Week II: DC (June)

Overview:

The 2017 World Bank Report, "Governance and the Law," suggests that governance is based on relationship building and the ability to shift behavior of key power stakeholders toward practices that are more inclusive and beneficial to the broader population. In this module we will focus on frameworks to assist in the management of relationships essential to achieving complex development outcomes. Together we will think through interrelated roles, behaviors and paradigms of behavior change as well a explore organizational and cultural assumptions as they relate to project design and implementation. This module will introduce you to a family of leadership, management and performance frameworks to build your ability to manage self and manage others.

Learning Outcomes:

By the end of the course, participants will:

• Explore and practice with a variety of frameworks to understand governance relationships as they impact design and delivery of programs and policy.
• Articulate elements of organizational cultural as it relates to team management and program implementation.
• Become familiar with the interrelated elements of performance, management and leadership.
• Recognize how leadership begins with an understanding of "self" and its connection to leading others.

Deliverable:

Final Deliverables:

1. Social Marketing Campaign

Your social marketing campaign will encourage a behavior from one of the target populations associated with the Haiti early grade reading project. Substantiate your choices and decisions with an explanation of the behavior change desired and justify why or how the campaign will be successful, and what you will measure to determine progress.

2. 2-page written reflection:

What is your plan to continue to develop your emotional intelligence and leadership potential?

Key Themes:

• Organizational governance determines expectations for performance. The culture of an organization and its values are often communicated by underlying assumptions. Can you identify yours?
• You attract what you seek. Deficit or problem-based approaches solicit problems. Appreciative approaches harvest successes.
• Planning is different from doing. Doing is when your personal, human condition is put to the test. Knowing your own biases makes you stronger and more authentic in all change management situations.
• If a change in knowledge does not result in a change in behavior, what does? Understanding behavior begins with understanding self.

Pre-Readings:

1. "Mind, Society, and Behavior" World Bank Group Flagship 2014 Development Report (p. 1-13)
2. "Managing Oneself " Harvard Business Review

3. "Governance and the Law," Foreword and Overview (p. 2-33)

Optional Readings for Additional Learning:

• Take the Harvard implicit balance test at (https://implicit.harvard.edu/implicit/takeatest.html)

Contact: Sharon Bean, sharonmbean@yahoo.com or Cell: 786-512-2870

Bio:

Sharon Bean is a senior-level program manager and master trainer with over 20 years of experience in international development policy, program design and management, performance improvement and institution strengthening for USAID, U.S. Department of Defense (DoD) and U.S. Department of State. Ms. Bean leads the professional development and talent management programs within USAID, and as such, contributes strategically and technically to building the internal and external capacity of USAID, its partners and its programs. A specialist in Democracy and Governance, Conflict and Stabilization, Ms. Bean lived in Haiti for ten years contributing to the transition from conflict to fragility to stabilization of government institutions and bolstering citizen participation in democratic processes. Ms Bean then worked in the Sahel designing interagency conflict prevention programs and civil-miltary learning intiiatives to address destabilizing social trends. Ms. Bean is versatile in her ability to design, implement and evaluate programming as well as create learning agendas to transform teams, sync leadership, strategies and outcomes. Ms. Bean has been a lecturer at the National Defense University’s Africa Center for Strategic Studies, and for USAID, regularly delivers courses on design, evaluation, management and leadership. Ms. Bean has a Master’s degree in International Education from Teacher's College Columbia University and a Master’s degree in Public Health: Health Policy and Resource Administration from Yale University School of Medicine. She is fluent in English, French, and Haitian Creole, conversant in Spanish and Mandarin Chinese.