Rosemary O'Leary – författare

The world of public management is changing dramatically, fueled by technological innovations such as the Internet, globalism that permits us to outsource functions anywhere in the world, new ideas from network theory, and more. Public managers no longer are unitary leaders of unitary organizations - instead, they often find themselves convening, negotiating, mediating, and collaborating across borders."Big Ideas in Collaborative Public Management" brings together a rich variety of big picture perspectives on collaborative public management. The chapters are all original and written by distinguished experts. Designed for practical application, they range from examinations of under what conditions collaborative public management occurs to what it means to be a collaborative leader.The contributors address tough issues such as legitimacy building in networks, and discuss ways to engage citizens in collaboration. They examine the design of collaborative networks and the outcomes of collaboration. Detailed introductory and concluding chapters by the editors summarize and critique the chapters, and frame them as a reflection of the state of collaborative public management today.

The world of public management is changing dramatically, fueled by technological innovations such as the Internet, globalism that permits us to outsource functions anywhere in the world, new ideas from network theory, and more. Public managers no longer are unitary leaders of unitary organizations - instead, they often find themselves convening, negotiating, mediating, and collaborating across borders."Big Ideas in Collaborative Public Management" brings together a rich variety of big picture perspectives on collaborative public management. The chapters are all original and written by distinguished experts. Designed for practical application, they range from examinations of under what conditions collaborative public management occurs to what it means to be a collaborative leader.The contributors address tough issues such as legitimacy building in networks, and discuss ways to engage citizens in collaboration. They examine the design of collaborative networks and the outcomes of collaboration. Detailed introductory and concluding chapters by the editors summarize and critique the chapters, and frame them as a reflection of the state of collaborative public management today.

Named Best Book in Public and Nonprofit Management, 1999-2000Academy of Management Named Best Book in Environmental Management, 1999American Society for Public Administration Leaking landfills, oil contamination, illegal waste disposal, andpervasive air pollution . . . Today's managers and policy makersface a multitude of environmental challenges, choices, andopportunities. Some work in the public or private sectors. Some areregulators or regulated. Whether they are environmental specialistsor not, managers must understand scientifically complexenvironmental mandates and shifting ambiguities in order to addressthem proactively. They must not only cultivate organizationalawareness of environmental values, but also remain committed toengaging in these values. The authors of Managing for the Environment draw from theirextensive managing, consulting, and research experiences to givemanagers, elected officials, students, and concerned citizens thetools they need to address environmental issues effectively. Authoritative, insightful, and the first of its kind to take astrategic management view, this book:* Describes current issues and trends in environmental affairs,including sustainable development, risk-based priority setting,managing for results, market incentives, and environmentaljustice* Explains what readers should know about environmental laws andtheir implementation* Shows how managers can incorporate environmental managementconcepts into their organizations' thinking by linking strategies,structures, and informational systems* Offers strategies for overcoming the political, economic, andorganizational obstacles to doing so* Provides methods for understanding, defining, and communicatingenvironmental risks and responses to employees, the media, andcommunities* Presents constructive conflict resolution strategies for handlingdifficult environmental disputes

In Leading in Place, the authors open up new avenues in the debate on leadership by drawing the reader’s attention to the ways in which women can be—and are—leading in organizations and communities in sometimes unconventional, often unrecognized, ways.Through surveys and interviews, this practitioner-academic team has conducted a thorough and fascinating study of women in various leadership roles, from paid high-level executives to community volunteers. The book bridges the chasm between what the experts write about leadership and what is experienced in organizations and communities. It pushes the reader to think about how unconscious biases have influenced perceptions of leadership in research and organizations. They suggest leadership research should be updated to integrate 21st century realities by moving past both bias towards male prototypes, as well as the ‘great women’ genre, revealing a wealth of experience and knowledge, including insights about leading in place. With strategies for addressing issues around leadership at both the individual and organizational levels, this book will provide students of leadership as well as professionals with insights that challenge the ways we think about women leaders and leadership more generally.

In Leading in Place, the authors open up new avenues in the debate on leadership by drawing the reader’s attention to the ways in which women can be—and are—leading in organizations and communities in sometimes unconventional, often unrecognized, ways.Through surveys and interviews, this practitioner-academic team has conducted a thorough and fascinating study of women in various leadership roles, from paid high-level executives to community volunteers. The book bridges the chasm between what the experts write about leadership and what is experienced in organizations and communities. It pushes the reader to think about how unconscious biases have influenced perceptions of leadership in research and organizations. They suggest leadership research should be updated to integrate 21st century realities by moving past both bias towards male prototypes, as well as the ‘great women’ genre, revealing a wealth of experience and knowledge, including insights about leading in place. With strategies for addressing issues around leadership at both the individual and organizational levels, this book will provide students of leadership as well as professionals with insights that challenge the ways we think about women leaders and leadership more generally.

This Element is about the challenges of working collaboratively in and with governments in countries with a strong New Public Management (NPM) influence. As the evidence from New Zealand analyzed in this study demonstrates, collaboration - working across organization boundaries and with the public - was not inherently a part of the NPM and was often discouraged or ignored. When the need for collaborative public management approaches became obvious, efforts centered around "retrofitting" collaboration into the NPM, with mixed results. This Element analyzes the impediments and catalysts to collaboration in strong NPM governments and concludes that significant modification of the standard NPM operational model is needed including: Alternative institutions for funding, design, delivery, monitoring and accountability; New performance indicators; Incentives and rewards for collaboration; Training public servants in collaboration; Collaboration champions, guardians, complexity translators, and stewards; and paradoxically, NPM governance processes designed to make collaborative decisions stick.

Since the first edition of Public Administration and Law was published in 1983, it has retained its unique status of being the only book in the field of public administration that analyzes how constitutional law regulates and informs the way administrators interact with each other and the public. Examining First, Fourth, Fifth, Eighth, and Fourteenth Amendment rights as they pertain to these encounters, it explains how public administrators must do their jobs and how administrative systems must operate in order to comply with constitutional law.Explores the conflicts between lawsThe book begins by presenting a historical account of the way constitutional and administrative law have incrementally "retrofitted" public agencies into the nation’s constitutional design. It examines the federal judiciary’s impact on federal administration and the effect of the nation’s myriad environmental laws on public administration. Next, it focuses on the role of the individual as a client and customer of public agencies. In a discussion of the Fourth Amendment, it examines street-level encounters between citizens and law enforcement agents. Responding to the rise of the new public management (NPM), it also adds, for the first time in this edition, a chapter that analyzes the rights of the individual not only as a government employee but also as a government contractor.Enhanced with numerous referencesThe final chapters of the book address issues concerning the rights of inmates in administrative institutions and balancing the need to protect individual rights with the ability of agencies to function effectively. Supplemented with case citations and lists of articles, books, and documents, this text is designed to facilitate further study in a constantly evolving area.About the Authors:David H. Rosenbloom, Ph.D. is Distinguished Professor of Public Administration in the School of Public Affairs at American University in Washington, D.C., and Chair Professor of Public Management at City University of Hong Kong. Rosemary O’Leary, Ph.D., J.D. is Distinguished Professor of Public Administration and the Howard G. and S. Louise Phanstiel Chair in Strategic Management and Leadership at Syracuse University. Joshua M. Chanin, M.P.A., J.D. is a Ph.D. candidate in Public Administration and Justice, Law, and Society in the School of Public Affairs at American University in Washington, D.C.

Winner of the 2021 “Best Book Award” from the Academy of Management Division of Public and Nonprofit Management! “Rosemary O’Leary’s The Ethics of Dissent offers a novel take on rule breakers and whistle-blowers in the federal government. Finding a book that elegantly interweaves theory, case detail, and practice in a way useful to students and researching proves challenging. O’Leary achieves those aims.”  —Randall Davis, Southern Illinois University  

From “constructive contributors”" to “deviant destroyers,” government guerrillas work clandestinely against the best wishes of their superiors. These public servants are dissatisfied with the actions of the organizations for which they work, but often choose not to go public with their concerns. In her Third Edition of The Ethics of Dissent, Rosemary O’Leary shows that the majority of guerrilla government cases are the manifestation of inevitable tensions between bureaucracy and democracy, which yield immense ethical and organizational challenges that all public managers must learn to navigate.    

New to the Third Edition:  

New examples of guerrilla government showcase the power of public servants as well as their ethical obligations. Key concepts are connected to real examples, such as Kim Davis, the Kentucky county clerk who refused to sign the marriage certificates of gay couples, and Kevin Chmielewski, the deputy chief of staff for operations at the U.S. Environmental Protection Agency (EPA) who led environmental groups to the wrong doings of EPA Administrator Scott Prewitt.   A new section on the creation of “alt” Twitter accounts designed to counter and even sabotage the policies of President Donald Trump highlights the power of social media in guerrilla government activities.   A new section on the U.S. Department of State “dissent channel” provides readers with a positive example of the right way to dissent as a public servant.   A new chapter on Edward Snowden demonstrates the practical relevance and contemporary importance of the world’s largest security breach.   A new profile of U.S. Department of State diplomat Mary A. Wright illustrates how she used her resignation to dissent about U.S. policies in Iraq.

Today's public managers not only have to function as leaders within their agencies, they must also establish and coordinate multi-organizational networks of other public agencies, private contractors, and the public. This important transformation has been the subject of an explosion of research in recent years. "The Collaborative Public Manager" brings together original contributions by some of today's top public management and public policy scholars who address cutting-edge issues that affect government managers worldwide.State-of-the-art empirical research reveals why and how public managers collaborate and how they motivate others to do the same. Examining tough issues such as organizational design and performance, resource sharing, and contracting, the contributors draw lessons from real-life situations as they provide tools to meet the challenges of managing conflict within interorganizational, interpersonal networks. This book pushes scholars, students, and professionals to rethink what they know about collaborative public management - and to strive harder to achieve its full potential.

A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors - both seasoned and new - for a rare critical examination of the field of public administration yesterday, today, and tomorrow. The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this - nor is there ever likely to be another - in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind.This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration.

A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors - both seasoned and new - for a rare critical examination of the field of public administration yesterday, today, and tomorrow. The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this - nor is there ever likely to be another - in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind.This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration.

The research papers in this volume were initially presented at a conference, entitled 'Cutting Edge Theories and Recent Developments in Conflict Resolution', which celebrated the 20th anniversary of the Program on the Analysis and Resolution of Conflict (PARC). Presenters were encouraged to submit their papers for consideration, and following a rigorous peer review and revision process, nine articles were accepted. The volume explores some of the major themes of conflict analysis, including how powerful dominant discourses can both soothe and exacerbate conflict, the role of civic organizations in promoting peace and incubating democratic principles, the ways in which different forms of dialogue are used to heal historically dysfunctional inter-group relations, and the importance of a deeply institutional, structural understanding of ethnocentrism and racism.The authors conducted their research in several different countries - the U.S., Canada, Bosnia, and Northern Ireland - and used a wide range of analytical techniques including in-depth interviews, surveys, and document analysis. What holds them together is the rigorous tie they make between theory and empirical data. Some authors have built conflict theory inductively, based on their own research and/or secondary sources (e.g. Keles, Coy, et al, and Funk-Unrau), while others have tested existing models with empirical data (e.g. Hemmer, Getha-Taylor, and Pincock). These articles collectively make a solid contribution to theoretical development in the conflict analysis field.

Environmental conflict resolution (ECR) is a process of negotiation that allows stakeholders in a dispute to reach a mutually satisfactory agreement on their own terms. The tools of ECR, such as facilitation, mediation, and conflict assessment, suggest that it fits well with other ideas for reforming environmental policy. First used in 1974, ECR has been an official part of policymaking since the mid 1990s. The Promise and Performance of Environmental Conflict Resolution is the first book to systematically evaluate the results of these efforts.The Promise and Performance of Environmental Conflict Resolution presents empirical research along with insights from some of ECR‘s most experienced practitioners. Beginning with a primer about concepts and methods, the book describes the kinds of disputes where ECR has been applied, making it clear that 'despite the faith of proponents in the power and usefulness of ECR, it is not applicable to all environmental conflicts.' The contributions that follow critically investigate the record and potential of ECR, drawing on perspectives from political science, public administration, regional planning, philosophy, psychology, anthropology, and law. ECR is being extended to almost every area of environmental policy. Rosemary O'Leary and Lisa Bingham argue that truly effective use of ECR requires something more than advocacy. The Promise and Performance of Environmental Conflict Resolution provides scholars, policymakers, students, and practitioners with critical assessments, so that ECR can be used to its best advantage.

Environmental conflict resolution (ECR) is a process of negotiation that allows stakeholders in a dispute to reach a mutually satisfactory agreement on their own terms. The tools of ECR, such as facilitation, mediation, and conflict assessment, suggest that it fits well with other ideas for reforming environmental policy. First used in 1974, ECR has been an official part of policymaking since the mid 1990s. The Promise and Performance of Environmental Conflict Resolution is the first book to systematically evaluate the results of these efforts.The Promise and Performance of Environmental Conflict Resolution presents empirical research along with insights from some of ECR‘s most experienced practitioners. Beginning with a primer about concepts and methods, the book describes the kinds of disputes where ECR has been applied, making it clear that 'despite the faith of proponents in the power and usefulness of ECR, it is not applicable to all environmental conflicts.' The contributions that follow critically investigate the record and potential of ECR, drawing on perspectives from political science, public administration, regional planning, philosophy, psychology, anthropology, and law. ECR is being extended to almost every area of environmental policy. Rosemary O'Leary and Lisa Bingham argue that truly effective use of ECR requires something more than advocacy. The Promise and Performance of Environmental Conflict Resolution provides scholars, policymakers, students, and practitioners with critical assessments, so that ECR can be used to its best advantage.