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

T

Team flow, 75

Team leadership: building team trust and spirit, 74–77; communication fostered by, 67–70; described, 64–65; empowerment task of, 70–73; team recruitment task of, 65–66

Teams: assessing your, 78e–79e; emphasizing collaboration/team building within, 98–100; empowering members of, 70–73; fostering communication skills for, 67–70; “snowcards” to identify/ agree on norms for, 71, 72e; trust and spirit of, 74–77

Terrorism threat, 24–25 360-degree feedback, 89

Time: cultural perceptions of, 46, 48e; for policy change, 356

Trust issues, 74–77

Turning to One Another (Wheatley), 53

U

U.N. Conference on Environment and Development (1992) [Earth Summit], 53, 79, 115, 230, 248, 316, 318

U.N. High Commissioner for Refugees, 26

UNCED (U.N. Conference on Environment and Development), 15–16

Universal Declaration of Human Rights, 184

University of Minnesota Extension Service, 20

University of Minnesota’s College of Continuing Education, 320

U.S. Department of Health and

Human Services, 79, 89

V

Value judgments, 223–225

VAN (Vital Aging Initiative) [Minnesota], 20–21, 31, 41–42; access rules used by, 143; accountability mechanisms used in, 150; active

SUBJECT INDEX 459

citizenry promoted by, 190; Advocacy Leadership Certificate Program of, 178, 190, 251, 315–316, 320; building trust and spirit in, 75, 76–77; change advocates in the, 80; coalition maintained during policy implementation, 315; common good as defined by, 187; dealing with change, 96; feedback loop used by, 251; full-group forums participants in, 209–210; idea management during policy process at, 164; initial forums of, 201; interpretation/direction giving in, 111, 112, 114, 115; lobbying and persuasion strategies used by, 303; mission statement of, 82; new technologies used by, 98; planning for leadership succession by, 100; policies/plans drafted by, 268; policy reassessment by, 343; problem formulation by, 171, 224; produc- tive-citizen frame promoted by, 123; public problem breakthrough by, 362; review point established by, 318; stakeholder analysis by, 94; team leadership role in, 65; “venue shopping” by, 175

VAN Web site, 31, 115, 129, 251, 320 “Venue shopping,” 175

Vietnam War, 27 Virtues frame, 105

Vision: at beginning of policy change cycle, 321; constructing/ communicating compelling solution, 263–265; developing guiding, 333; shared-power world and use of, 321–322; of successful implementation, 320–323

Visionary leadership: assessing capacity of, 130e–132e; championing new ways of dealing with public problems, 114–115; characteristics listed, 109–110; communal stories communicated by, 117–119; defining, 108; designing and using forums, 120–129; forums and

460 SUBJECT INDEX

arenas of, 109; helping frame and reframe public issues, 113–114; interpreter/direction giver characteristic of, 110–115; offering compelling vision of the future, 115, 117–119; outlining/constructing personal visions, 116e; power- versus-interest grid used by, 121e; responses during a crisis by, 120; revealing/naming real needs and conditions, 111–112

Visionary Leadership (Nanus), 87 Vital Aging Summit (2002), 115,

117, 315

Vital Aging Summit (2004), 315 Vital Force project, 320 Voluntary activities, 45 Volunteers of America, 320

W

Walking the Talk (Holliday, Schmidheiny, and Watts), 37–38, 112, 117, 279

WBCSD (World Business Council for Sustainable Development), 16, 31, 40–41, 65, 79–80, 113, 140; active citizenry promoted by, 190; adaptation of principles, laws, norms by, 148; big-win/ small-win strategies pursued by, 279; common good decisions by, 184–185; common good as defined by, 187; compelling vision created by, 264; conflict resolution rules set up by, 150–151; constructive modifications incorporated by, 269–270; dealing with change, 96; decision-making capabilities of leadership of, 140; designing institutions during policy process at, 168–169; emphasis of operating values, 97; framing of problems by, 222; idea management during policy process at, 164; initial-agreement phase of, 198, 202; interpretation/direction giving in, 111, 113; market-

oriented solutions favored by, 252; mission statement of, 82; new policy regimes implemented by, 316; policy reassessment by, 344; pragmatic communication used by, 125–126; problem formulation by, 171; public problem breakthrough by, 361–362; real needs/conditions revealed by leadership of, 111–112; resolving conflicts among ethical principles, 149; review points established by, 318; social and environmental focus of, 99; softening-up process used by, 288; stakeholder analysis by, 94; strategic directions of, 86; sustainable development frame adopted by, 123; “venue shopping” during, 175; vision of the future by, 117; Young Managers Team launched by, 248

Websites: Association for Conflict Resolution, 87; Dimensions of Leadership Profile, 54; Institute of Cultural Affairs, 68; Myers-Briggs Type Indicator, 54; National Coalition Building Institute, 143; on refugee populations, 26; Stockholm International Peace Research Initiative, 25; VAN (Vital Aging Initiative), 31, 115, 129, 251, 320; WBCSD, 82, 86

Wilder Foundation, 143 Window of opportunity, 295–296

Working with Culture (Khademian), 95 World Business Council. See WBCSD (World Business Council for Sus-

tainable Development) World Health Organization, 40

World Industry Council for the Environment, 79

World Summit on Sustainable Development (2002), 135

Y

Young Manager Teams, 140

Young Managers Team (WBCSD), 248