Developing Effective Leaders Managing Controversial Public Issues

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Developing Effective Leaders
Managing Controversial Public Issues:
Solve a Problem or Create a Riot
Renée A. Daugherty, Ph.D.
and Sue E. Williams, Ph.D.
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.
2
Elements of Public Issue
 Is the “problem” a problem or a solution being
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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?
3
Potential Controversy
 Quality of life/standard of living
 Personal health/safety
 Environmental risk
 Justice/equality
 Role of government
4
The Public Decision-Making Process
Public Problem
Facts
Myths
Values
Public Decision
5
Activity: Who Gets the Heart?
22-year-old
Brazilian
soccer star
53-year-old Nobel
Prize winning
scientist on the verge
of discovering a cure
for Heart Disease
37-year old
single
mother on
welfare
66-year-old
retired woman
with 17
grandchildren
Approaches to Problem Solving
Pro vs. Con
Divisive and destructive
Alternatives and Consequences
Cohesive and constructive
7
Styles of Issue Resolution:
Traditional & Issue Based
 Principles
 Assumptions
 Steps
 Techniques
8
Styles of Issue Resolution
- PRINCIPLES Traditional
Issue-based
9
Styles of Issue Resolution
- ASSUMPTIONS Traditional
Issue-based
10
Styles of Issue Resolution
- STEPS Traditional
Issue-based
11
Styles of Issue Resolution
- TECHNIQUES Traditional
Issue-based
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Naming the Issue
 Reflect people’s concerns
 Use public terms
 Reflect different perspectives and
experiences
13
Naming the Issue – Examples
 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
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Pregnancy
Framing an Issue
for 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.
15
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
16
Context for Framing Issues
 Be sensitive to:
 Perceived concerns
 Stakeholders
 Include affected groups when working
to frame the issue.
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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
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Steps in Issue Framing
1. Identify the issue
2. Research the issue
3. Name the issue in public terms
4. Identify concerns
5. Identify possible actions
6. Cluster actions into policy directions
7. Identify alternatives and consequences
8. Identify potential trade-offs
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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.
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Roles for Community Leaders
 Forecaster or Futurist
 Advisor or Consultant
 Framework Developer
 Facilitator
 Information Provider
 Project Developer
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Top 10 Actions for
Solving Public Problems
1. Tell it like it is
2. Be available
3. Offer predictions to challenge people’s
thinking
4. Admit mistakes
5. Trust the people
6. Get acquainted with other leaders
7. Capture the “teachable moment”
8. Do your homework
9. Work within the system
10. Be objective
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Final Thought
“You’re either part of
the solution or part of
the problem.”
Eldridge Cleaver
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