Archive

• Appreciative Inquiry 101: Finding “The Flip” to a More Positive Outcome

  This entry was contributed by Lydian Altman, Margaret Henderson on September 29, 2016 at 9:26 am and is filed under Collaborative Leadership, Group Process, Organizational and Personal Leadership.

  

  Positive thinking is more than just a tagline.

  It changes the way we behave.

  And I firmly believe that when I am positive, it not only makes me better,

  but it also makes those around me better.
  -Harvey Mackay

   

  A fundamental practice of Appreciative Inquiry (AI) is to focus on strengths rather than weaknesses. Doing so enables us open up our thinking to explore our successes and opportunities rather than obsess about our shortcomings or failures. This practice does NOT mean that we sugar-coat or overlook reality. It simply means that we build on our immediate and local assets rather than focusing on what is not there or not desirable.

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• Leadership Lessons on Police Transparency: Body-Worn Cameras in Fayetteville

  This entry was contributed by John Stephens on February 4, 2016 at 12:22 pm and is filed under Leadership Development, Organizational and Personal Leadership.

  

  Since becoming Chief of the Fayetteville Police Department in 2013, Harold Medlock has taken steps to address police-community relations. Over the past two years, his department explored several vendors of body-worn cameras (BWCs).

  Policy on the use, storage, and access to the videos of various police encounters was completed in mid-January. All patrol officers are using BWCs.

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• The Art and Science of County and Municipal Government in NC (and the book that discusses it all)

  This entry was contributed by Margaret Henderson on May 22, 2015 at 1:35 pm and is filed under Tools and Practices.

  

  “I never dreamed I would be expected to know so much about so many different topics!”
  –  A newly elected county commissioner

  There is the “What” of public work, and then there is also the “How” of it.  Success as any kind of public leader – as staff or as appointed or elected officials – requires mastery of both the art and science involved in the topics and processes of local government.

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