Inclusive management
Inclusive management is a pattern of practices by
In the inclusive management model, managers focus on building the capacity of the public to participate in the policy process. One way this capacity is built is through the structuring and maintenance of relationships by managers. Managers operate in a myriad of relationship structures that are used for making decisions, implementing policy, and identifying public priorities. These relationships give shape, pose constraints, or present opportunities for the way public policy is pursued.
Definition
The management component of the compound idea of inclusive management signifies that inclusion is a managed, ongoing project rather than an attainable state.[3] The inclusion component means something different from the commonplace use of inclusion and exclusion to reference the socioeconomic diversity of the participants. The understanding of inclusion in this analysis emphasizes diversity in terms of the necessity of a diversity of perspectives to promote civic discovery in a deliberative setting. Inclusion involves active boundary spanning across differences in perspectives, institutions, issues, and time, which may or may not be founded upon work to integrate socioeconomically diverse participants.
The
Relationships with other public management and policy-making ideas
Inclusive public management is a newly characterized form of
Distinguishing inclusion and participation
Inclusive management practices are one way to enact
High Participation | High Inclusion |
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|
|
Diversity and representation
Quick and
Participation orientation | Inclusion orientation | |
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Meaning of diversifying the process | Engaging a diverse array of persons | Engaging a diverse array of perspectives |
Contributions of diversity | Different persons, who are presumed to bear a diverse array of perspectives related to their identities, produce a fuller range of input that is representative of the community. | Different perspectives, when brought into deliberation, facilitate learning and civic discovery. |
Practices for encouraging diversity in the process | Invite many people to participate. Make the process accessible (e.g., provide language translation, child care, or transportation assistance; choose convenient time and place for hard to reach constituencies). | Account for input received (e.g. publish or report back on input gathered, make input visible through dot voting, etc.).Incorporate a diverse range of perspectives into outreach about the process, the framing of topics, and the persons organizing / overseeing the process. Communicate how learning from deliberation will occur and how it is affecting the process (e.g., through revising flow diagram or plan for consultations, processing information and deciding on next steps together, etc.). |
Inclusion in terms of boundaries
Inclusion involves transcending dichotomies or engaging boundaries.[28][29] Dichotomies or boundaries – such as government/non-government, expert/local, internal/external, process/outcome, flexibility/accountability, participation/control, and the temporal or issue scope of a problem – are distinctions that inclusive managers often bring into play.
Broader
Examples of practices
Prior research has identified several inclusive practices, including:
- Seeking to balance control and participation, in part by decentralizing control of an engagement process and outcomes.[30]
- Identifying stakeholders through proper analysis as an important step in optimizing participation and inclusion.[31]
- Performing relational and informational work to bring together political, technical, and experiential domains.[32]
- Recognizing and bringing potential resources into use by aligning them with desired frameworks for public action, and energizing desired frameworks or imaginaries through making the frameworks visible for public discussion and action.[33][34]
- Managing inclusion as an ongoing process of policy formation and implementation.[35]
- Reflectively narrating civic engagement so that the practices and outcomes of inclusive (or non-inclusive) management are available for others to participate in and evaluate.[34]
- Creating platforms for community action.[34]
To date, researchers have identified inclusive public management practices in communities that have a longstanding commitment to engaging the public, on an ongoing basis, in addressing public concerns together. This research has focused primarily on building public potential to address public problems at the local level of government in the United States. Grand Rapids, Michigan, and Charlotte, North Carolina are cities where inclusive practices have been documented. However, inclusive management practices might be found at any level of government or in any location.
Benefits
Inclusive public management and leadership practices have been found to improve the quality of policy designs or the viability of policies by:
- Enhancing buy-in for implementation from parties affected by the policies;
- Generating better understandings of a public problem and making new connections among people and issues that have produced new ways of seeing and addressing public problems;[36]
- Discovering and enrolling new people and resources into the work that may then be brought into play to address public problems;
- Generating new leadership by creating connections among issues and people, creating platforms for action, and lifting up champions for causes;
- Building capacity for ongoing engagement and implementation of programs and policies related to the decision-making process.[34]
- Facilitating adaptive community change through inclusive processes to address public issues.[34]
References
- ^ Feldman, M. S. & A.M. Khademian. 2002. To manage is to govern. Public Administration Review 62 (5): 529-541.
- ^ Feldman, M.S., A.M. Khademian, and K.S. Quick. 2009. Ways of knowing, inclusive management, and promoting democratic engagement: An introduction to the special issue. International Public Management Journal 12 (2): 123-136.
- Feldman, M. S., and A. M. Khademian. 2000. Managing for inclusion: balancing control and participation. International Public Management Journal 3 (2): 149-167
- M. S. Feldman. Distinguishing inclusion and participation. Paper presented at the Public Management Research Conference, Columbus, Ohio, October 2007
- Feldman, M.S.and K.S. Quick. 2009. Generating resources and energizing frameworks through inclusive public management. International Public Management Journal 12 (2): 137-71.
- ^ Dryzek, J.S. 1990. Discursive Democracy: Politics, Policy, and Science. New York: Cambridge University.
- ^ a b Fung, A. and E.O. Wright. 2003. Deepening Democracy: Institutional Innovations in Empowered Participatory Governance. New York: Verso Books.
- Reich, R. B.(1988). The Power of Public Ideas. Cambridge, MA: Harvard University Press.
- ^ Osborne, D. & T. Gaebler, 1992. Reinventing Government. Reading, MA: Addison-Wesley.
- ^ a b Denhardt, R. B. & J.V. Denhardt. 2000. The new public service: serving rather than steering. Public Administration Review 60 (6): 549-559.
- ^ Reich, R.B. 1988. Policy making in a democracy. In The Power of Public Ideas. Cambridge, MA: Harvard University Press, pp. 123-156.
- ^ Healey, P. 1997. Collaborative Planning: Shaping Places in Fragmented Societies. Vancouver: University of British Columbia Press.
- ^ Reich, R.R. 1988. Policy making in a democracy. In The Power of Public Ideas. Cambridge, MA: Harvard University Press, pp. 123-156.
- ^ Forester, J. 1999. The Deliberative Practitioner: Encouraging Participatory Planning Practices. Cambridge, MA: MIT Press.
- ^ Abers, R.N. 2000. Inventing Local Democracy: Grassroots Policy in Brazil. Boulder, CO: Lynne Rienner Publishers.
- ^ Innes, J.E. and D.E. Booher. 2003. Collaborative policymaking: Governance through dialogue. In M.A. Hajer and H. Wagenaar, eds. Deliberative Policy Analysis: Understanding Governance in the Network Society. London: Cambridge University, pp. 33-59.
- .
- ^ Roberts, N. 2004. Public deliberation in an age of direct citizen participation. American Review of Public Administration 34 (4): 315-353.
- ^ O'Leary, R. and L.B. Bingham, eds. 2006. Big Ideas in Collaborative Public Management. Armonk, NY: M.E. Sharpe.
- ^ O'Leary, R. and L.B. Bingham, eds. 2009. The Collaborative Public Manager: New Ideas for the Twenty-first Century. Washington, DC: Georgetown University Press.
- ^ Zeemering, E.S. and R.J. Durham. 2009. Expanding the scope of policy leadership through networks: Grand Rapids, Michigan. In J.H. Svara, editor. The Facilitative Leader in City Hall: Reexamining the Scope and Contributions. Boca Raton, FL: CRC Press, pp. 189-212.
- ^ Innes, J.E. and D.E. Booher. 2010. Planning with Complexity: An Introduction to Collaborative Rationality for Public Policy. New York: Routledge.
- ^ Booher, D.E. and J.E. Innes. 2002. Network power in collaborative planning. Journal of Planning Education and Research 21: 221-36.
- ^ Hajer, M.A. and H. Wagenaar, eds. 2003. Deliberative Policy Analysis: Understanding Governance in the Network Society. New York: Cambridge University Press.
- ^ Goldsmith, S. and W.D. Eggers. 2004. Governing by Network: The New Shape of the Public Sector. Washington, DC: Brookings Institution Press.
- ^ Agranoff, R. 2007. Managing within Networks: Adding Value to Public Organizations. Washington, DC: Georgetown University Press.
- ^ S2CID 146812731.
- Feldman, M.S.and A.M. Khademian. 2001. Principles for public management practice: from dichotomies to interdependence. Governance 14 (3): 339-61.
- M.S. Feldman (June 2, 2011). Boundaries and inclusive public management(PDF). Public Management Research Association conference. Syracuse, NY.
- ^ Feldman, M. S. & Khademian, A. M. (2000). "Managing for inclusion: Balancing control and participation". International Public Management Journal, 3, 149-167.
- ^ Bryson, J. M. (2004). "What to do when stakeholders matter: Stakeholder identification and analysis techniques". Public Management Review, 6, 1, 21-53.
- ^ Feldman, M. S. and A.M. Khademian, 2007. Role of public manager in inclusion: Creating communities of participation. Governance: An International Journal of Policy, Administration, and Institutions 20 (2): 305-324.
- ^ Feldman, M.S. and K.S. Quick. 2009. Generating resources and energizing frameworks through inclusive public management. International Public Management Journal 12 (2): 137-71.
- ^ a b c d e Quick, K.S. 2010. Inclusive Public Leadership Practices: Green Stewardship and Neighborhood Planning in Grand Rapids. PhD Dissertation in Planning, Policy, and Design, University of California, Irvine.
- ^ Feldman, M.S. and A.M. Khademian. 2008. The continuous process of policy formation. In K. Ahmed and E. Sanchez-Triana, eds., Strategic environmental assessment for policies: An instrument for good governance. World Bank, Washington DC.
- ^ Feldman, M.S., A.M. Khademian, H. Ingram, and A.S. Schneider. 2006. Ways of knowing and inclusive management practices. Public Administration Review 66 (s1): 89-99.