Reforming public management in Ukraine
Ascertains the viability of adapting the American university‐based public service concept to countries of the former Soviet Union. Toward this end, a heuristic model is presented. The model for university‐based public service and outreach shows initial viability in the Ukrainian examples. While the range of administrative and societal problems facing the Ukraine and other countries of the former Soviet Union is formidable, it appears that university‐based public service activities can play a part in reform activities aimed at their amelioration.
Training in Skills for Coping with Democracy
This article presents experiences from projects aimed at training citizens (especially environmental leaders, local government officials, and mayors) in group decision processes, public participation procedures, conflict resolution, and mediation approaches. The general purpose of these activities has been to assist the development of democratic skills in citizens with decision-making power. Third-sector organizations (nongovernmental, nonprofit organizations) play a significant role in this process of challenging old values and introducing new ones through open communication. The author generalizes from his experience in conducting training over the last three years.
Making organizational learning work: Consent and double linking between circles
What kind of organizational structure best supports organizational learning? Focusing on this question, experiments in The Netherlands have led to the circular organization, in which learning processes in teams (circles) are effectively combined with the administrative hierarchy. The circle structure is used for policy making, whereas policy implementation remains within the domain of supervisors and managers. The circular model appears to provide a learning structure in which feedback rather than power is the key organizing principle.