Intuition and experience teach us that no one is really ′in charge′ of anything complex or important. Barbara Crosby and John Bryson have developed this idea into a vividly positive image of the leader′s role. ′Shared–power,′ as they describe, dissect, and show how to work with it, transforms the very definition of leadership for the twenty–first century."
Harlan Cleveland, author, Nobody in Charge: Essays on the Future of Leadership, and president emeritus, the World Academy of Arts and Sciences
This important book provides strategies for converting public ideas into necessary public action. It will help leaders in every arena to renew our collective commitment to the common good, one of our most urgent responsibilities to the future."
Robert H. Bruininks, president, University of Minnesota
With this book Barbara Crosby and John Bryson again set the standard for modern considerations of public leadership. They have it exactly right in their claim that the best of contemporary leadership involves getting things done by sharing power."
H. George Frederickson, Edwin O. Stene Distinguished Professor of Public Administration, University of Kansas, and author, The Spirit of Public Administration
Crosby and Bryson describe why we live in a ′no one in charge′ world and how we can effectively lead in it. And this is not just any kind of leadership, but collaborative leadership to make sure we get to the twenty–second century whole and humane."
Barbara J. Nelson, dean, UCLA School of Public Affairs
Barbara Crosby and John Bryson show how, where, when, and why to bring diverse groups together to rethink and re–envision what is possible in order to advance the common good. We can have a better world!"
Gary L. Cunningham, director, African American Men′s Project; director, Primary Care for Hennepin County; and CEO, North Point Health and Wellness Center
Crosby and Bryson provide the practical examples that show how the principles involved in leading for the common good can be applied to real–world problems where shared leadership within and across organizations is a critical determinant of effective social change."
Michael D. Mumford, professor of psychology, University of Oklahoma, and editor, The Leadership Quarterly
Part One: Understanding Leadership in Shared–Power Settings.
1 When No One Is in Charge: The Meaning of Shared Power.
2 Leadership Tasks in a Shared–Power World: Leadership in Context, and Personal Leadership.
3 Leadership Tasks in a Shared–Power World: Team and Organizational Leadership.
4 Leadership Tasks in a Shared–Power World: Visionary, Political, and Ethical Leadership.
5 Policy Entrepreneurship and the Common Good.
Part Two: The Process of Policy Entrepreneurship.
6 Forging an Initial Agreement to Act.
7 Developing an Effective Problem Definition to Guide Action.
8 Searching for Solutions in Forums.
9 Developing a Proposal That Can Win in Arenas.
10 Adopting Policy Proposals.
11 Implementing and Evaluating New Policies, Programs, and Plans.
12 Reassessing Policies and Programs.
Summary and Conclusion.
Resource A: Conflict Management.
Resource B: A Guide to Oval Mapping.
Resource C: Seven Zones.
Resource D: Forums, Arenas, and Courts.
Resource E: Future Search.
Resource F: Initial Policy Retreats.