OVERVIEW

Community Problem-Solving: Skills for Civic Leadership teaches teams of community leaders the skills they need to effect deep change. The program is designed by Harvard University’s John F. Kennedy School of Government and the Community Problem-solving Project at MIT’s Department of Urban Studies and Planning for key decision-makers from community-based organizations, public agencies, faith based organizations elected offices, and businesses– including board members, CEOs, outreach and advocacy directors, and corporate social responsibility liaisons. Participants will learn both practical skills and theoretical frameworks that will strengthen their ability to exercise effective civic leadership together.

The complex problems facing many American cities, suburbs, and small towns require innovative approaches and non-traditional alliances that bring together different parts of the community. Community Problem-Solving will immerse participants in the process of effectively engaging stakeholders with diverse backgrounds and disparate aspirations. By exploring proven best practices as well as failure examples, participants will gain a deeper understanding of how to marshal the resources necessary to achieve true transformation. Beyond serving a range of learning styles that individuals bring, the setting and program design promote the collective sense of accomplishment, group learning, and working relationships among team members that help ensure communication, commitment, and momentum to create change back home. 

Program Overview
Community Problem-Solving is a three-day program designed and taught by faculty at Harvard’s Kennedy School of Government and MIT’s Department of Urban Studies and Planning. 

The goal of the program is to give participants both practical skills and a deeper analytical understanding of effective problem-solving at the local level. Upon completion of Community Problem-Solving, participants will be prepared to:

• Diagnose the systemic causes of a critical community issue.
• Understand how to leverage a personal network of influence.
• Lead “from the middle” to create authority and build momentum for action.
• Build trust among stakeholders who are inclined to resist change.
• Help shape an agenda for coordinated community actions.
• Structure and negotiate agreements and hold parties accountable.
• Create and assess strategies for community and stakeholder accountability.
• Define and measure success.
• Share credit for progress among different stakeholders and audiences.

 

No individual applications will be accepted.
Each team must choose a person to coordinate the process and be the primary contact for the team. Please see the ‘Admission’ page for details.