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Adult Action-Oriented Learning Models
The Public Sector Consortium uses an adult action-oriented learning model in the design of our programs. The programs incorporate scenarios and examples that are relevant to public sector workplaces by including exercises that are comparable to those leaders would encounter in their work setting. The classroom experience provides the opportunity to practice and learn new behaviors. Participants experience the marriage of current management practices with a strong focus on the challenges and systems that are unique to public leadership. The programs are focused in part on the principles and disciplines of Organizational Learning but also include Facilitation Strategies for Leaders, Strategic Alignment, Performance Skills, and Negotiation Practices, among others.
Sustainable Leadership Practices
Given the leadership role of the United States in the world, our choices as public leaders often have an impact well beyond the American citizens that we serve. In this context we believe that public leaders must have the capacity to serve both their organizational missions as well as the larger mission we all share: sustaining resources (human, natural and economic) for future generations. Sustaining resources to serve the public good requires us to think differently about our role as leaders and to develop tools and competencies that support this new model.
The Public Sector Consortium is committed to reinventing the model of public sector leadership. We have identified several practices that we believe are essential to this new model and have incorporated them into our curriculum. We are currently focused on the need to provide leaders with advanced skills that will redefine high performance as both accomplishing their organizations’ missions and sustaining the resources necessary for future generations.
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PUBLICATIONS AND RESOURCES
PERMISSION TO REPRODUCE REQUIRED
Reproduction of articles in this section is permitted for training purposes only, and requires express written consent from the Public Sector Consortium. Permission to reproduce and disseminate must be submitted in writing to info@public-sector.org.Reports & Articles
“Public Sector Core Leadership Practices: Paradoxes of Leadership”
The Public Sector Consortium’s Community of Practice convened a working group of representatives from the National Security Agency (NSA), the Environmental Protection Agency (EPA), Federal Energy Regulatory Commission (FERC), Veterans Affairs (VA), National Aeronautics and Space Administration (NASA), Health and Human Services (HHS), Food and Drug Administration (FDA), and the Reserve Officers Association of the U.S. and the Graduate school, USDA, who began to meet monthly for the purpose of re-inventing the practice of public leadership. They believed that a crucial first step in the process was to define the essential practices of the profession. [Read More...]
Download “Public Sector Core Leadership Practices: Paradoxes of Leadership” here (PDF)
“The Leadership Dilemma in a Democratic Society”
After describing the core practices, the group began a second year of work as it pondered the question: why do leaders complain that in spite of attending leadership training they are rarely asked or rewarded for leadership performance? With this challenge in mind the group began looking at the underlying systems and structures that incentivize the behaviors of public leaders. They attempted to describe these systems in terms that were shared by all of their organizations. The shared answers evolved into themes, which were then developed into systems maps. The maps are designed to help enlarge our perspective and to create a greater understanding of our governmental structures, thereby making it possible to collectively improve the larger system that serves us.
Download “The Leadership Dilemma in a Democratic Society” here (PDF)