Crosby B.C., Bryson J.M. - Leadership for the Common Good (2005)(en)

Directions of interest, 234e Diversity appreciation, 61, 63 Dominance, 37

Dream Assessment Initiative, 150

E

Earth Summit (1992), 53, 79, 115, 230, 248, 316, 318

Education during implementation, 332–333

EEC (European Economic Community), 321

Elder Advocacy Network (Minnesota), 20

eLeadership (Annunzio), 105 Emotional complexity, 56–58 Empowerment, 70–73

Encouraging the Heart (Kouzes and Posner), 77

Entrepreneurial policy, 244

Entrepreneurial Vocations (Krieger), 55 Entrepreneurialism/experimentation,

97–98

Environmental degradation, 26 Ethical analysis grid, 261, 262fig Ethical leadership: analyzing ethical

principles, laws, and norms, 152e; assessing capacity of, 153e–154e; defining, 108; educating about ethics, constitutions, laws and norms, 146–148; forums and arenas of, 109; helpful tools used by, 152; introduction to, 143, 146; overcoming barriers to, 147e; resolving conflicts among principles, laws, and norms, 149; understanding design/use of formal and informal courts, 149–152

Ethical principles, 147–148 Ethical role models, 147e Evaluation: AAMP practices of,

177–178; developing plans for, 329; of impact of lingering disagreement, 331; during policy change cycle, 177–179; summative, 317. See also Review process

Evolve! (Kanter), 105

SUBJECT INDEX 449

Experts: judgment of, 188; proposal drafting and use of, 287; solution search and use of, 250, 252–255

Exploring personal highs/lows, 50e

F

Facilitation Resources (Anderson and others), 77

Feedback: problem framing and, 223–225; solution search and, 251; 360-degree, 89

Final report, 239 Flexible optimism, 55

Follow-up forum, 206–207 Follower, 37 Followership, 37

Forums: access rules used in, 128– 129; building coalitions to implement proposals from, 134–138e; communicative capability during, 120–122; created to consider solutions, 249–250; using frames and interpretive schemes for, 122–125e; initial-agreement leadership guidelines on follow-up, 206–207; initial-agreement leadership guidelines on full-group, 207–210; initial-agreement leadership guidelines on initial, 199– 206; media and modes of argument used in, 126–128; norms of relevance/pragmatic communication used in, 125–126; policy modification or succession and role of, 347–348; problem formulation and use of, 230–231; reassessing policies and role of, 344; searching for solutions in, 242–266; as shared-power setting, 359; visionary leadership design and use of, 120–129

Forward mapping, 318–320 Frames: analyzing interpretive

schemes or problem, 124e–125e; forum use of interpretive schemes and, 122–125e; generative problem, 117–118; living systems,

450 SUBJECT INDEX

104–105; for problem formulation, 171–173; of problems in need of solution, 235–236; for public problems, 113–114, 220–223; unraveling old, 236; virtues, 105

Full-group forums, 207–210

G

Gay Men’s Health Crisis (1982), 66, 79, 86

Generative dialogue, 68, 126–127 Generative problem frame, 117–118 Global arms trade, 24–25

Global Compact, 168 Global economy, 25–26

Global Reporting Initiative, 317 Global trends assessment, 45e Greenpeace, 125, 140, 146 “Group norming,” 71

H

Hennepin County district, 11–14, 31, 42–43. See also AAMP (African American Men Project)

Hierarchical organizations, 6fig High-context culture, 46 High-reliability organizations,

93–94

Human nature/condition assumptions, 46–47, 48e

Human rights demands, 27 Humor, 54

Humphrey Institute of Public Affairs, 17, 76, 320

I

ICC (International Chamber of Commerce), 135

Implementation: avoiding competition with new priorities during, 329–330; building protective coalition during, 330; commitment of key implementers, 314; communication and education during, 332–333; creating new

regime during, 316–317; debugging process of, 315–316; deliberate planning/managing of, 325; designing maintenance of, 316; desired outcomes of, 312–313; direct versus staged, 335–336; ensuring facilitative arenas during, 330–331; establishing/anticipation of review points on, 317–318; evaluating impact of lingering disagreement during, 331; forward and backward mapping during, 318–320; general guidance for, 325–338e; introduction of adopted changes, 313–314; leadership guidelines during, 323–325; maintenance of coalition/leadership during, 314–315; managing collaborations during, 323; monitoring/evaluation plans developed for, 329; personnel used during, 334–336; pilot and demonstration projects transferred to, 337e–338e; starting with quick changes, 328–329; strategic documents/action plans developed for, 326; strategic thinking about, 325–326; strengthening of people/organizations during, 318; summative evaluation of, 317; vision of success of, 320–323. See also Proposal adoption

In-charge organization: illustrated diagram of, 6fig; overview of, 4–5

Inclusive community building, 100–102

Indicators, 333, 343 Information Revolution, 44

Informed public (or civic republic), 188

Initial forums: analyzing and involving stakeholders, 202–206; exploring context and personal leadership, 202; focusing on the common good, 202; getting

started, 200–201; practicing basics of good meeting preparation/ facilitation, 201–202

Initial-agreement leadership guidelines: on follow-up forum, 206– 207; on full-group forums, 207– 210; on initial forums, 199–206

Initial-agreements: action plan for obtaining, 355; characteristics of full-fledged agreements, 210–215; leadership guidelines for, 199– 215; overview of, 170–171; purpose and desired outcomes of, 198–199

Institute of Cultural Affairs, 68 Institutions: design of, 251–252;

maintaining responsive, 341–342 Integrity, 54

Interest directions, 234e Interest group policy, 244 International AIDS Trust, 127 International Chamber of Com-

merce, 126

Internet knowledge economy, 24 Interpersonal space, 46, 48e Interpreter/direction giver tasks,

110–115

Interpretive schemes, 343–344 Iraq invasion (2003), 247

Issue creation: phase of, 169–170, 243–244; thinking ahead about process of, 353. See also Public issues

Issue dimensions, 297

J

Johannesburg Summit on Sustainable Development, 125, 126, 140, 146–147

Joining Together ( Johnson and Johnson), 77

“Jumping to solutions,” 246

K

Kaposi’s Sarcoma Research and Education Foundation, 30, 97

SUBJECT INDEX 451

Knowledge economy, 24

Kyoto protocols, 41, 125, 168, 279

L

Leadership: defining, 30; development of, 74; ethical, 143, 146–154e; as flexibly optimistic, 356; implementation guidelines for, 323–325; initial-agreement guidelines for, 199–215; organizational, 77, 79–106; personal, 40– 61e, 202; planning for succession of, 100; policy reassessment guidelines for, 342–351; political, 129, 132–143, 144e–146e; problem formulation guidelines for, 227–240; searching for solutions in forums and guidelines for, 249– 265; shared-power and need for, 29–32; studies on ethnic/gender differences in, 91–92; team, 64–77; trust and spirit of, 74–77; visionary, 108–129, 130e–132e. See also Policy entrepreneurs

Leadership capabilities: assessing, 352; ethical leadership, 154e; leadership for the common good, 37–38; leadership in context, 38–48e; listed, 34–35, 359–360; needed by change agents, 34–37; personal leadership, 49–61e; political leadership, 144e–146e; visionary leadership, 130e–132e

The Leadership Challenge (Kouzes and Posner), 49, 77

Leadership for the Common Good approach, 189–191

Leadership for the Common Good

(Crosby), 35

Leadership in context: exercise for assessing, 43e; guidelines for facilitating, 44–48e; overview of, 38–43

Leadership exercises: analyzing ethical principles, laws, and norms, 152e; analyzing interpretive schemes or problem frames,

124e–125e; assessing cultural difference, 48e; assessing ethical leadership capacity, 154e; assessing leadership in context, 43e; assessing other personal strengths/ weaknesses, 54–61e; assessing political leadership capacity, 144e– 146e; assessing stakeholder attitudes toward status quo, 211e; assessing visionary leadership capacity, 130e–132e; assessing your organization, 103e–104e; assessing your team, 78e–79e; basic stakeholder analysis technique for policy change effort, 203e; conducting stakeholder role play, 284e; constructing diagram of power bases/interest, 234e; constructing organizational vision of success, 88e; constructing stakeholder influence diagram, 204e; constructing winning argument and map of common good, 235e; developing objectives from preferred problem solutions, 233e; discovering cares and concerns, 38e; exploring personal highs/ lows, 50e; global trends assessment, 45e; identifying ethical role models/overcoming barriers to ethical leadership, 147e; laying groundwork for winning coalition, 137e–138e; mission development, 85e; multicriteria assessment grid, 259e; outlining/constructing personal visions, 116e; participation planning matrix, 204e–205e; policy attractiveness versus stakeholder capability grid, 285e; using power-versus-interest grid, 121e; pursuing a big-win or small-win strategy, 276e–277e; “snowcard” technique to identify/agree on norms, 72e; stakeholder identification/analysis, 83e–84e; stake- holder-issue interrelationship diagram, 257e; stakeholder-sup-

port-versus-opposition grid, 283e, 302, 326; tapping stakeholder interests/resources for implementation, 327e; thinking about public interest and the common good, 191e–192e; thinking about public problem, 166e; undertaking solution search within specified areas, 254e

Leadership from the Inside out (Cashman), 53

Leadership for Global Citizenship

(Crosby), 35, 46

Leading Out Loud (Pearce), 129

Leading with Soul (Bolman and Deal), 53

Learning: commitment to continuous, 58; policy-oriented, 217; ways of interacting and, 54–55

Learning culture, 92

The Lexus and the Olive Tree (Friedman), 25

Living systems frame, 104–105 Lobbying: right timing of, 305; strate-

gies for effective, 287, 303–304

Lobbying Together (Hula), 143 Logic models, 260 Low-context culture, 46

M

Machiavelli in Brussels (van Schendelen), 143

Majoritarian politics, 243, 244

Managing Crises Before They Happen

(Mitroff and Anagnos), 97

Managing the Unexpected (Sutcliffe), 97 “Managing for Values:” (Moore),

105–106

Mapping (forward and backward), 318–320

The market, 187–188

Media: developing strategy during proposal drafting on, 288; forum use of argument and, 126–128; public announcement of proposal through, 307; report release and strategy regarding,

239–240; two-pronged strategy for use of, 307–308

Medicare, 293

Mid-Minnesota Area Agency on Aging, 203

Minnesota Board on Aging, 20 Mission statements: aligning organi-

zation design with, 87–89; being politician/role model to facilitate, 95–96; creating, 81–82, 85e; ensuring that organizational culture supports, 89–95

Modes of argument, 126–128 Monitoring plans, 329

Moral education, 189 Multicriteria assessment grid, 259e

Multinode network organization, 5, 6fig

Mutual gain regime, 360 Myers-Briggs Type Indicator, 54 Myths, 343–344

N

National Coalition Building Institute, 68

National Coalition Building Institute Web site, 143

National Institutes of Health, 40, 79, 102

NCI (National Cancer Institute), 88, 89, 102

Negotiating for support, 306–307 NetAid, 317

Networked organizations, 5, 6fig, 7

New York Native, 304 No-one-in-charge organization: illus-

trated diagram of, 8fig; overview of, 7, 9; planning and decision making in, 10

The Normal Heart (Kramer, play), 44 Norms of relevance, 125–126

O

Off-cycle policy change: described, 162; managing ideas during, 163–166

Oil spills, 26

SUBJECT INDEX 453

Operationalization. See

Implementation

Opponents, 306. See also Resistance Optimism, 55–56

Organizational culture: described, 47; ensuring that mission/philosophy are supported by, 89–95

Organizational leadership: attention to organizational purpose/design by, 81–96; building inclusive community, 100–102; dealing with internal/external change, 96–100; helpful tools for, 102–106; introduction to, 77, 79–80

Organizational Leadership and Culture

(Schein), 95

Organizational purpose/design: aligning design with, 87–89; constructing vision embodying goals/strategies for, 87, 88e; developing goals and strategies to facilitate, 82, 86; developing mission/philosophy statements on, 81–82, 85e; leadership tasks related to, 81; stakeholder identification/analysis to facilitate, 83e–84e

Organizations: agreement on responsible, 226; assessing your, 103e– 104e; continuum of sharing in, 19fig; hierarchical and networked, 6fig; high-reliability, 93–94; implementation of policy change and strengthening of, 318; planning and decision making types of, 4–5, 7, 9–14; reassessment of policies and staying power of, 344–345; virtuousness of, 90

Organized anarchy of policy process, 161–169

Outlining/constructing personal visions, 116e

Oval mapping, 69

P

Participation planning matrix, 204e–205e, 231

454 SUBJECT INDEX

Personal leadership: assessing other personal strengths/weaknesses, 54–61e; discerning the call to leadership, 49, 51–54; explored during initial forums, 202; exploring personal highs/lows, 50e; practices of, 49

Personal networks/balance, 59 Personal strengths/weaknesses: au-

thority, skills, and connections, 58; cognitive, emotional, and behavior complexity, 56–58; commitment to continuous learning, 58; exercise in assessing additional, 60e–61e; integrity and sense of humor, 54; position in social hierarchies, 59, 61; sense of self-efficacy, optimism, and courage, 55–56; supportive personal networks and balance, 59; ways of learning and interacting, 54–55

Personnel during implementation, 334–336

Persuasion campaigns, 127, 303–304

Persuasion in Society (Simons), 129 Philosophy statements: creating,

81–82; ensuring that organizational culture supports, 89–95

Pilot projects, 337e–338e

Policies: continuation of, 346–347; modification or succession of, 347–349; reassessment of, 340– 356; termination of, 349–351. See also Public policy

Policy attractiveness versus stakeholder capability grid, 285e

Policy change: benefits of proposed, 355–356; costs and consequences of, 355; hierarchy of, 180–181; implementation or operationalization of, 312–339; outlining compelling reasons for, 352; shared belief in mutual endeavor of, 271; starting anew following policy reassessment, 351–356; timing of, 356; two types of,

162–163; understanding, 157, 160–161. See also Proposals

Policy change cycle: continuation, modification, or termination during, 179; illustrated diagram of, 159fig; implementation and evaluation during, 177–179; initialagreement during, 170–171, 197–215; issue creation phase of, 169–170; phases of, 169–179, 360; policy or plan formulation during, 174–176; problem formulation during, 171–173, 216–241; proposal review and adoption during, 176–177; search for solutions during, 173–174; vision at beginning of, 321

Policy entrepreneurs: adoption/implementation of proposal role by, 296–298; big/small winning strategies pursued by, 274–279; conceptual frameworks developed by, 244–245; forward and backward mapping by, 318–320; sign-up process and role of, 292– 295; social significance/urgency motivations of, 220; solution components identified by, 245–248; vision of success constructed by, 320–323; window of opportunity exploited by, 295–296. See also Change agents/advocates; Leadership

Policy entrepreneurship: defining common good in context of, 158e; enacting the common good in, 181–182; essential requirements of, 156–157; guidelines for thinking about common good during, 182–192e; hierarchy of process, 180–181; problem formulation and caveats for, 240–241. See also Public policy

Policy makers, 302

Policy process: analyzing and managing stakeholders during, 166– 168; designing institutions dur-

ing, 168–169; managing ideas during, 163–166; understood as organized anarchy, 161–169

Policy reassessment: desired outcomes of, 341; four reasons to, 340–341; leadership guidelines for, 342–351; maintaining responsive institutions during, 341–342; resolving residual problems through, 342; starting anew following, 351–356; tackling new reform following, 342

Policy reassessment leadership guidelines: general principles used for, 343–346; for policy continuation, 346–349; for policy termination, 349–351

Policy regime: defining, 18–19; of mutual gain, 19

Policy termination, 349–351 Policy-making bodies, 209e Policy-oriented learning, 217 Political decision making, 11fig–14 Political leadership: adeptly design-

ing/using formal and informal arenas, 139–143; assessing capacity of, 144e–146e; building sustainable coalitions, 134–138e; defining, 108; forums and arenas of, 109; helpful tools used by, 143; main skills of, 129; mediating/ shaping conflict within and among constituencies, 129, 132– 134; overcoming bureaucratic resistance during implementation, 138–139

Politics (Aristotle), 182 Pollution, 26 Population shifts, 26–27

“Pork-barrel” policies, 244 Power bases, 234e

The Power of Followership (Kelley), 37, 106

Power-versus-interest grid, 121e Pragmatic communication, 125–126 Pragmatic idealism, 55

Preliminary reports, 236–237

SUBJECT INDEX 455

Problem formulation: caveats for policy entrepreneurs, 240–241; leadership guidelines for, 227– 240; overview of, 171–173; purpose and desired outcomes of, 217–227. See also Solutions

Problem formulation leadership guidelines: caveats for policy entrepreneurs, 240–241; constructing common good map/winning argument, 235e; constructing diagram of power bases/interest, 234e; developing objectives from preferred solutions, 233e; diagram of bases of power/interest, 234fig; focus on problems/desired outcomes, 231–233, 235; on forums used, 230–231; framing problems in need of solution, 235–236; report preparation, review, and dissemination, 236–240; on role of sectors in problem formulation, 230; for two-step process, 228–230; unraveling old frames, 236

Problem formulation purposes: attention to stakeholder feelings/ attitudes and, 226; awareness/ appreciation of public problems and, 218–225; clarification of relevant difference among stakeholders, 225; clarification of relevant differences among stakeholders, 225; criteria for measuring stakeholder satisfaction and, 225–226; desired outcomes for, 217

Problem statement, 227, 238e The productive community, 117

Proposal adoption: aligning incentives for implementation of, 308– 309; away from status quo support of, 309; coalition to monitor implementation of, 301; decision in court to require/facilitate, 298–299; decision to proceed with, 296–298; engage reviewers

456 SUBJECT INDEX

of, 305–306; leadership guidelines for, 301–311; learning from failure of, 310–311; maintaining respectful participant relationships during, 301; provision of guidance/resources for implementation of, 299; purpose and desired outcomes of, 290–291; regime building to facilitate, 310; shared excitement about policy/ implementation of, 300–301; supported by those who can affect implementation, 300; widely shared agreement on, 291–296. See also Implementation

Proposal adoption leadership guidelines: building support, 302–308; gleaning success from failure, 310–311; overview of, 301–302; providing implementation guidance/support, 308–310

Proposal displacement, 286 Proposal leadership guidelines: de-

veloping and review of draft proposal, 280–284, 286–287; on last proposal decisions, 288–289; overview of, 279–280; softening up and media strategies, 287–288

Proposals: adopting policy, 290–311; big vs. small winning strategies for, 274–279; characteristics of “winning,” 271–274; developing and review of drafted, 280–284, 286–287; drafting policies and plans for, 268–269; final draft of, 286; identification of necessary resources in, 270, 274; incorporating constructive modifications, 269–270; leadership guidelines for, 279–289; necessary coalitions in, 270–271, 286, 287–288; possible format of, 281; purpose and desired outcomes of, 267–271; stakeholder analysis for use in, 282–286. See also Policy change

Public issues: creation of, 169–170, 243–244, 353; helping frame and

reframe, 113–114; stakeholderissue interrelationship diagram, 256fig, 257e. See also Issue creation

Public participation, 45 Public passion, 38

Public policy: defining aspects of, 157; drafting for proposals, 268– 269; entrepreneurial, 244; exploring phases of change cycle in, 169–179; formulation of, 174–176; interest group, 244; understanding changes in, 157, 160–161; understanding process as organized anarchy, 161–169. See also Policies; Policy entrepreneurship

Public problems: adopting a sharedpower approach to, 16–17; appreciating solutions and, 14–17; awareness and appreciation of, 218–225; championing new ways of dealing with, 114–115; definitions of, 219–220; emergent or developmental, 15; examples

of breakthroughs for, 361–362; framing, 171–173; helping frame and reframe, 113–114; multicausal explanations/complex framing of, 220–223; political decision making to solve, 11fig–14; rational planning used to solve, 10fig–11, 15–16; reassessing policies and moving on to next, 342; thinking about, 166e. See also Solutions

Q

Quality movement, 104

Quality Partnerships Initiative, 178

R

Rational planning: comparing political decision making to, 11fig–14; described, 10fig–11; to solve public problems, 10fig–11, 15–16

Reassessing policies. See Policy reassessment

Reflective Leadership Center, 35

Refugee populations, 26–27 Regime of mutual gain, 360 Regional Development Commission

(Minnesota), 203 Relational dialogue, 126

Relationships: cultivated by change advocates, 294; during policy-re- view-and-adoption phase, 301. See also Coalitions

Religious regime, 188

Reports: deferring other problems in, 238; final, 239; generic problem statement format for, 238e; media strategy following release of, 239–240; preliminary, 236–237; review process for, 237–238

Representative government, 188 Resistance: keeping an eye on oppo-

nents and, 306; to new policy, 332–333, 335; to policy termination, 350

Resources: adopted proposal provision of guidance and, 299; efficient use of, 247; identified in proposals, 270, 274; seeking adequate, 308

Review groups, 346

Review process, 305–306, 317–318, 345. See also Evaluation

Rio Conference on Environment and Development, 15–16

Rural Summit (1998) [Minnesota], 200

S

“Satisficing,” 246 Self-efficacy, 55–56 Self-interest, 252 Senior Federation, 209 Sense of humor, 54

September 11, 2001, 247, 296 September 11 investigative commis-

sion, 345

Seven Zones for Leadership (Terry), 105 Shared Leadership (Pearce and Con-

ger), 77, 106

Shared-power approach: causes and consequences of, 21, 23–29; con-

SUBJECT INDEX 457

tinuum of organizational sharing and, 19fig; defining meaning of, 17–21; in no-one-in-charge organization, 7, 8fig, 9; public problems solved through, 16–17; some definitions included in public problems and, 22e–23e; understanding public problems in context of, 21fig

Shared-power world: advantages of vision in, 321–322; declining capacity to govern/blurred boundaries in a, 28–29; definitions used in the, 22e–23e; described, 259; environmental degradation in a, 26; global arms trade/terrorism threat in a, 24–25; global economy in a, 25–26; human rights demand/democratic governance in a, 27; need for leadership in, 29–32; population shifts in a, 26–27; social change in the, 33; understanding public problems in, 21e; the wired and wireless, 23–24

Shell’s shareholders meeting (2003), 147

Signing-up process, 292–295 Single-node network organization,

6fig

The Skilled Facilitator (Schwarz), 77 Skills trait, 58

Small-win strategy, 274–279 “Snowcard” technique, 71, 72e Social capital, 30

Social change: African American Men Project experience with, 31, 57–58; AIDS crisis and working for, 30, 39–40, 42; Hennepin County district experience with, 11–14, 31, 42–43; role of sharedpower world in, 33; using social networks to bring about, 30–31; VAN (Vital Aging Initiative) [Minnesota] and, 20–21, 31, 41–42

Social Group Membership/Bridging Differences, 62e

458 SUBJECT INDEX

Social hierarchy position, 59, 61 Social networks: change through,

30–31; importance to quality of life, 30; supportive personal, 59 Softening-up process, 287–288, 292

Solution search components: efficient use of resources, 247; enhancement of quality, legitimacy, and prestige, 247–248; expanded advocacy coalition, 248; need to identify, 245–247; placement of issue on public agenda, 248; stakeholder-issue interrelationship diagram, 256fig, 257e

Solution search leadership guidelines: for assessing solutions, 257–263; cautions regarding, 249; for constructing/communicating compelling vision, 263–265; on using expertise, 250, 252–255; orchestrating forums and managing conflict, 249–250; paying attention to stakeholders, 255–257; using systems view/focusing on institutional design, 251–252

Solutions: AAMP search for, 173–174; appreciating public problems and, 14–17; assessing, 257–263; developing objectives from preferred problem, 233e; using forums to search for, 242– 266; “jumping to,” 246; “lumpy,” 335–336; methodical development of, 252–255; policy change cycle and search for, 173–174; problems in need of framed, 235–236; undertaking solution search within specified areas, 254e. See also Problem formulation; Public problems

Solutions in forums: development of conceptual frameworks, 244–245; identification of solution components, 245–248; leadership guidelines during search for, 249–265; purpose and desired outcomes, 242–245

Soulwork, 52–53

Space (interpersonal), 46, 48e Splitting/consolidating programs,

348

Sponsors: described, 208; identifying, 303

Staged versus direct implementation, 335–336

Stakeholder capability versus policy attractiveness grid, 285e

Stakeholder Influence Diagram, 204e Stakeholder role play exercise, 284e Stakeholder-issue interrelationship

diagram, 256fig, 257e, 302 Stakeholder-support-versus-

opposition grid, 283e, 326 Stakeholders: analyzing and involv-

ing in initial forums, 202–206; analyzing/managing during policy process, 166–168; assessing attitudes toward status quo, 211e; attention to feelings and attitudes of, 226; clarification of relevant differences among, 225; criteria for measuring satisfaction of, 225–226; emphasizing collaboration among, 98–100; examples of organizational analysis of, 94; exercise on identification/analysis of, 83e–84e; policy continuation and role of, 346–347; proposal review of goals by, 282; proposals and analysis of, 282–286; separating from terminated policies, 350–351; solution search support by, 255–257; tapping interests/resources for implementation, 327e. See also Coalitions

STMicroelectronics, 53–54 Stockholm International Peace

Research Initiative, 25

Strategic release of information, 298 Strategic voting, 296–297, 304–305 Strategy documents, 326 Summative evaluations, 317

Super-Leadership (Manz and Sims), 77 SWiM appraoch, 237