5/8/2023

SYLLABUS: MLD-617M

LEARNING FROM EFFECTIVE IMPLEMENTERS: MANAGING SELF

Spring 2017 (4th Module)Frank Hartmann Frank_Hartmann@Harvard.edu

Harvard Kennedy School

and

Brittany Butler, Director of Social Innovations, Center for Public Leadership, HKSbrittany_butler@hks.harvard.edu

Tuesdays and Thursdays 11:45 AM - 1:00 PM Littauer 130

Course Assistants: Meriem Boudjadja (Meriem_Boudjadja@hks17.harvard.edu) and

Juan Gustale (Juan_Gustale@hks17.harvard.edu)

or Brian Welch brian_welch@hks.harvard.edu, phone 617-495-5188, Taubman 446

There are many more good ideas than there are good ideas implemented. This occurs for many reasons, including the idea was untimely; it was the wrong idea for that situation; external events and obstacles overcame the implementation; or resources were insufficient. But it may be that no one sufficiently worked to implement the idea, to stay with it, to put it into practice, to "make it happen." Most of us can think back to ideas that we or others have had that may have been genuinely good ideas. How many of these good ideas have been implemented? How many have gotten lost in the details of everyday life? How many would have genuinely made a difference, but remain unimplemented?

Many factors contribute to successful implementation: timing, strategy, luck, the appropriate external environment to name some. But a key factor is the operating style of the implementer. This is what we will focus on: managing the instrument of self towards an objective. This course will consist of a guided and case informed conversation about some traits of persons who have been demonstrably effective at translating ideas into action. The objective of the course is to have each of us become more effective in the public service and public policy arena, to raise the probability that what we say we want to make happen in that arena actually does happen.

This class aims to have you take on the work of having specific tangible goals and of raising the likelihood that these goals will be met and that public value will be added.

Being an effective implementer does not fall neatly into a leadership theme or a management theme. John Kotter makes a distinction between the two: “…leadership and

Page | 1

5/8/2023

management are two distinctive and complementary systems of action.1” An effective implementer will use characteristics of good leadership and of good management as each are appropriate in various situations.

In each class, we will address at least one trait that seems to be related to effective implementation. For example, classes early in the course will address the concept of "relentlessness." In these classes, we shall focus on several implementers, including Ek Sonn Chan, the director of the Phnom Penh Water Supply Authority. We will focus on Ek Sonn Chan’s management style, a style that refuses to take "no" for an answer. The ensuing conversation will unpack the concept of relentlessness (is it the same as ruthlessness? how does it differ?) in a way that enables us to learn lessons from effective implementers. We shall undertake the same work on other traits of effective implementers.

The readings include material that is applicable to more than we are addressing in any particular class (e.g., LBJ on success and timeliness; Ek Sonn Chan on relentlessness, Barbara Levin on focus and on adapting) but we will still try to isolate the topic of the class conversation.

In sum, we shall ask to what extent a person who is an effective implementer knows and can name what he/she is trying to accomplish, utilizes relentlessness, understands her/his own definitions of success, handles criticism, deals with setbacks and defeats, deals with fear, works with others, builds a support network, develops and uses momentum, is at times courageous, seeks help, and disciplines him or herself to achieve objectives.

Utilizing the cases and other readings

You are being asked to read the case and other material in order to extract the pertinent lessons from the way in which the main character(s) have operated. What is it about their operating style that makes the person(s) effective? This kind of reading looks for the story about the person(s), it reads between the lines, it is interpretive, and it is reflective.

Web Site

https://canvas.harvard.edu/

This site will be used, (as above) for students to submit class material, to make announcements, share information, and continue discussions.

You must check the site regularly to maintain vital contact with the course.

Cross-registered students and auditors need to follow the directions on this page in order to gain access to the course website:

http://www.hks.harvard.edu/degrees/registrar/instructions-for-cross-registration-and-auditing

1 What Leaders Really Do, John P. Kotter, p. 51, Harvard Business Review Press, 1999.

Page | 2

5/8/2023

MLD-617(m) Learning from Effective Implementers

Summary of what is required in this course

You must meet with the instructor during office hours at some time between Friday, March 17th and March 24th. Office hours will be posted.

Do the preparatory work

Do the readings; note that they are prioritized

Come to class, pay attention

Submit 4 times to course web site class discussions. This process begins with class #4 on March 30th.

Participate in your group weekly

Meet with Frank Hartmann at beginning of course; optional, but strongly recommended at end of course to discuss your final work

Meet with Frank in office hours as helpful to you

Keep ongoing written notes to yourself about what lessons you need to learn and how you propose to teach these to yourself; sometimes described as a “journal” (see the web site)

Submit a first draft of your game plan how you propose to do the above (due Thursday, March 30th)—email directly to Professor Hartmann

Submit a final version of your game plan (due Friday, April 28th)—email directly to Professor Hartmann

Page | 3

5/8/2023

COURSE REQUIREMENTS

1) Submissions to the Instructor

You are required to submit your first draft of the lessons regarding implementation that you will take with you into the future.

You will do this twice: your first cut at this is due on Thursday, March 30th. The second and final version of this work is due on Friday, April 28th.

This work is called your “Game Plan.” This is the pragmatic, realistic strategy that you will use to manage yourself. It is based on who you are and what you want to achieve. Your set of lessons, as you go forward, is to be supported by either your notes to yourself, or your summary of these notes to yourself.

Your game plan could (not “must”) be organized as follows:

1. My purpose, what it is that I want to contribute.2. Given what I want to contribute, what are my top priorities (AAA)3. Given what I am trying to do, what it is that I plan to accomplish regarding this priority

by Wednesday, November 22nd (the day before Thanksgiving).. 4. The specific ways that I will manage toward being where I want to be by this same date.5. How I will deal with my own intransigence and with external obstacles.

This need not be a long paper. It should be tight and self-directive.

Ongoing notes to yourself

You must gather the lessons of your own history as you go through the course. How did I act in similar situations? What did I do well? Realistically, how might I have done better? What are the lessons that I would like to take forward? You will note the importance of knowing yourself – your strengths, what you want to accomplish, your values, your patterns and inclinations, and the ways in which you sabotage yourself (we all do!) if you are to deliver what you propose to deliver. This note-taking exercise, of a kind that works for you, (perhaps it is a journal) is to be utilized to so that you can better understand and then act in way that improves the ways that you choose goals, and manage yourself towards them more effectively.

The sole audience for your note-taking should be you.

You will find on the course web site further ideas about how you might do this as well as a sample Game Plan.

2) The readings are prioritized. I will cold call on the material in the first prioritized reading.

2) Submissions to the course website

Page | 4

5/8/2023

Each student must respond in writing to one or more of the focusing questions attached to the readings four times during the course. We expect that students will submit written material (150-200 words – shorter is better) to the course web site by 8 PM the night before class day on four of the course topics beginning on Thursday, March 30th for class #4. You may choose which of the weekly classes on which you submit written views, but you must do any two in the first half of the course and any two in the second half. Responses on the web site are public; you are strongly encouraged to read, react to, and build upon the responses of your classmates.

3) Group Work

Each student will be a member of a small group. Groups are urged to meet weekly to discuss the readings and their implications. It is the responsibility of the group to find a mutually convenient time and place to meet. A group may volunteer to initiate one of the class conversations. It is possible that more may be asked of the groups. In previous years students found their group work very helpful.

4) Grades:

The major criterion for assigning grades is whether you had a specific plan for moving yourself in the direction that you want to take. Aspiration must be combined with a set of specific steps of how you will go about raising the probability that what you want to make happen in a specific situation, will happen. These specific steps are your game plan.

You will also be graded on class participation and on your submissions the course web site.

Unexcused class absence or consistent unexplained lateness will result in the loss of a grade level, e.g, from a B+ to a B.

Page | 5

5/8/2023

Some relevant thoughts:

“The recalling of lessons we have learnt is ... part of responsible living”Letters and Papers from Prison, Dietrich Bonhoeffer, p 3

“The first of these legacies is simply his (Gandhi’s) strong belief that all people can shape and guide their lives according to the highest ideals, no matter how insignificant and powerless they might feel themselves to be. Gandhi lived his life, from childhood on, as someone convinced that his decisions about how to live mattered and that he had the power to make those decisions conform to what he believed right."

Foreword, Gandhi, An Autobiography, Mohandas K. Gandhi p xvii, Sissela Bok

“To say we lack heroes is ... certainly to say that we lack self-knowledge of our own predicament as incomplete creatures, capable of height.”-"Available Heroes," A Common Room, Reynolds Price, pp. 289-293.

“We are what we repeatedly do. Excellence then, is not an act, but a habit.” -Attributed to Aristotle

“Let the (student), where we are equally confident, stride on with me; where we are equally puzzled, pause to investigate with me; where he finds himself in error, come to my side; where he finds me erring, call me to his side. So we may keep to the path, in love, as we fare on… Press on...”

The Trinity, St. Augustine, as quoted in St. Augustine, p. xiv, Garry Wills, Penguin, NY, NY. 1999.

Page | 6

5/8/2023

1. Tuesday, March 21:

Coming closer to your purpose: what is it that I am trying to make happen?

IF YOU DO NOT KNOW WHAT YOU ARE TRYING TO MAKE HAPPEN, HOW WILL YOU RECOGNIZE OPPORTUNITY?

1. The readings. Class work will be based on the readings.

2. Write some notes, in a style that is comfortable for you, about your own sense of purpose, what it is that you want to contribute. One way to approach this is think back over your work career (and if you wish, more broadly) and write down the things that you have done, accomplished, have been part of, have contributed, that you value, that you think are important. Be as concrete and specific as possible. You will bring this to class, but it is for yourself. You may want to discuss in your first office hours meeting. You may find it helpful to write these notes after you have done the readings/viewing below.

Before first class meeting, watch Steve Jobs speech at the Stanford Commencement, 2005; pay special attention to the section beginning at 9:04

http://www.youtube.com/watch?v=UF8uR6Z6KLc

Readings prioritized: 1. “Managing Oneself”, Peter F. Drucker, pp. 65-74, Harvard Business Review, March-

April 1999

We will refer to this reading many times during the course. For this first meeting, note particularly Drucker’s emphasis on knowing and understanding your values (p. 69 ff.). See also, page 70 ff., his question about what it is that you want to contribute.

2. How Will You Measure Your Life? , Clayton M. Christensen et al; Chapter Two, “What makes us tick”

3. “After Succeeding, Young Tycoons Try, Try Again,” New York Times, 10/28/07 http://www.nytimes.com/2007/10/28/business/28invent.html

4. “Erica Woda's Tenacity Helps to Get Children Off the Couch,” New York Times, 2/8/10

http://www.nytimes.com/2010/02/08/sports/soccer/08woda.html

Questions:

Page | 7

5/8/2023

What does Steve Jobs say about what is important to you?What is Erica Woda’s sense of purpose?What does Max Levchin want to contribute?What is it that I want to contribute? What is it that I am trying to do, make happen?

Optional readings:The Practice of Adaptive Leadership, Ronald Heifetz, Alexander Grashow, and Marty Linsky, Chapters 18 and 19 (on reserve).

Page | 8

5/8/2023

2. Thursday, March 23

Success: The achievement of something, desired, planned, or attempted. The gaining of fame or prosperity.

Some ideas:

"Parker was a pretty good seaman, brave and successful; he belonged to awell-known naval family and he was sure of continuous employment andeventually of a flag; furthermore, he was slim, handsome, and much caressedby women; but he valued himself only on two qualities that he did notpossess: the ability to ride a horse like a cove in the poem, and to drink anyman under the table." The Reverse of the Medal, Patrick O'Brian, p 133.

We may sometimes get the message that we do not do the important work of the world, and at other times feel that the realest part of us, which produces the results honored by the world, is never recognized even by those who praise us. I know that the part of me that is at home sitting here in a dimly lit living room musing about this paradox without any single-minded focus is not the part which gets public kudos..... And usually the press, the praise and the prizes are not given for what I feel I most deeply am. They are given for another set of traits. For many of us, the filter systems within which we are screened, rewarded or praised may have missed out from the very beginning on what we consider the most genuine ground of our being.

-- "Feeling Like A Fraud: Part Two," p.4, Peggy McIntosh, The Stone Center, Wellesley College, 1989.

Don’t aim at success. The more you aim at is and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side-effect of one’s dedication to a cause greater than oneself or as the by-product of one’s surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and go on to carry it out to the best of your knowledge. Then you will live to see that in the long run, in the long run, I say, success will follow you precisely because you had forgotten to think about it.

MAN’S SEARCH FOR MEANING, Victor E Frankl

Page | 9

5/8/2023

Readings prioritized:

1. - The American Dream: Lyndon Johnson, Doris Kearns Goodwin, Foreword, pp. I-XXII. Note that this reading is as much about Doris Kearns Goodwin as it is about LBJ.

1a- Philip Hart, Michael O’Brien, pp. 124,5. Refusing vice-presidential nomination because he knows himself.

2. -Better, A Surgeon’s Notes on Performance , Gawande, Atul, Picador, NY, NY. Pp. 1-10 (note especially pp 8 and 9), Pp 29-50, “The Mop Up”.

3. -“Grade Expectations,” by Michael Jonas. Commonwealth Magazine, Winter 2011. http://www.commonwealthmagazine.org/Voices/Conversation/2011/Winter/Grade-expectations.aspx

Questions:

What is success?What do my decisions to date, looked at objectively, tell me about my definition of success? Whose judgment about success is most valuable? What audience do you want to play to? At what stage would one judge success? Might one judge it differently overtime? What distinction is there between a success and a successful person?What is the relationship between diligence/excellence (Gawande) and

success?

Optional Reading:

“The Enforcer: A Christian lawyer’s global crusade.” by Samantha Power January 19, 2009, THE NEW YORKER ; read to the part that says:

“The circumstances afford no generosity for those who bring only good intentions, the best of motives or the most tender of hearts,” he has argued. “Without a fierce commitment to the sharpest standards in operational and tactical excellence, we do not honor God.”

Page | 10

5/8/2023

3. Tuesday, March 28

Relentlessness

Note: Classes 3 and 4 are two parts of the same conversation

Background Questions:

What is necessary to accomplish goals?Have you ever worked with someone whom you might characterize as relentless? Was the person able to accomplish things that others did not? Did the person's relentlessness exact a price of others? Is relentlessness a necessary characteristic of those who reach goals?Does relentlessness preclude learning?What place does diligence have in this conversation?What lessons do you wish to learn? How will you learn them?

Readings, prioritized:

1. “The Albany Chronicles: How Andrew Cuomo gets his way”, Jeffrey Toobin, THE NEW YORKER, February 16, 2015,

2. “Ek Sonn Chan and the Transformation of the Phonm Penh Water Supply Authority”Leong Ching, Institute of Water Policy, Lee Kuan Yew School of Public Policy, National University of Singapore, 2009

3. “Bread Winner”, THE NEW YORKER, December 3, 2012. Lauren Collins.

Case Specific Questions:

How necessary to accomplishing ends is Cuomo’s style? Ek Sonn Chan’s style? Apollonia Poiliane’s style?If you were managing any of them, what part of their style would make you wary?If you were managing any of them , what part of their style would you try to bring forward?

Optional reading:“The Last Mission: Richard Holbrooke's plan to avoid the mistakes of Vietnam in Afghanistan” from The New Yorker, September 28, 2009. A long reading: If you read it, watch Holbrooke and how he adjusts.

Page | 11

5/8/2023

4. Thursday, March 30

Relentlessness Plus (continued)

The first draft of your game plan is due today, by the end of the dayEmail it to me: Frank_Hartmann@Harvard.edu

Note: Your postings on the course website begin with this class.

Readings, prioritized:

1. "Reproducing an Innovation in Tennessee: Dr. Barbara Levin and the Monroe Maternity Center, Inc." KSG Case Program, C16-93-1218.0

2. “Helena Morrissey, Aiming at Britain's Glass Ceilings, Gets Results ,”by Jenny Anderson, New York Times, January 26, 2015

3. “The Real Leadership Lessons of Steve Jobs,” Harvard Business Review, April 2012, Vol. 90 Issue 4, p92-102

Questions:

Are focus, tenacity, relentlessness necessary for implementation? What if they are the only operating characteristics?What does Helena Morrissey teach us? What does Barbara Levin teach us?What does Steve Jobs have to teach us?What lessons are to be taken?How will you learn these lessons?

Optional reading:

“The Leadership of George W. Bush: Stubborn Kind of Fellow”, David Gergen, COMPASS, Fall, 2003, Vol 1, #1.

Page | 12

5/8/2023

5. Tuesday, April 4

Setbacks, defeats, and failure

Readings, prioritized:

1. Lincoln , David Herbert Donald, Chapter 12, "The Bottom is Out of the Tub," pp. 328-333 re desperate situation early in first term. See also pp. 435-6. Similar, but later in the Lincoln presidency.

2. “Can’t Acknowledge Failure? Don’t Apply,” New York Times, March 17, 2012 http://www.nytimes.com/2012/03/18/business/smart-cars-tracey-matura-on-the-powes-of-observation.html?pagewanted=all

3. Deng Xiaoping and the Transformation of China , Ezra F. Vogel, pp. 49-52 .

Questions:

What are the distinctions among failure, defeat, and setbacks?How would one recognize failure, defeat, and setbacks?How should one acknowledge failure to one's self? To others?How can we learn from our mistakes, failures?What are the most instructive lessons about this subject, these people?

Optional:

"Out of Tragedy at War, Lessons for Leaders on the Job," Wall Street Journal,March 9, 1999, p. B1.

KSG case: Managing a Press "Feeding Frenzy”: Gregory Coler and the Florida Dept. of Health and Rehabilitative Services (both parts)

[Pay attention to final line of part two!]

Page | 13

5/8/2023

6. Thursday, April 6

Managing Self

Habit, tricking one’s self, focus, attentiveness, chunking, rising above self-interest, rising above feelings, why some professions wear uniforms, a game plan, writing, righteous vs. self-righteous, our inner jerk. A game plan: what might it look like?

Questions: Please submit your responses to the web site:

Spend some time thinking about your past work life. What are specific examples in which you were well managed? What did this “good” management consist of and what did it generate in you? What are specific examples in which you were badly managed? What did this “poor” management consist of and what did it generate in you?

Readings, prioritized:

1. “Learning to Love the Swamp: Reshaping Education for Public Service,” Presidential address to the Fall 1994 Meeting of the Association for Public Policy Analysis and Management, Ellen Schall, Journal of Policy Analysis and Management, Vol. 14, No. 2, 202-220 (1995).

2. “Small Wins: Redefining the Scale of Social Problems,” Karl E. Weick, pp. 40-49, American Psychologist, January, 1984.

3. “For City’s Transportation Chief, Kudos and Criticism,” New York Times, March 4, 2011http://www.nytimes.com/2011/03/06/nyregion/06sadik-khan.html?pagewanted=all

4. "Pocketed the Insult", Gandhi pp. 259-261

5. “Climbing Everest: Risking Death for a View From the Top.” Jonathon E. Kaplan. 6/24/01 New York Times. http://www.nytimes.com/2001/06/24/sports/backtalk-climbing-everest-risking-death-for-a-view-from-the-top.html

6. “New U.S. Generals Take a Crash Course In Military Manners: Sensitivity Training Stresses Physical, Mental Fitness, And Their `Inner Jerks.’” Thomas E. Ricks, 01/20/98 The Wall Street Journal, p. 1

Note: Students may be asked to share lessons learned.

Page | 14

5/8/2023

7. Tuesday, April 11

Staying on course, flexibility, adjusting, adapting

Some ideas:

After the early days of the Montgomery bus boycott, Martin Luther King became widely recognized: "The phenomenon of mass adulation far from home struck like a sudden bolt, but King had to work for other support..." King reached out to Harry Belafonte who found "...King sophisticated, clearly not the hick or holy roller he had feared, King's offstage personality struck him as a mixture of determination and almost doe-like vulnerability. 'I need your help,' King said repeatedly. 'I have no idea where this movement is going.'"Parting the Waters: America in the King Years 1954-63, Taylor Branch, p. 185.

Readings, prioritized:

Reflect on the Barbara Levin case and the work of Susan Szachowicz in Brockton and how they adjusted and adapted.

1. Lincoln , David Herbert Donald, p.15; pp. 165-167; p. 206; pp. 269-270, 271; pp. 285-292; pp. 362-369.

2. "Against All Odds: The Campaign in Congress for Japanese American Redress,"KSG Case Program C16-90-1006.0 3. How Will You Measure Your Life? , Clayton M. Christensen et al; Chapter Three,

“The Balance of Calculation and Serendipity” .

4. Deng Xiaoping and the Transformation of China , Ezra F. Vogel, pp. 67-71 .

Questions:

When the protagonists of the reading material began their work, could each have accurately described how - with what specific results - it would end?What is it that they thought they were trying to do?What are the lessons?

Page | 15

5/8/2023

8. Thursday, April 13

Courage, fear, and acting as if I were confident

Some ideas:FDR saying that we have nothing to fear but fear itself -- what is the price of fear, what does it take from us?

T. Roosevelt (from the PBS program): "I was afraid but I acted as if I was not afraid, and then I was not afraid."

"For the calmness and joy with which we meet what is laid on us are as infectious as the terror that I see among the people here at each new attack. Indeed, I think such an attitude gives one the greatest authority, provided that it is genuine and natural, and not merely for show. People need some constant factor to guide them." Letters and Papers from Prison, Dietrich Bonhoeffer, p. 156

"...our duty is rather to foster and strengthen confidence wherever we can." Letters and Papers from Prison , Dietrich Bonhoeffer, Collier NY, 1971, p. 12.

Readings – the class will be divided into three groups and each group will read one case.

- "Profile of a Leader: The Wallenberg Effect," Kunich and Lester, US AirForce Academy

- Parting the Waters: America in the King Years 1954-63, Taylor Branch, p.124-125 (bottom of 124, top of 125); pp. 128-168.

“Strikes Have Followed Me All My Life,” Emma Mashimini, pp. 352-388,Written by Herself, Volume II Women’s Memoirs from Britain, Africa, Asia, and the United States, edited by Jill Ker Conway, Vintage, 1996.

Questions:Is fear normal?Can you acknowledge fear and still act without being dominated by it? Is it helpful to acknowledge fear to one's self, to others, both? Are there distinctions to be made?What does it mean to “be not afraid of a fight”? (Barney Frank so described in "Against All Odds: The Campaign in Congress for Japanese American Redress")Is courage a permanent state?What lessons do we wish to learn?

Page | 16

5/8/2023

9. Tuesday, April 18

Collaboration / synergy / bringing out best in others / appreciation / humility.

Questions:

If you are to accomplish what you wish, do you need the collaboration, cooperation, good work of others?How would you bring out the worst in others?Might bringing out the best in others make you a more effective implementer?How would you bring out the best in others?How would others know that you appreciate them? How important is it that they know that you appreciate them and their work?What would heroism mean in this context?

Some ideas:

Appreciation

"In ordinary life we hardly realize that we receive a great deal more than we give, and that it is only with gratitude that life becomes rich. It is very easy to overestimate the importance of our own achievements in comparison with what we owe to others."Letters and Papers from Prison, Bonhoeffer, p. 109

Here is a plaque on the wall and a commencement photo from June, 1979, at the University of Denver. The plaque reads "Outstanding Academic Advisor." But six faculty members had done intensive advising together. We were not competing, and we consulted students as well as each other on how to do this intricate relational work. The presentation of an award created one winner and five losers, and created a pinnacle where we had tried to create a plateau. The valued relations between us, and between us and our students, were undermined by the establishment of a prize.... (B)eing rewarded as an individual was destructive of what I valued most in that situation and in myself.

"Feeling Like A Fraud: Part Two," p. 4, Peggy McIntosh, The Stone Center, Wellesley College, 1989.

Readings, prioritized:

Page | 17

5/8/2023

1. "The Education of David Hoffman," KSG cases.

2. - The Seven Habits of Highly Effective People, Steven Covey, pp. 190-199, some principles of working with others

3. - “Developing Others”, pp. 146-150, , Working with Emotional Intelligence,

Daniel Goleman.

4. - THE DILBERT PRINCIPLE, pp. 85,6 "Take Credit for the Work of Others"

Page | 18

5/8/2023

10. Thursday, April 20

Developing resilience. Support networks. If you want gratitude, buy a dog.

Questions:

Is your supply of energy infinite?What is resilience, toughness, hardiness? Can you acquire it?What are the various situations for which you might want the assistance of someone else?Help: when does one need it, what does it look like?How would you know when you needed it? Might you wait too long to ask for it? Might you ask for it too soon/frequently?

Readings, prioritized:

1. - “Vocational Choices and Hazards,” pp. 102-111, The Call of Stories, Robert Coles.

2. - “Self Control”, Chapter 5, pp.75-76, Working with Emotional Intelligence, Daniel Goleman. On stress.

3, - "My Helplessness", Chapter XXV, pp. 81-83, Gandhi, An Autobiography, Mohandas K. Gandhi

Page | 19

5/8/2023

11. Tuesday, April 25 and 12. Thursday, April 27

Wrapping it up: Self-evaluation and self-discipline: a game plan

If you set out to seek freedom, then learn above all other things to govern yoursoul and your senses, for fear that your passions and longing may lead you awayfrom the path that you should follow. Chaste be your mind and your body, andboth in subjection obediently, steadfastly seeking the aim set before them; onlythrough discipline may a (person) learn to be free.

"Stations on the Road to Freedom" (poem) Letters and Papers from PrisonDietrich Bonhoeffer, Collier NY 1971

Questions: Why is the term "self discipline" laden with negative connotations?To whom do you say "You have to tell me when I'm doing something wrong?Ed Koch, when mayor of New York City, often asked: “How’m I doing?" So?What is on your list of things that you must do to be effective, but which you do not like to do?When might you say to yourself, "what mistake am I making right now?"What process of regular self-review would you actually utilize?

Readings, prioritized:

1. The Reflexive Practitioner: How Professionals Think in Action , Donald A. Schon, pp. 350-351.

2. Creating Public Value: Strategic Management in Government , Mark Moore, excerpts pp. 306-308

3. In Search of Excellence: Lessons from America’s Best Run Companies , Tom Peters and Rob Waterman, excerpts pp. 131-132, 134-135, 138.

4. Lincoln , David Herbert Donald, “At the Head of His Profession in This State,” pp. 142-143.

5. Up in the Old Hotel by Joseph Mitchell. p. 526 in "Bottom of the Harbor". Mr. Hunter stops drinking: " I stood it off...."

"There are always reasons for not doing something; the question is whether one does them nevertheless. In one only wants to do something that has everything in its favor, one will never get around to doing anything, or rather, the action will no longer be necessary because other people will already have anticipated one in it."

Letters and Papers from Prison, Bonhoeffer, p. i

Page | 20