Kathryn S. Quick

Distinguishing Participation and Inclusion

This article argues that participation and inclusion are independent dimensions of public engagement and elaborates the relationships of inclusion with deliberation and diversity. Inclusion continuously creates a community involved in defining and addressing public issues; participation emphasizes public input on the content of programs and policies. Features of inclusive processes are coproducing the process and content of decision making, engaging multiple ways of knowing, and sustaining temporal openness. Using a community of practice lens, we compare the consequences of participatory and inclusive practices in four processes, finding that inclusion supports an ongoing community with capacity to address a stream of issues.

Generating Resources and Energizing Frameworks Through Inclusive Public Management

ABSTRACT Resources are generally considered important for the practice of management. Potential resources, however, have to be put into use in order to fulfill their potential. In this paper, we use ethnographic research on the city budgeting cycle in Grand Rapids, Michigan, to explore the process of putting potential resources into use to energize desired frameworks as part of the practice of inclusive management.

Ways of Knowing, Inclusive Management, and Promoting Democratic Engagement: Introduction to the Special Issue

There is increasing interest among public managers and scholars of public management in the practice and theory of collaborative and inclusive policymaking and implementation (Healey 1997; Reich 1998; Denhardt and Denhardt 2000; Hajer and Wagenaar 2003; Innes and Booher 2003; Delli Carpini, Cook, and Jacobs 2004; Roberts 2004; O’Leary and Bingham 2006; 2009; O’Leary, Bingham, and Gerard 2007; E-PARC Teaching Resources). In this special issue, we take a particular focus that emphasizes inclusive management—practices that facilitate the inclusion of public managers, technical experts, the public, and politicians in addressing public issues—and its relationship with ways of knowing. This special issue aims to advance our understanding of inclusive management through the theoretical exploration of ways of knowing applied to different public problems and management efforts. As a concept, ‘‘ways of knowing’’ provides a means to engage practices and challenges of public management that are distinct from traditional management theory. International Public Management Journal

Learning to facilitate deliberation: practicing the art of hosting

Deliberation is increasingly embraced as a mode of policy-making, and this paper focuses on how facilitators of deliberative policy processes become critical, pragmatic practitioners of their complex craft. We analyze how deliberation facilitators learn to do their work through ethnographic study of an approach to facilitation known as the Art of Hosting and Harvesting Conversations that Matter. We identify three ways in which people learning to facilitate transform knowledge so that they become skilled facilitators. They do so by metabolizing hosting techniques to understand and incorporate or eschew them their repertoire; by situating hosting knowledge to apply or adapt it in particular contexts; and by coproducing knowledge of hosting with a community of practitioners. We demonstrate how these learning processes support public policy deliberations through illustrations and discuss the potential contributions of the Art of Hosting for enhancing societal capacities for deliberative policy-making.

Locating and building collective leadership and impact

This paper analyzes how collective leadership develops from more individualistic leadership through ethnographic analysis of the rise of urban environmental stewardship in Grand Rapids, Michigan. Longitudinal analysis of a 30-year period reveals how leadership shifted from being highly individualistic, to become more pluralistic, and ultimately more collective. I demonstrate how specifying the location of leadership action in the case addresses ambiguity regarding the definitions of and distinctions among collective, plural, and integrative leadership. I identify two processes that helped to relocate leadership from more individualistic to increasingly collective, emergent spaces, namely fueling a public imaginary and organizing inclusively. These processes were central to connecting and mutually advancing collective leadership and collective impact.

2012 Chester Rapkin Award for Best Planning Paper in Volume 31 “Distinguishing Participation and Inclusion”

Good afternoon. Thank you very much to the selection committee, the editors, and our reviewers for this honor. I am very happy to be here to accept this award on behalf of myself and Martha Feldman, my coauthor. Martha apologizes for not being able to join us today. However, we prepared these comments together. This award is deeply satisfying to us for a number of reasons. Of course it is very rewarding to be recognized for the quality of this work. Equally, however, it is gratifying to be part of a community of scholars who consider the “so what?” of our article— the question of how democratic, community engagement is practically accomplished—to be still a live, relevant, interesting question, not something that was settled by Arnstein’s ladder in 1969. Our contribution to this ongoing stream of scholarship is to articulate a distinction between participation and inclusion as independent dimensions of public engagement. In contrast with a ladder or spectrum approach, we suggest that both can be present in engagement, each to its own degree.