The HKS Management, Leadership, and Decision Sciences Faculty (The MLD Area) invite all HKS degree program students to join us for our Shopping and Welcome Event on Monday, August 28th from 5:00 – 6:15pm in the Allison Dining Room, (Taubman Building 5th floor).
The purpose of this event is to provide students with a centralized opportunity to hear about courses in Management, Leadership and Decision Sciences, to meet the faculty, as well as to hear about the numerous related co-currcular activities in the MLD space. Examples of the latter include the Behavioral Insights Group (BIG), Social Innovation and Social Change (SICI) Studio, and the Kennedy School Negotiation Project (KSNP). Faculty in attendance will provide detailed overviews of our course offerings, and will introduce the MLD Certificate program. Plus… there’ll be cupcakes!
Should you have questions, please contact MLD Area Administrator, Greg Dorchak at firstname.lastname@example.org We hope you will join us on August 28th!
Please note: This event is not meant to be a substitute for the regularly scheduled MLD course shopping sessions taking place during the day on 8/28 and 8/29 at which you will hear in much greater detail about the fall and January courses.
The Bloomberg Harvard City Leadership Initiative has launched the pilot of its year-long Mayors Program on City Leadership. Program Faculty Director Jorrit de Jong of the HKS MLD Area says, “We have a great cohort of 40 mayors who are excited about the opportunities we are offering them and have high expectations. This year will be a pilot year and we put systems in place to enable rapid learning, in depth evaluation as well as ongoing impact assessment.” In the course of this year-long program, mayors will be asked to identify a single priority to apply their learning to: a problem to be solved in the city, an opportunity to realize, or an organizational capability to improve.
For example, a mayor may choose to make her approach to reduce homelessness more data-driven, run experiments in the city’s effort to reduce obesity, or create a multi-sector approach to creating jobs. The priority may also pertain to organizational development: strengthen teaming efforts across city hall, engage front-line staff in innovation, or introduce a new performance leadership strategy. In the closing session later this year mayors will reflect on what they learned and how they would like to apply that going forward. A subsequent program for the mayors’ senior staff will build on this innovation priority and will zoom in on the challenges of making change and delivering on the mayor’s agenda. BHCLI will follow up with several supports, including HBX Live sessions on topics that are most relevant and helpful to the greatest number of mayors, and bespoke assistance in the form of research, coaching or regional or thematic workshops.
After the Mayors Program, mayors will meet with the senior staff participating in the Senior Staff program and discuss their innovation priority. As the Senior Staff program focuses on making organizational change and strategy within and across organizational boundaries, program faculty will learn where the cities are coming from and what they are working on. Participating mayors and their staffs will benefit from this model by anchoring their learning in – and applying it to – concrete challenges in their work. Finally, the priority serves as a reference point for faculty follow ups and impact assessment. Our hope and expectation is that cities will be working on an innovation priority of their choice during their year-long engagement with the City Leadership Program.
For further details on the program launch, also read the Harvard Gazette article linked here.
We congratulate all of the Harvard Kennedy School masters and Ph.D. students who will be receiving their degrees today. We also specially recognize all of the students who have earned the Certificate in Management, Leadership, and Decision Sciences. While at HKS, these 223 students have shown a sustained commitment to enhancing their leadership potential, and now they are poised to excel in their future public service endeavors.
The MLD Area faculty and staff wish our graduates all the best for the summer ahead and into the future.
For a closer look at the Harvard Kennedy School Class of 2017, read the HKS press release. HKS Commencement details, including the schedule of events and live stream links, can be found on the HKS website. Information on Harvard University’s 366th Commencement events and activities can be found on the university’s website.
Special Presentation: Understanding Emotion in the Context of Intractable Intergroup Conflict
with Professor Eran Halperin of Interdisciplinary Center Herzliya, Israel
Bio: Professor Eran Halperin is Dean of the School of Psychology and Professor at IDC – Herzliya. An award-winning pioneer in examining emotion processes using field experiments, Dr. Halperin’s research uses psychological and political theories to investigate causal factors driving intergroup conflicts. More specifically, his work develops new approaches for modifying the psychological roots of intolerance, exclusion and intergroup violence. The unique case of Israeli society in general, and of the Israeli-Palestinian conflict in particular, motivates much of his work and, hence, most of his studies are conducted within the context of that “natural laboratory.” His laboratory currently spearheads a government sponsored project to standardize social inclusion in Israeli education.
Date: April 27, 2017 11:45 AM – 1:00 PM
Location: HKS, Belfer Building, Land Lecture Hall (Room 400)
Space is limited; RSVP by April 19 REQUIRED (Light lunch will be provided)
Presentation sponsored by the Program on Negotiation at Harvard Law School. Additional support provided by the Herbert C. Kelman Seminar on International Conflict at the Weatherhead Center for International Affairs at Harvard, the Management, Leadership, and Decision Science Area at the Harvard Kennedy School, and the Middle East Initiative of the Belfer Center for Science and International Affairs.
About Dealing with Dysfunction
How can we intervene in the systemic bureaucratic dysfunction that beleaguers the public sector? De Jong examines the roots of this dysfunction and presents a novel approach to solving it. Drawing from academic literature on bureaucracy and problem solving in the public sector, and the clinical work of the Kafka Brigade — a social enterprise based in the Netherlands dedicated to diagnosing and remedying bureaucratic dysfunction in practice, this study reveals the shortcomings of conventional approaches to bureaucratic reform. The usual methods have failed to diagnose problems, distinguish symptoms, or identify root causes in a comprehensive or satisfactory way. They have also failed to engage clients, professionals, and midlevel managers in understanding and addressing the dysfunction that plagues them. This book offers conceptual frameworks, theoretical insights, and practical lessons for dealing with the problem. It sets a course for rigorous public problem solving to create governments that can be more effective, efficient, equitable, and responsive to social concerns.
De Jong argues that successfully remedying bureaucratic dysfunction depends on employing diagnostics capable of distinguishing and dissecting various kinds of dysfunction. The “Anna Karenina principle” applies here: all well-functioning bureaucracies are alike; every dysfunctional bureaucracy is dysfunctional in its own way. The author also asserts that the worst dysfunction occurs when multiple organizations share responsibility for a problem, but no single organization is primarily responsible for solving it. This points to a need for creating and reinforcing distributed problem-solving capacity focused on deep (cross-)organizational learning and revised accountability structures. Our best approach to dealing with dysfunction may therefore not be top-down regulatory reform, but rather relentless bottom-up and cross-boundary leadership and innovation. Using fourteen clinical cases of bureaucratic dysfunction investigated by the Kafka Brigade, the author demonstrates how a proper process for identifying, defining, diagnosing, and remedying the problem can produce better outcomes.