Lincoln, by David Herbert Donald

I read this book as part of my “15 minutes a day” routine, where I read something I may normally not read at least 15 minutes each day. While this is a book I normally would have read anyway, I did read it in small portions of approximately 15 minutes each day.

While I perhaps normally would not include this book in this report, I feel I did develop several thoughts as a result of reading this book.

Some of the thoughts I developed as a result of reading this book and their use in my daily work are:

-Lincoln demonstrated that a person can develop in his position and a person can “grow to fill the position”. I have noticed this in my work and it reminds me to consider more than just the obvious in appointing persons to positions. Sometimes a person who may not have “traditional” qualifications for a position may bring insights that make them a success in the position.

-The importance of infrastructure. While not a major part of this book, I noted throughout that Lincoln supported infrastructure development. As I read the book, I developed a greater appreciation for infrastructure and the results of providing and maintaining a decent infrastructure. While I have always known the importance of infrastructure, this book again emphasized the need for providing and maintaining infrastructure.

-The importance of listening and considering all views, but the leader makes the final decision. Lincoln was a master at listening to all sides.

-The story of Lincoln agonizing over decisions was an inspiration to me in the sense that many times I agonize over a decision where there is no “right” answer. I think everyone does to some extent. While I realized years ago that agonizing over a decision was perfectly ok, (once the decision is made, go on), the story of Lincoln and his decision process helps to know that even great leaders don’t automatically know the right decisions.

=The story of Lincoln and his generals is always a lesson in leadership and management. I say parallels in the generals that “wouldn’t fight”, but asked for more and more resources and distorted the difficulties while not accomplishing their goals with past City personnel!

-“Goal is to find and fight Lee’s army, not capture Richmond”. I have pondered this while exercising etc. Lincoln continually advised his generals the “goal” wasn’t to capture Richmond, but to fight and win the war.

While it doesn’t make it any easier, I have examined (and somewhat improved) my leadership on how City personnel define their goals. Their goals should incorporate the goals of the Board of Commissioners and City Manager.

-Thinking before you act. The stories of Lincoln writing a critical letter and then never sending it again emphasizes the concept of thinking before you act. One of my problems with e-mail is there isn’t the automatic review time of reading the printed letter and signing it.

-Suffering is ok. Lincoln suffered with the army and the negative impact of his decisions. However, while fully aware, he kept his focus on the goal.

-Lincoln set his goal (keeping the Union) and basically made all of his decisions based on how best to reach the goal. He was never dissuaded and avoided taking the “easy compromise” to reach the long-term goal. I hadn’t realized until reading this book, just how his only goal in the War Between the States was keeping the Union.

-The narrative on reconstruction of the South and the plans for the South after the war was over have obvious parallels with current events and, at a lesser level, for local government. How do you handle the situation after you have “won”? How to you avoid the “Iraq” type events where you never really “win” because you are always fighting segments whose only focus is destroying and have never really become incorporated into the organizational structure. (I don’t know, but it does make me think a lot about this in an organizational and community sense.)

My method of reading this book took me months to actually read the book. Each morning I looked forward to my time with Lincoln and I am sure I will feel a vacuum in my life, although I am starting another book about Lincoln right away! Of course, I will have to find another subject for may “15 minutes of reading something I normally wouldn’t”, since I am currently reading another book about Lincoln and have several in my stack of “books to be read” on Lincoln!

Web 2.0

“Transformation Web 2.0 Style”. (Article by Bill Schrier in Digital Communities, September 2008 issue)

This article confirmed some of my thoughts concerning new methods of communicating with residents.

The Author notes that Web 2.0 technologies (YouTube, MySpace, Facebook, blogs etc.) is transforming government, since the technologies allow government and people to communicate and interact in new ways.

The technologies include:

1. Social Networking sites could be used to interact in new ways, as well as promote communication within small groups etc.

2. Blogging is a good way for officials to interact and communicate with residents.

3. Video and images could be used to post images and videos of the community. (Personally, I don’t know who has time to review numerous videos, but this is one aspect which needs to be considered.)

4. Interactive surveys can be accomplished quicker and cheaper and on a more variety of activities. (One major problem is they are not statistically significant and could be impacted by special interest groups etc.)

I actually see more of a chance for misuse than benefit in interactive surveys.

5. Wikis (internal and external) could be used to provide instruction, standardize procedures etc.

“The Digital Divide” is one of the major problems with Web 2.0 (and with the soon to arrive Web 3.,0). Since reading this article, I have started paying special attention to insure our residents who are not computer literate or may not feel comfortable with Web 2.0 (or even the internet) have alternative methods of interacting with the City. This includes reviewing notices to insure they include a phone number, address or office and that notices are provided by all channels, including non-internet means.

Building it Right the First Time

Building it Right the First Time (Session, various speakers)

Planning is the key to “getting it right”.

1. Schedule

2. Budget

3. Decision Making Process

“Problems we can deal with, Surprises Kill Us”. (I have found this to be very true!

A. Identify the problem (All aspects)

B. Think of information as an asset

Business Case Evaluation

-Determine projects objectives and anticipated level of service

-Manages future expectations of project performance

-Identify alternatives for evaluation

-Include “doing nothing”

-Develop life cycle costs for each alternative

-Construction cost, plus O&M plus rehab/replacement costs

-Triple bottom line (Economic, Environmental, Social)

Risk Assessment

-Identify all possible risks (both operational and policy perspectives)

-Define Appropriate risk matrix

-Focus on risk throughout

-Monitor, advise and report

-Track Risk

-Risk type (policy or operational), status of action items, report at summary level and lessons learned

Quality Management

-Set quality standards for all functions

-Manage a “living document”

-Communicate the QM Plan

-Monitor throughout

-Find balance between standardization and engineering judgment

Team Alignment

-Identify Competencies Needed (right people with right skills)

-Project kickoff meeting (Agree on project mission, understand expectations, identify critical success factors, plan for successful delivery, objectives and goals define in the process charter process))

-Community Outreach (Public is part of the team)

This is one of those sessions that are valuable because they are outside of my comfort zone and I learn some new ideas and techniques. Usually it is a basis for further research (as is the case in what I learned from this presentation.)

Frans Johannson, The Medici Effect

Frans Johannson, The Medici Effect ICMA 9/23/08

The keynote speech appears to be basically an update and expansion of Kuhn’s “The Structure of Scientific Revolutions” (without attribution), although I assume this has been expressed in a number of theories.

Some major points:

-“Intersections” -Develop new ideas from combining ideas from various perspectives (fairly obvious and well documented by others)

-“Diversity drives innovation”. (Diversity of everything, ideas etc.)

-A point I continue to try to keep in mind and emphasize

-All new ideas are combinations of existing ideas (include his)

-Diverse Teams see things differently (again, obvious and something I emphasize)

-Innovative Teams generate and execute more ideas (maybe, maybe not, I wouldn’t necessary disagree, it depends on the team and organization)

His process for innovation:

-Look for information from other fields and “dare to explore the connections”

-Leverage existing diversity

-Ignite an “explosion of ideas” by listening to all persons etc. (again, all a good reminder)

He used the story of the “pit crew” on a race car, which is a good picture of some of his points

-Create a renaissance of ideas by using the diverse elements of the city.

-Find and use connections between the City, business and education

-Try as many ideas as you can.

-Use diversity of all kinds to find unexpected connections.

Overall, I feel this speech reminded me of some good points, but presented little new information that isn’t already well presented. The “medici effect” may be a good gimmick, and a good reminder, but overall I found it disappointing that he merely dressed up some old ideas.

Robert Fulghum (Questions of Life)

The speaker started off with a demonstration of gestures (without words) and asked the audience to start singing the words and following when they knew what song he was signing.

The audience quickly joined in (one person almost as soon as the first gesture started). The speaker noted about “three people” in the audience of roughly 200 people didn’t understand, and we must be “International” attendees.

Even after he explained the song was “Isty Bisty Spider” and that “everyone” knew it, I realized I had never consciously heard or remembered it.

I mentioned this to my wife and she said “Everyone” knew the song and to ask my 6 and 8 year old granddaughters.

Sure enough last night I called my 8 year old granddaughter and asked if she knew the “spider song” and she immediately started singing the entire song. (My 6-year-old granddaughter was crying in the background for the chance to sing it also).

The speaker was trying to demonstrate that we all retain a lot of information in our memory that can be accessed.

What I learned was that no one knows everything, and, again, it demonstrates the importance of involving as many people as possible in solving a problem and the importance of comments and suggestions! I was reminded again of the importance of public input and the persons who serve on volunteer Boards and Commissions and how valuable their contribution of knowledge and information is.

Perhaps appropriately, Robert Fulghum is the author of “All I Really Needed to Know I Learned in Kindergarten” and, yes, I am one of those persons who never attended Kindergarten!

He also emphasized, in a story telling method that:

1. We need to be primarily concerned with “taking care of our own corner of the world”. (although he didn’t really say so, I assume we need to do this before we concern ourselves with things we don’t have any control over, or, even if we do, set priorities for what we are primarily responsible for.).

2. Asked some “questions of life” that we learn as children (again, my Mother never used these questions on me, but I am familiar with the context.)_

-WHAT are you doing!

-WHO do you think you are!

-WHAT are you going to do next?
He mentioned these are questions we need to ask at any age.

This session kind of grew on me as time has passed (now two weeks) and I find myself seeing and using some of his “questions” and information in both my personal and office interaction.

I never have read his books, but I will make it a point to read, or at least review them. They may be more meaningful and useful than I realized.

Public Involvement

“Stop the Pain…See the Light, Ending the Headaches of Public Involvement” (ICMA Annual Conference, September 20, 2008, instructors Susan Wakins and Tweed Kezziah

Guiding Principles are:

1. Open to everyone, all given a chance to participate

2. Honest: Listen to all, reflect concerns in final decision. All information (both positive and negative) provided

3. Fair: All voices are heard equally

(I agree these principles are absolutely necessary.)

APPROACHES:

1. Goal is citizen judgement, not just opinion-People need factual information, ability to clarify information, discuss it with each other.

2. Public process is a discussion involving technical expertise with lived experience. Desired result is a decision that is responsible and politically supportable.

3. Set Ground Rules for discussion, but encourage discussion, keep process out of it

4. If you already have made a decision, don’t use this process and don’t involve the public, will only make it worse

5. Process trumps content. If perception is that process is unfair, solution is doomed, no matter how good.

6. Involving citizens is well worth the time

CONSIDERATIONS:

-DON’T come in with a “plan” or a “recommendation. Hear the citizen values, problems etc. first

-Avoid “yes/no” issue. Show how we reach a goal.

-This process is for residents. By time gets to elected Commission, should be a plan with recommended action

STEPS IN PUBLIC DECISION MAKING

1. DEFINE THE CHALLENGE OR OPPORTUNITY

-DON’T SELL SOLUTIONS!!!!

-Specify the challenge or opportunity, ask people to help you come up with decision

-Issue can be a challenge or opportunity

-View issues from all views. Don’t get caught up in internal view

-Keep asking “why” to view issue at it’s most fundamental level.

-Consider “doing nothing” alternative

-Create Challenge or Opportunity Statement that is:

-Clearly establishes what the process is designed to accomplish

-Is concise

-Is Factual

-Is written in non-technical language

STEP TWO: ESTABLISH THE “GIVENS”

“Givens” are extremely important. DO NOT ADD GIVENS as the process precedes.

“Givens” are th box within which we make decisions.

1. Givens are the non-negotiable elements of a decision which have to be part of the process for ethical, safety or legal reasons Givens should not be “preferences”.

2. Make sure “Givens” are genuine constraints and not preferences

3. Test Givens to insure you’re not making assumptions or expressing preferences.

4. Keep the list of “’Givens” as short as possible.

5. Givens are presented at the beginning of the process. Do not add “givens’

6. ALWAYS include a “given” on whom is making the final decision

STEP THREE: IDENTIFY LIKELY INTERESTS AND ISSUES

“Interests” are groups and individuals who will be affected by or whom care (or should care) about the final decision.

1. Interests include those who feel they are affected, even if they are not actually affected.

2. Don’t “assume” who will care or not care

3. Participants select themselves (no “committees”)

4. Remember internal interests such a organizational interests and the news media

5. Brainstorm to make up lists of “interests” and “issues”

Issues are the “things the interests will car about”.

Lists of interests and issues should not be an exclusive list. It has three objectives:

-Helps shape the challenge/opportunity as interests may see it.

-Gives a contact list

-Helps define the scope or the process

STEP FOUR: SEQUENCE OF STEPS-FROM OPINION TO JUDGEMENT

(imagine a “funnel”)

--Define Values, Beliefs and Issues—(What is most important about, What would you achieve in solving…what are you worried about when it comes to…)

--Technical/Applicable information (next level in funnel): (What information do people need to address their concerns…What are the technical considerations of any solution?)

a--Alternative Solutions (on down the funnel): Would you prefer to spend more to add amenities like….or least cost?; What criteria should be applied in choosing a solution? …What alternative solutions would you like to consider?

--Implications of Alternatives: (What are responses to trade-offs?...Selection of alternatives….etc.

Preferred Solution: (Describe consequences and costs of alternative, ask if any adjustments.

ACTION

SEQUENCE OF STEPS (INTERNAL AND EXTERNAL)

Identifyl hopes, concerns and issues (external)

Organize issues, development information, apply givens: (internal)

Prioritize issues as basis for options (external)

Develop options and implications (internal)

Respond to Options (External)

Develop Preferred Options (Internal)

Respond to Preferred Option (external)

Adopt and act

(External is public action, Internal is staff action)

STEP FIVE: DESIGN THE DECISION PROCESS

-The factors that influence the final design process are cumulative

-Essential considerations in the process design

1. The broader the scope of the problem and the greater the number of interests nd issues, the more repetitive methods and time needed

-Spread geographically, etc.

2. Structure the process for deliberation (essential persons can sort through option choices)

3. “Cast a wide net” at the project beginning (Use lots of different methods of communication and involvement)

4. Use personal contact to recruit participants (Friends asking friends)

5. Go where the people are. Move process activities to where people are

6. Good public process brings out conflict (better to get conflict on the table so they can be addressed.

7. The process should drive the calendar, not the other way around (calendar shouldn’t drive process, especially if it is an arbitrary deadline

8. Keep the process flexible and responsive

9. Make participation easy, especially for those most affected and especially for opponents!

10. Include all groups (cultural, age, race, national orgin, young people etc.)

FOCUS QUESTIONS

Focus questions guide the discussion at each step of a public involvement process

-Develop focus questions for each process step

-To develop a focus question, ask: What do we need to know from people/what will people need to know from us to complete this process step

-Create a specific questions to be asked and answered through whatever process methods is chosen.

FOCUS QUESTION IS:

1. Open-ended

2. Impossible to answer with a “yes/no”

3. Framed for a positive response

4. Neutrally worded

Never underestimate the power and importance of face-to-face communications

\Allow as much time as possible for face to fact communication.

DON’T use a Committee if at all possible.

STEP SIX: PROMOTE THE PROCESS

Extensive communication and promotion effort serves a number of purposes:

-Helps people understand the challenge/opportunity and the relationship to their lives

-Lets people know the process will be followed

-Encourages broad and active participation in the decision making process

-Keeps participants and the community informed as the process progresses

-announces the results of the process.

I plan on implementing this both for internal and external projects. I feel it will have a substantial impact on projects. I also plan on instructing key staff in utilizing this process so the process will be utilized on all projects.

Comment: This is valuable for “internal” decisions (as far as important decisions affecting personnel etc.) as well as “the public”.

Walter Isaacson, Einstein

Walter Isaacson, Einstein

This biography of Einstein was an interesting read. My knowledge of Einstein was just general in nature and I was pleased at how I picked up some concepts and ideas that I can use and ponder on.

Reading about his social life and marriages etc., I have to think that such behavior is not new. I have heard all my life about how the "new generation" is so much worse than the old generation and this illustrates that this is false. Also, it indicates that genius does not necessarily mean you have common sense.

The author makes an interesting observation that Einstein and the Theory of Relatively (and other concepts at the time) created a major cultural change, a paradigm change that a "dismissal of certainties, an abandonment of absolutes "help cut society adrift from its traditional moorings".

He notes the "mechanical universe of Isaac Newton, based on absolute certainties had formed the psychological foundation" of current beliefs. The Theory of Relativity stated it was all relative. In addition, forces such as World War I, the breakdown and social hierarchies etc., contributed to a basic cultural change.

Probably the current population has lived through a massive change, not necessarily the same, with the advent of the Internet, terrorism, and similar factors. Even now, sometimes I stop and think and I am stunned by the changes just in my lifetime. (The ability to have "personalized everything"-iPods, DVD recording etc. is probably creating a massive cultural shift that, even as it seems we live in a "fast-forward" world, bigger change is coming. Certainly terrorism has a major change on our culture. .

Also, some of the comments about Einstein and anti Semite views of much of the population, the resulting creating of a Country based on a religion etc. raised some questions in my mind about race and racial attitudes. (No answers though!) While I hadn't thought of the Jewish religion as a racial group, apparently this one of the thoughts of that time. There was a lot of discussion on "assimilation" versus a separate Country and how this has substantially affected world history since 1947.

The author mentioned that Jewish persons in Germany generally considered themselves "German" with a Jewish religion until the "blaming" and anti-Jewish actions started. That (obviously) changed the way they viewed themselves. I think, almost 100 years later, this is an important point, perhaps for continued emphasis on diversity etc.

The role of the media was evident at that time also. The media "popularized" Einstein's theory (perhaps made even more interesting by the fact that few really understood it).

Another important point (emphasized in another Einstein biography also) is that Einstein's "mistakes" were frequently as important as his successes. He felt that "mistakes" were a way of finding the truth and didn't let the time "wasted" concern him. In fact, many of his mistakes pointed the way to successes.

I also noted that Einstein made his major contributions at the start of his career, when he did not accept many of the "truths" of science. Late on in life, he demonstrated that, like others when he was younger, even he failed at times since he found it difficult to reject basic "truths" he had come to accept. (This point in Kuhn's, The Structure of Scientific Revolutions-I first read this in graduate school in my first course and I have noted the theory to be true time and time again-I try to make sure I don't make the same mistake of thinking just because I have found something to be true, that it is true.)

The Atomic Bomb and Einstein’s role in it surprised me. The scientists actually had to keep trying to get the politicians and government officials to take action and recognize the importance of the possible Atomic Bomb. Several times, the message almost got lost before it got to President Roosevelt, who recognized the potential.

Einstein and others also forcefully bought up the "ethics" of the Atomic Bomb after they realized it was probably going to be successful. I think the point of ethical considerations has to be considered in technological advances or any advances, including substantial personnel changes and "downsizing". In the case of the Atomic Bomb, I can't say that Einstein was correct, but I think he did make an important point that the impact on civilization etc. should be a serious consideration.

Overall, the book was interesting and provided insights as noted. I think the book also emphasized the importance of open discussion of theories and projects. I'd have to say the importance of "brainstorming”, where nothing is considered right or wrong until proven is the point.

Employee Benefits Seminar (Health Insurance)

One of the key considerations in any benefit package is the Health Insurance package. The City needs to consider the cost, and the benefit to personnel. I think the City has a stake in providing insurance so the employees remain healthy, and, as has recently been emphasized, the City and personnel need to be concerned about employee actions that affect their health.

The seminar I attended had some interesting highlights about health insurance and especially employee retiree health insurance. I doubt that the City of Lakeland can even provide for retiree health insurance (although currently we have no retirees, with the except of one medically retired retiree who qualifies for medicare as a result of disability.)

The first session concerned the reason (or reasons) for the high cost of medical care. There are a number of considerations:

-The structure of health care providers (especially the “middleman” between the manufacturers of medicine and the pharmacy)

-“Lifestyle” decisions by consumers that lead to higher medical costs. (Obesity, GERD, stress, failure to exercise, smoking etc.)

-Baby boomers aging

-Consumer confusion resulting in the options available and the lack of transparency of the health care delivery system-the consumer is unable to make an educated decision.

It was explained that under the traditional system, the health insurer (more of an Administrator) re-insures much of the risk.

Studies by health insurance companies indicate in general that over 57% of group members have claims of less than $500 and 70% have claims of less than $1,000! This generally means that most groups are “over insured” and have too low of deducibles.

RETIREMENT HEALTH

“Retirement Health” refers to both pre-medicare (55-64) and medicare (65 plus) retirees. Each group must be considered differently.

There are several plans for the pre-medicare retiree. The City currently offers a Retirement Health Savings program, and that is probably the limit that the City can consider for pre-medicare retiree’s. There are other programs available that the City would have to partner with other cities or on a regional basis.

Medicare retirees (and personnel over 65 still working) also have options and this is perhaps more interest to the City at this time, since several personnel (or dependent) are becoming medicate eligible. I have found the information on medicare to be horrible so I feel the City had to be able to at least provide information for the medicare eligible employee/retiree to make a decision.

Medicare includes the following:

Part A-(Hospital)
-Available to all

Part B: (Medical)

-Optional coverage
-Choice of Doctors

Part C: Medicare Advantage Plans
(private companies htat actually handle the coverage)

Part D: Prescription Drug Coverage
(optional)

Medicap: coverage: retiree chooses this fills in “gaps” of A, B and D coverage.

(NOTE: With Part C., the insurer provides “one card” and files claims with Medicare etc.)

The purpose of this session was not to discuss personnel over 65 who continue to work. However, this did provide a framework for me to get additional information and provide alternatives to personnel who are 65 or have family coverage for someone over 65.