Strategic Public Leadership

Governing Boards and Group Decision-Making

  • Essential Responsibilities of Local Governing Boards, Popular Government, Winter 2006, Vaughn Upshaw, This article introduces the Local Government Governing Model (LGGM), which addresses the essential responsibilities of local elected governing boards. The LGGM differs from other governance models in focusing specifically on responsibilities of public-sector governing boards at the local level. It can be used to help board members understand, plan, organize, and review board work.
  • Achieving Better Group Performance, Popular Government, Summer 2001, John B. Stephens, Instead of trying to find common ground on a controversial issue, what if members of a committee or task force were to "reach for higher ground"? This metaphor describes an approach to group process that the author and some of his colleagues are promoting in their work with groups.
  • Governing Board Retreats, Popular Government, Winter 1988, Kurt Jenne, Many governing boards use a retreat to overcome the barriers that the regular meeting and its usual environment place in the way of building teamwork and setting directions. This article explains the potential benefits of board retreats and provides strategies to make retreats more effective.
  • Schwarz, Roger, The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches, (Jossey-Bass, 2002)
  • Roger Schwarz, Anne Davidson, Peg Carlson, Sue McKinney (and contributors). The Skilled Facilitator Fieldbook: Tips, Tools and Tested Methods for Consultants, Facilitators, Managers, Trainers, and Coaches. (Jossey-Bass, Inc., 2005).
  • One City's Journey toward More Responsive Government: Lauringurg, North Carolina, Popular Government, Winter 1999, Anne S. Davidson and Richard R. McMahon, This article is the story of the journey of the City of Laurinburg as its management team accepted Peter Block's challenge from his 1991 book, The Empowered Manager: "If top management wants to create a vision or set of values for
    the organization, let them create it and live it out for themselves first—for two years or more. Then let them worry about how to engage others in the vision. Stop enrolling, start embodying."
  • Positive Problem Solving: How Appreciative Inquiry Works, ICMA’s InFocus, 2011, Margaret Henderson, Sallie Lee, Gordon Whitaker, and Lydian Altman, The practice and philosophy of Appreciative Inquiry (AI) enables public officials and organizations to recognize and build on their strengths to meet these challenges. This article provides a framework for exploring this approach, describes the experiences of others in public sector settings in using AI practices and philosophies, and outlines how managers can use AI in their own communities.
Public Officials - Local and State Government Roles