**Access to links (and subsequently, recordings) of live shopping sessions with the faculty instructors taking place on Aug. 30 and 31 are available on the course Canvas sites, links to which are available
through the shopping session schedule posted on the HKS website here.**
Vision, Effective Leadership, Organizational Design and Culture, Developing Human Resources and Growing Capabilities are all key levers for transforming public interest organizations. How do leaders, consultants and other change agents strategically operate these levers is the subject of MLD-362M Transforming Public Interest Organizations taught by Grant Freeland. During his years working in the field as managing director and senior partner with Boston Consulting Group, Freeland’s work has focused on driving transformations in large organizations in both the private and public sector. His work included organizational redesigns, creating high performance workforces, fostering culture change, boosting leadership effectiveness, and creating digital and agile organizations. Bringing this wealth of experience into MLD-362M, Freeland and his students explore a variety of organizations from large government departments; to foundations; to academic institutions; and not-for-profits. The course prepares students for advising leaders, and those leading organizational transformations, and is based on the premise that organizations need to adopt new strategies and policies as their environment changes. This course focuses less on developing those strategies and policies, but more on how to drive change through the organization, in order to more successfully implement that strategy. In addition to exploring multiple case examples, the course develops an integrated view on the levers that drive transformations. Applying that view, students then learn what are the tools to develop a Transformation plan to perform effective change and implementation management. Key areas of such a plan include sequencing phases of change; change analysis; communication; stakeholder identification; stakeholder plans and actions, and creating mechanisms for tracking, accountability and transparency.
Many development experts use plan and control methods to introduce new policy solutions into complex settings. Too often these results end up in in failure. Effective leaders in the challenging development context should be using more flexible facilitated emergence methods instead, but often they do not know what these methods involve. MLD-103M: PDIA in Action: Development Through Facilitated Emergencetaught by Matthew Andrews, Edward S. Mason Senior Lecturer in International Development, is a Spring 2 module course that introduces students to a new approach to doing facilitated emergence, Problem Driven Iterative Adaptation (PDIA) in the development context. Students will learn how to facilitate discussions about problems and potential solutions, to engage with teams, and to facilitate an iterative learning process. MLD-103M is a complementary course to MLD-102: Getting Things Done: Management in a Development Context also taught by Matthew Andrews, although MLD-102 is not a pre-requisite.
MLD-103M will be offered at Harvard Kennedy School in the Spring 1 module of 2021. If you have questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.
Students seeking a broad introductory overview of non-profit management — from historical and legal origins, relationships to government, organizational structure, strategic planning, fundraising and communications, and modes of leadership — will want to enroll in MLD-802M: Nonprofit Management and Leadership with Arthur Brooks. As President for 11 years of the American Enterprise Institute, and, before that, as a scholar of the non-profit sector at The Maxwell School at Syracuse University, Brooks, now William Henry Bloomberg Professor of the Practice of Public Leadership at Harvard Kennedy School and Professor of Management Practice at Harvard Business School, is uniquely qualified to teach both the academic and practical concepts critical to future leaders of non-profit organizations.
His course is appropriate for students with interests ranging across the sector, from social services, to international aid, to the arts. Featuring guests like HKS pioneering scholar on Public Value, Mark Moore; President Emerita of Harvard University and the Arthur Kingsley Porter University Professor,Drew Gilpin Faust; Ian Rowe, founding CEO of Public Prep, a nonprofit network of public charter schools based in the South Bronx and Lower East Side of Manhattan; and social entrepreneur Dan Pallotta, this course will draw on proven frameworks and real world examples to provide students an intellectual and practical foundation for further coursework and careers in the sector.
Harvard student https://www.danpallotta.com/can view Arthur Brooks’s detailed Course Preview Video. In addition to his interest in non-profit management, Brooks writes, speaks, and podcasts on a wide range of topics. Find out more at his personal homepage arthurbrooks.com.
MLD-802M will be taught at HKS in the Fall 2020 semester. A complementary course in non-profit financial management MLD-427 Managing Financial Resources in Non Profit Organizations with James Honanis offered in the spring 2021 semester. Both courses may be taken for credit.
HKS also offers several other courses in the non-profit and social innovation areas:
MLD-830 Entrepreneurship and Innovation in the Private and Social Sectors with Richard Cavanagh MLD-831 Entrepreneurship and Innovation in the Private and Social Sectors – Business Plan Workshop with Richard Cavanagh MLD-836M Social Entrepreneurship/Social Enterprises 101: How to Go from Start-Up to End Up with James Bildner MLD-840 Entrepreneurial Finance with Carl Byers [ Not offered AY2021-22]
If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.
Among the signature curriculum of the Harvard Kennedy School, negotiation training has always stood out as among the most popular due to its practicality and necessity across all sectors and policy domains. Founded by one of the luminaries of negotiation science, Howard Raiffa, HKS has faculty have always been at the forefront of negotiation research and training. With the two introductory negotiation courses outside the MPP core,MLD-223 Negotiating Across Differenceswith Senior Lecturer in Public Policy Kessely Hong, and MLD-224 Behavioral Science of Negotiationswith Associate Professor Julia Minson, students can learn the fundamental, time-tested frameworks of negotiation analysis. Both courses introduce the core concepts of distributive bargaining, value creation, stakeholder analysis, trust-building, barriers to agreement, and strategic approaches to negotiation.
Both courses also feature numerous negotiation simulations, in which students have the opportunity to learn how to prepare effectively, to practice communication and persuasion, and to experiment with a variety of negotiation tactics and strategies. Analysis of their own approach to, and individual outcomes in, such simulations allows students to experience first-hand the powerful strategic and psychological dynamics present in negotiation situations. Both Minson and Hong, along with their skilled course coaches, facilitate students’ reflective learning from each of the simulations. Ultimately, this reflective practice through frameworks taught in the courses enables students to develop their own capacity to improve as effective negotiators.
While there is much overlap in what each course covers, there are distinctive differences between them as well. MLD-223 (Hong) offers more complex, multiple-stakeholder cases and simulations, some of which include salient cultural or power differences and multi-party dynamics. Students are challenged to navigate differences in expectations, attitudes toward risk, culture, power, status, and partisan perceptions. MLD-224 (Minson) prioritizes the negotiation topics that have the most guidance derived from experimental research. As Minson quips, “I am fundamentally skeptical of expert advice until I see the data,” so she focuses her course more on the psychology and decision-making involved in one-on-one negotiations. In Minson’s course students do almost no written-case discussion, but instead class time is spend talking about how research findings might translate into negotiation strategies. Research-derived topics covered include ethics and deception, the role of gender and personality, operating under time pressure, mixed motives and game theory, judgment biases in negotiations, psychological barriers to conflict resolution, and the impact mediation can have. In Hong’s course, students read and analyze a variety of very rich real-world cases, in which interpretations of the protagonists’ actions provide illuminating insights into similar spectrum of dynamics (personal, psychological, political, cultural, etc.) at play in negotiations over public policy.
MLD-223 andMLD-224 are offered at Harvard Kennedy School in Fall semester. MLD-280Mis offered in January term. If you have any questions about these courses, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.