For the Common Good Redefining Civic Leadership eBook Ed O'Malley David Chrislip
Download As PDF : For the Common Good Redefining Civic Leadership eBook Ed O'Malley David Chrislip 
For the Common Good Redefining Civic Leadership is receiving some international attention. It's a 2014 Next Generation Indie Book Award winner and a finalist in the Foreword Reviews IndieFab Book of the Year and University of San Diego Department of Leadership's Outstanding Leadership Book of the Year competitions.
For the Common Good Redefining Civic Leadership is about the ideas that drive the work of the Kansas Leadership Center. The authors, David D. Chrislip and Ed O'Malley, share their belief that 'civic leadership' needs to become more purposeful, provocative and engaging in order to cope with today's civic challenges and to help transform the civic culture of our communities and regions. Chrislip and O'Malley use the real-life leadership dilemmas of five Kansans to bring these ideas to life.
The book's title, For the Common Good Redefining Civic Leadership, suggests its orientation. Rather than viewing the exercise of leadership in the civic arena as a way of furthering individual desires or acting only when your backyard is threatened, the authors see it as a means of sharing responsibility for acting together in pursuit of the common good. In the end, limiting one's conception of the meaning of civic responsibility to a reactive or passive role most often allows for a lot of noisy complaining while leaving the responsibility for taking initiative and action to others or to local authorities. A great deal more than complaining is needed from many more of us if progress is to be made on the issues we care about.
For the Common Good Redefining Civic Leadership eBook Ed O'Malley David Chrislip
It is a easily understood work, that explains the values and different areas of functioning designed to achieve greater civic effectiveness. The use of stories, about peoples experiences is designed to illustrate the various points. It is a book that describes experiences, and is open about the difficulties and complexities involved in achieving this. The distinction between adaptive and technique change is interesting. The Leadership Institute is Kansas based, and when one of the articles in their news letter spoke of adapting to current conditions, I wondered if this was adaptation as a means of living with social and economic policies, or a attempting an significantly up hill battle to change them - this is not a criticism of a great effort.Product details
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For the Common Good Redefining Civic Leadership eBook Ed O'Malley David Chrislip Reviews
For the Common Good Redefining Civic Leadership is both challenging and affirming. Through compelling examples, Chrislip and O’Malley have brought to life the reality that the challenges we face often require adaptive thinking and action on the part of many. They identify leadership as an activity for many, rather than a position to be held by certain individuals and provide us with insight as to how this can be accomplished. While the focus is intended for civic leadership across the state of Kansas, I find it to be inspiring for any kind of community involvement or professional atmosphere. Having experienced the book as well as incredible programs from the Kansas Leadership Center I can say that their work brings about energy and inspiration to any challenge you are facing!
For The Common Good; Dedefining Civic Leadership, by David Chrislip and Ed O’Malley, is a singular contribution to the leadership literature, a genre that churns out over 2000 volumes a year and shows no sign of waning. With that kind of volume cascading off the press, I’m aware that it stretches credulity to claim singularity for such a slim volume. Still, I’m not alone in seeing something special here For The Common Good has already won three highly coveted awards in this crowded field.
Why is this book so special? For openers, it is a direct challenge to an orthodoxy that has dominated a field that was first established as such in the late 60s and 70s. Even a casual review of this daunting body of work cannot fail to notice that, for all its variety, there is one dominant carrying beam, a mostly-unspoken premise, at the center of this literature Leadership resides in the individual in a position of authority with a followership who looks to the leader for vision, strategy, and inspiration. Sometimes charismatic, often not, the leader is always at the center of the action. His character and intellect—and it is typically a he —is the main determinant of the fate of his followers, be they organizations, cities, regions, or nation states.
Others have broken with this “great man” orthodoxy before, but no one I’m aware of has prosecuted the case so explicitly, with such theoretical elegance and empirical clarity as have Chrislip and O’Malley. This is a breakthrough book, destined to become required reading for anyone seeking grounded theory and practical guidance—not to mention inspiration—on the leadership challenges facing their communities and regions.
Ostensibly, Common Good is a case study of the Kansas Leadership Center(KLC), which, in 2007, took as its mission “…the creation of healthy communities in Kansas more capable of and willing to address their most intractable issues by nurturing the quantity and quality of civic leadership” (p. i). And while it does justice to the fine work of the center, it proves to have not just a local application in Kansas, but a global application which translates well across a broad array of cultural challenges around the globe—poverty, global warming, pollution, umemployment, infant mortality, terrorism, etc.
Those who’ve followed Chrislip’s work will know that Common Good is his third book on civic/collaborative leadership, which has been his passion for over thirty years as a stalwart practitioner and disciplined scholar of the civitas. His collaborator, O’Malley, has had first hand experience with the challenges of state politics in Kansas and bridge-building across the great divide of partisan bickering. Together this unlikely duo have produced not just an inspirational statement on why this new model of leadership is imperative, but also a highly accessible theoretical framework that has already passed the practitioner’s test in the field. The result is an exemplary act of civic leadership worthy of Gandhi’s adage that …”we must be the change we want to see in the world.”
The book is organized into three parts The state, the practice, and the heart of civic leadership. A foundational essay lays out the history of thinking about civic leadership in the U.S., including a linkage to the four great social movement dating back to the 60s and 70s civil rights, grassroots, environmental, and women’s—all with common themes which “…threatened traditional power structures, radicalized and mobilized unheard of or disenfranchised voices and, at times, menaced the country with anarchy when institutions failed to change …”(p. 21).
Part of the historical context the Chrislip and O’Malley would have us appreciate is the pioneering work of three pillars of insight into the nature of civic leadership James McGregor Burns, Mary Parker Follett, and John Gardner. The authors trenchant review of these three giants of civic thought is a stellar contribution all by itself, a stand-alone gift that broadens and enlivens the civic context in the ways that only great classics—e.g., Max Weber’s Protestant Ethic and the Spirit of Capitalism—can do.
Following this erudite foundation, the authors introduce the notion of
“Adaptive Challenges”—which they’ve adopted from the work of Professor Ron Heifitz , who teaches at Harvard’s Kennedy School of Government . They distinguish adaptive from technical problems—which can (usually)be solved by relevant expertise. For example, appendicitis—expertly diagnosed problem; expertly provided solution. How about gun violence? Not so clear, on either problem or solution. And certainly not in the domain of experts. The authors argue that almost all our 21st century challenges are adaptive in their complex nature, and cannot be addressed by the traditional 20th century paradigm of top down, hierarchical, authority-centered leadership.
To make headway on our adaptive challenges, the authors argue, we need a “provocative” new approach, based on a set of principles and competencies designed for the multidimensional challenges we face at every level of society. Rather than lay out their theory in the abstract, Chrislip and O’Malley select five civic leaders—Kansans all—as exemplars of the struggle. These are real leaders who had the courage to step outside their comfort zone, shifting from life-long habits of the heart to the risky business of adopting a new set of principles, and learning the new competencies required by the challenges at hand.
The five exemplars’ stories are the heart of the book. What could have been a ponderous theoretical framework ( five guiding principles and four competencies) becomes a riveting drama as the authors skillfully demonstrate the pragmatic value of the principles they’ve used to guide the work of KLC.
The four competencies follow from the guiding principles. They rely on citizen activists’ ability to diagnose the situation, manage the self, intervene skillfully, and energize others. These are spelled out in detail in four chapters, each followed by a set of reflective questions at the end, designed to embed the learnings and promote the ongoing growth and development of civic leadership. After more than two decades in the field, I can attest that have seen expensive leadership workbooks in glossy, bound volumes that are not nearly as complete or useful as the four chapters that comprise Part II.
The book closes by coming full circle to a spirited advocacy a shift from individualistic thinking to a “much more appropriate view for the 21st century…leadership as sharing responsibility for acting together in pursuit of the common good”(p.159). They harken back to the great social movements, the great thought leaders—Burns, LaFollett, Gardner—and the four competencies all citizens are urged to cultivate.
For frustrated citizens faced with a gridlocked Congress, a “dysfunctional” parade of elected officials posing as leaders, a gaggle of presidential candidates displaying their naked self interest, and scant familiarity with the four competencies detailed here, Common Good could be a lifeline. We can play the waiting game, cynical bystanders one and all, waiting for a charismatic hero to gallop to the rescue, only to dash our hopes all over again.
Or, we can take heart from this gem of a book. We can insist on choosing leaders who’ve demonstrated their commitment to the common good, who have the competence and courage to challenge us take a risk, to become the leadership we’ve been waiting for, worthy of this precious democracy.
Chrislip and O’Malley have done their work, and given us an extraordinary gift A choice, when we thought we had none.
The rest is up to us.
Thomas J. Rice, Ph.D.
O'Malley and Chrislip put together a wonderful picture of civic leadership. It comes down to each of us a individuals to make the change we want to see.
This book outlines a practical way to engage a community. Following these suggestions allow anyone to adapt to whatever leadership challenge they might face.
Ed and David "hit it out of the ballpark" with Common Good! Delightful storytelling with the challenges identified. Substance with guiding principles and the competencies when engaging with community. A must read for anyone who works to better community.
Love love love this book and Author David Chrislip
The case studies are fascinating and the four practices for leaders are helpful and make so much sense.
It is a easily understood work, that explains the values and different areas of functioning designed to achieve greater civic effectiveness. The use of stories, about peoples experiences is designed to illustrate the various points. It is a book that describes experiences, and is open about the difficulties and complexities involved in achieving this. The distinction between adaptive and technique change is interesting. The Leadership Institute is Kansas based, and when one of the articles in their news letter spoke of adapting to current conditions, I wondered if this was adaptation as a means of living with social and economic policies, or a attempting an significantly up hill battle to change them - this is not a criticism of a great effort.
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