota. The project has both revealed and expanded leadership by African American men. Moreover, these leaders are creating new narratives and groundbreaking initiatives that weave a better future for African American men into a better future for the entire county. Through such projects as Right Turn and the Day of Restoration, young African American men are increasingly able to take charge of their lives and overcome institutional barriers to their success.
4.The Vital Aging Network in Minnesota is part of a U.S. movement to revolutionize thinking and policy about older adulthood. The organizers of VAN brought together university administrators, educators, and nonprofit and community leaders to gather and disseminate evidence that older adults have the potential to lead productive lives into their nineties at least. They have used statewide summits, a Website, and a variety of educational programs to help empower older adults to stay healthy and productive and to advocate effectively for better public policies and community practices. VAN’s organizers are laying the groundwork for a regime of mutual gain, in which older adults partner with younger generations in building communities that help all their inhabitants lead a fulfilling, dignified, and productive life. In a parallel with the AAMP, VAN has both revealed and expanded leadership on the part of older adults.
The people who exercised leadership in these cases are by no means perfect leaders. By definition, leaders will never be perfect since they are human beings. We presented these people not be-
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cause they are larger-than-life heroes but because they demonstrate how personal passion connects to public issues and how the urgency, determination, and foresight of a few can spread to diverse others, who together can build an effective coalition for change.
We hope that you can see yourself in these people and that you, your friends, colleagues, and fellow citizens will find in these pages abundant reasons and resources for tackling even the most challenging public problem. The world urgently needs your leadership for the common good.
We hope as well that you believe almost anything is possible with enough leadership for the common good. As citizens of the world we have rebuilt after wars; ended depressions; virtually eliminated polio, smallpox, and river blindness; unraveled the human genome; watched a reasonably united and integrated Europe emerge; and seen democracy spread where it was thought unimaginable. Now let’s think about having a good job for everyone, adequate food and housing for all, universal health care coverage, drastically reduced crime, effective educational systems, secure pensions and retirements, a dramatic reduction in greenhouse emissions, elimination of weapons of mass destruction, eradication of HIV/AIDS, realization in practice of the Universal Declaration on Human Rights, and numerous other worthy goals. Then let’s get to work. We can create regimes of mutual gain by drawing on our diverse talents—and have done so again and again throughout history (Boyte and Kari, 1996; Light, 2002). With enough widespread leadership, we will do it again and again.
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