MLD-234: Conducting Negotiation on the Frontlines with Claude Bruderlein

With the deepening of political divisions on societal challenges, policymakers must navigate increasingly tense environments to engage in constructive dialogues across political fault lines. They must be equipped with relevant sense-making frameworks, analytical tools and interpersonal skills to maintain productive dialogue with difficult counterparts on contentious issues such as the response to the pandemic, climate policies, gun control or irregular migration. Public officials and civil society organizations alike are not only expected to craft a constructive dialogue with all stakeholders but also to prevent and mitigate the risks of instrumentalization by various groups. To fulfill their role in such environments, policy professionals need to acquire strategic capabilities to lead constructive engagements with a wide range of stakeholders from the most supportive to the most disruptive while managing risks effectively in a tense public arena.

Student who take MLD-234 Conducting Negotiation on the Frontlines with Claude Bruderlein develop a solid understanding of the social, behavioral and cognitive implications of political tensions in society and equip students with the required strategic frameworks and practical tools to engage in high-stake policy dialogue and negotiation. It will provide students with core competences on strategic planning and crisis negotiation informed by current practices from the political, commercial and humanitarian sectors. It will further expand their technical skill set and self-confidence to engage with adversarial or intimidating counterparts while facilitating their connections with US-based frontline negotiators. This course is designed for students who intend to work in high-intensity environments at the domestic or international level. It complements the January-term course IGA-353M Frontline Negotiation Lab examining negotiation practices in the response to the Ukraine crisis in Europe.

Please note, this is a jointly offered course hosted by the Harvard Chan School of Public Health and, accordingly, students must adhere to the academic and attendance policies of HCSPH.

MLD-234 is taught in close collaboration with the Centre of Competence and Humanitarian Negotiation and the Harvard Humanitarian Initiative, enabling students to engage with frontline humanitarian negotiators from the UN and other international agencies operating in crises around the globe. This course offers a unique safe space to review and discuss current challenges and dilemmas with stakeholders of ongoing negotiation processes and examine practical tools and methods to overcome these challenges. Students will also be encouraged to develop their own critical thinking about these issues and to test their negotiation skills in simulations and other practical exercises.

Claude Bruderlein is Adjunct Lecturer on Global Health and Senior Researcher at the Harvard Humanitarian Initiative and Adjunct Lecturer at the Harvard Chan School of Public Health. He also holds a secondary appointment at the Harvard Kennedy School of Government. In his research, Mr. Bruderlein focuses particularly on the conduct of negotiation in complex and hostile environments.

Claude BruderleinSince 2012, he is serving as Strategic Advisor to the President of the International Committee of the Red Cross (ICRC) in Geneva, focusing on strategic relationships, communities of practice and institutional development. He also serves as Senior Researcher at the Centre of Competence on Humanitarian Negotiation (CCHN), a joint endeavour of the ICRC, the World Food Program (WFP), the High Commissioner for Refugees (UNHCR), and Médecins- Sans-Frontières (Doctors-Without-Borders) (MSF). In 2010, he co-founded the International Association of Professionals in Humanitarian Assistance and Protection and served as its first President of the Board until 2012.

Before joining Harvard University, Mr. Bruderlein served as Special Adviser on Humanitarian Affairs to the UN Secretary General, focusing particularly on issues related to the negotiation of humanitarian access and the targeting of sanctions. He worked on negotiation of access in Afghanistan and North Korea. He also served as an independent expert to the UN Security Council on the humanitarian impact of sanctions in Sudan, Burundi, and Sierra Leone. He has previously worked with the International Committee of the Red Cross (ICRC) as a field delegate in Iran, Israel and the Occupied Territories, Saudi Arabia, Kuwait, and Yemen.

MLD-234 is an excellent complement to the fall course MLD-236 Continuing Conflict: Old Challenges and New Debates with Rangita de Silva de Alwis, Bruderlein’s own January course IGA-353M Frontline Negotiation Lab, and other MLD negotiation courses.  Questions about other MLD negotiation courses or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

 

MLD-102: Getting Things Done: Management in a Development Context with Matthew Andrews

MLD-102: Getting Things Done: Management in a Development Context taught by Matthew Andrews, Edward S. Mason Senior Lecturer in International Development, is a core, required course for the HKS MPA/ID program. It is also open for enrollment by non-MPA/ID students; permission of the instructor is not required. With a focus on developing country contexts, this course introduces students to critical concepts in organization theory, public management, and the practice of development to enable them to understand the individual, structural, and systemic underpinnings of good management and governance. The development context requires a focus on service delivery from both government and civil society (non-profits and aid agencies in cooperation with one another, and with the local government partner).  Service delivery includes a wide variety of activities from education to regulatory enforcement. A critical driver of success is good management and governance, especially in the face of major resource constraints and in complex settings. Through theoretical readings, case study discussions, and simulations, students will apply theoretical concepts to real-world situations and, through simulations, experience the difficulty of managing. Building on analytical work from other courses, students will focus on such critical issues as corruption, participatory development, scaling up, social service delivery, and emergency response.

Learn more about Matt and his approach to management in a development context:

MLD-102 will be offered in two sections at Harvard Kennedy School in Fall of 2022. If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

MLD-601: Operations Management with Mark Fagan

Operations are at the heart of public service delivery. Considering essential service providers currently in the spotlight like the U.S. Postal Service, state-level providers of unemployment insurance, and public health agencies throughout the world charged with distributing the COVID-19 vaccines to populations across the globes, we see that optimal operations management can be critical to people’s lives.  What, then, does it take for leaders of organizations like these to optimize for both effectiveness and efficiency, delivering for the public, and satisfying those to whom they are accountable?  MLD-601: Operations Management taught by versatile Lecturer in Public Policy Mark Fagan explores how operations management is critical to value creation in the public sector. Featuring experiential learning through consulting projects with local government agencies and non-profit organizations, Fagan’s course helps students tackle real operations management issues. Past clients have included the City of Boston, Boston Public Schools, Children’s Hospital, Massachusetts Coalition for the Homeless, Massachusetts Department of Youth Services, Massachusetts Department of Revenue, and Rose Kennedy Greenway Conservancy.  One recent notable student project was on “Improving Data Operations at Pine Street Inn’s Workforce Development Unit,” which aimed to help this major Boston organization understand and manage its job training program for homeless people.

At the end of this rigorous but fun course students will be able to:

  1. See opportunities to improve operations.
  2. Diagnose the problems and barriers to creating value.
  3. Design effective and efficient solutions.
  4. Apply concepts to solve client issues.

In addition to Operations Management, Fagan also teaches MLD-605: Systems Thinking and Supply Chain Management (Spring) and a  section of the MPP core course API-501 Policy Design and Delivery I.

Learn more about the work of Fagan and his students in these courses by exploring the Autonomous Vehicles Policy Initiative at the Taubman Center for State and Local Government,
Listen to Fagan discuss how policymakers can navigate the robot car revolution on this HKS PolicyCast podcast.

Read how students in the Spring 2020 Supply Chain Management course went to work to help when the COVID-19 struck

Harvard Kennedy School course helps COVID-19 front lines

For questions about any of Mark Fagan’s courses, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

MLD-355: Public Narrative with Marshall Ganz — A Leadership Practice Translating Values into Action

According to MLD’s  Marshall Ganz, the Rita E. Hauser Senior Lecturer in Leadership, Organizing, and Civil Society, “To lead is to accept responsibility for enabling others to achieve shared purpose in the face of uncertainty.” But where should a student aspiring to lead for the the greater good begin?  For Ganz, the process of leadership starts with the “self” and builds outward into a constituency, creating “us,” a group that’s ready “now” to meet the challenges on the path to shared goals.  In MLD-355: Public Narrative Ganz and his highly collaborative teaching team introduce students to the discursive process through which individuals, communities, and nations learn to make choices, construct identity, and inspire action. The goal is teaching students to link their our own callings to that of a community that shares a call to action, translating deeply held personal values into effective action. Ganz continues, “Because it engages the ‘head’ and the ‘heart,’ Marshall Ganz's Public Narrative Leadership Pedagogy: Head, Heart, Handsnarrative can instruct and inspire – teaching us not only why we should act, but moving us to act.” Based on a pedagogy of guided reflective practice, students work in groups to learn to tell their own public narrative. Developing their own personal practice of public narrative builds students’ leadership capacity, and is especially critical when they are called to respond in moments of challenge like facing loss, lacking power, confronting inequality and difference, and enacting meaningful change.

Over the years Ganz and his course graduates have introduced public narrative training widely across the globe including in  the Obama presidential campaign (2007-8), Sierra Club, Episcopal Church, United We Dream Movement, the Ahel Organizing Initiative, (Jordan), Serbia on the Move (Belgrade), Avina (Bogata), National Health Service (UK), Peking University (Beijing), Tatua (Kenya), Community Organizing Japan (Tokyo) and elsewhere, proving the relevance of narrative practice across disciplines, professions, and cultures.

Students seeking to extend their narrative practice and learning often follow up MLD-355 in the spring by enrolling in Ganz’s other course MLD-377M: Organizing: People, Power, Change, in which put into practice what they’ve learned in organizations, movements, and campaigns of their own.

Beyond HKS, Ganz and graduates of his teaching have established the Leading Change Network, a global community of organizers, educators and researcher aiming ” To meet the challenges to democracy by developing the leadership to organize communities which build power and realize the values of equality, solidarity, and dignity.”

To learn more, view a complete (~75 minute) mini-workshop with Marshall Ganz introducing public narrative pedagogy on the YouTube channel of The Resistance School which was founded in March of 2017 by graduate students of HKS and other Harvard schools. Lesson 1 of the 15 short videos is below; the full set is here.

Well before COVID-19 moved HKS teaching online during the 2020-21 academic year, Ganz and his team with HKS Executive Education were pioneering the teaching of leadership and organizing online. With over 10 years experience developing his online public narrative Exec Ed course Ganz and his team have created an exceptionally strong model of experiential, interpersonal, and interdependent learning. For a sample of, and in-depth introduction to their online teaching pedagogy, view here a (~60 min) video of an online interactive session led by Ganz for Harvard Kennedy School faculty on his approach to online teaching.

MLD-355 will be offered at the Harvard Kennedy School in the fall semester, and MLD-377M will be taught in spring. For questions about these courses, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator. You may also contact Emily Lin, Program Director for Ganz’s Practicing Democracy Project (emily_lin@hks.harvard.edu).

MLD-304: The Science of Behavior Change with Todd Rogers

Leverage insights about human decision making to develop interventions that improve societal well-being.

This is the primary learning goal of MLD-304 The Science of Behavior Change taught by Professor Todd Rogers.
The fast growing research field dubbed “behavioral economics” or “behavioral science” examines the mechanisms of, and influences on, human judgment and decision making, especially in the areas where our choices differ from the rational and the optimal.  Insights from this research has provided a new set of tools that complement standard economics and policy levers for influencing behavior (namely, incentives and information) and allowed us to improve implementation of interventions promoting the public good.  These new tools and ideas have relevance across fields ranging from healthcare, education, criminal justice, social welfare, electoral politics, personal finance, and beyond.
In addition to learning more about the science of how humans make judgments and decisions, students in MLD-304 will also be taught how to improve the quality of their own judgments and decisions by identifying areas of thinking prone to errors and cognitive biases. Some of these errors are particularly important for real world problems.  This course will also increase students’ familiarity with randomized experiments, enabling them to be smarter consumers of claims that interventions cause certain outcomes.

Watch Professor Rogers describe an example from his work on voter mobilization:

Read an extensive piece the HKS alumni magazine about Todd Rogers’ recent work.

Join other students at HKS and across Harvard interested in behavioral science in the Behavioral Insights Group which brings together an outstanding group of decision research scholars, behavioral economists, and other behavioral scientists. BIG’s staff are always happy to talk with students. Please feel free to reach out to Program Manager, Maja Niksic (maja_niksic@hks.harvard.edu), follow BIG on Twitter, check out BIG’s LinkedIn Network where behavioral science-specific jobs are posted, or access the resources of the Behavioral Insights Student Group.

MLD-304 is offered at Harvard Kennedy School in the Spring semester. If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.

MLD-113M: Strategy and Decision with Peter Zimmerman

How can effective leaders learn from experience and decisions in the past to make more effective decisions that advance one’s strategic purpose?

Book Cover: Strategy: A History, by Lawrence Freedman, Copyright Oxford University Press, 2013

Strategy is expressed in the decisions we make every day. There are no choices or actions that are truly neutral with respect to one’s strategic purpose.  Yet few decisions come labelled as “strategic”; instead policy makers, analysts and managers face an unending stream of judgments and choices that arrive in varied frames from every imaginable direction.

No decision stands alone. Today’s decisions are linked undeniably to decisions in the past reflected in the experience of individuals, groups, teams and organizations, even nations.  Experience both enables and limits our perceptions, beliefs, values, predispositions and capabilities. We both learn from the past (it’s all we’ve got) yet our learning can be limited by the deceptive clarity and presumed certainty associated with explanations of past events.

MLD-113M Strategy and Decision with Peter Zimmerman will help students develop more robust explanations of past decisions, their strategic impact and will help students make better predictions of the effects of future decisions.  Taking as the course text cases and stories involving others, from different times and places, and even students’ own stories and experience, students will work on three parallel tracks. First, students have the chance to analyze and explain decisions large & small while experimenting in a tentative qualitative way with how things might come out differently. Next, they explore the science of behavior & decision-making (i.e., what are the sources of influence on decision and what’s going on in the black box?). Finally, they develop a framework to help improve our explanations & predictions and to integrate individual choices into a pattern of strategic decisions.

This course is offered in the spring module 2 semester. If you have any questions about this course, or any other in the MLD curriculum, email Greg Dorchak, MLD Area Administrator.