People Skills for Public Managers

Suzanne McCorkle directs the Dispute Resolution academic programs and is a professor in the Public Policy and Administration department at Boise State University, USA. She formerly served as Associate Dean and Dean of the College of Social Sciences and Public Affairs. Dr. McCorkle is the author of Mediation Theory and Practice and Personal Conflict Management. Her consulting and research interests involve workplace conflict and its remedies.Stephanie Witt is a Professor of Public Policy and Administration at Boise State University, USA. Her books include Cities, Sagebrush and Solitude (co-edited with Dennis Judd) and Urban West Revisited Governing Cities in Uncertain Times (with James B. Weatherby). She has previously held positions at Boise State as Associate Vice President, Associate Dean, Department Chair and Director of the Public Policy Center. She is a Carnegie Foundation for the Advancement of Teaching "Idaho Professor of the Year" (1998).

"This unique little book provides the rich, textured discussion of pragmatic topics that our generalist public management texts often lack. It provides discussions into and exercises for topics such as conflict management, question-asking, emotional intelligence and labor, meeting management, parliamentary procedure, bullying, cultural knowledge and diversity, seeking public input, and a host of others that students will be highly interested in. If one wants to ensure that students have solid skills in management and leadership, this is a wonderful complement to any PA classroom or seminar." -- Montgomery Van Wart, California State University, San Bernardino

• Preface1. Why Public Managers Need People SkillsThe Public Sector Is UniqueNetworking Across AgenciesChange, Mistrust, and Financial AusterityConflict Is InevitableMiscommunication Is CostlyCulture and Diversity Awareness Is CrucialNASPAA StandardsThe Federal Executive Service Standards2. Every Effective Manager Is a Good CommunicatorCommunication Skills for Public ManagersThe Fallibility of Message TransferLeadership and CommunicationThe Dark Side of Positional AuthorityCase: The New Boss3. Resolving Disputes in the WorkplaceMethods for Resolving DisputesWhat Causes Workplace Conflict?Case: Flextime4. Mega-Skills for Public EmployeesListeningAsking QuestionsConflict AnalysisAssessing Cost-Effectiveness of Dispute ResolutionInterviewsCase: The Redevelopment Project5. Creating and Maintaining Effective Work RelationshipsEmotional Intelligence and Emotional LaborMotivation and the Public SectorHumane Performance ReviewsInterpersonal Communication CompetenceDemotivators: The Dark Side of Interpersonal CommunicationCase: When Generations Collide6. Working Together: Meetings, Teams, and Parliamentary ProcedureCollaborating Across AgenciesTypes of Group ActivitiesMeeting ManagementThe Specialized Leadership Skill of Building TeamsParliamentary ProcedureCase: The Interdepartment Team7. Dealing with Incivility, Bullies, and Difficult PeopleVerbal Aggression and Difficult PeopleSkills to Respond to Workplace MisbehaviorBullyingCase: Is the Behavior Problematic?Case: There's Something About Jeremy8. Effective Communication in the Intercultural WorkplaceCultural Knowledge and Public AdministrationThe Imperative of DiversityIntercultural Communication TheoryCultural Views of Problem SolvingIntercultural Conflict StylesInfluences of Culture on CommunicationInfluences of Culture on Management StyleCase: Refugees and the Library9. Dynamic Public SpeakingSpeaking in the Public SectorMatching the Purpose to the AudienceOrganizing the MessageAdding InterestFinal Check: Does the Content Meet the Audience's Needs?Speech DeliveryVisual Aids and PowerPoint PresentationsIntroducing Another SpeakerCase: Telling the Public to Prepare for Disaster10. Designing Effective Public Input ProcessesWhy Seek Input?Bad Behaviors in Public PlacesLimitationsCase: Public Input to Locate the New Bypass11. The Interconnected Web of People SkillsNexus 1. Public Managers with People Skills Demonstrate Resilience amid ChangeNexus 2. Public Managers with People Skills Are Able to Separate Listening from AnalyzingNexus 3. Public Managers with People Skills Understand the Interests of OthersNexus 4. Public Managers with People Skills Prefer Collaboration But Are Able to Make Quick DecisionsNexus 5. Public Managers with People Skills Build RelationshipsNexus 6. Public Managers with People Skills Are AccountableNexus 7. Public Managers with People Skills Communicate EffectivelyNexus 8. Public Managers with People Skills Share PowerNexus 9. Public Managers with People Skills Are PersistentNexus 10. Public Managers with People Skills Embrace Continuous ImprovementBibliographyIndexAbout the Authors