Health Policy Archives | The Public Sphere

Interview with Dr. K.T. Connor on ethics and public life

Dr. K.T. Connor was a Senior Adjunct Professor with the MPPA program until recently, for over a decade and brings a wealth of experience in ethics, business as well as public leadership. She served as the Managing Director of Applied Axiometrics. She is the head of a virtual collaboration of consultants using decision-theory-based assessments in selection, development, coaching, team building, and succession planning. In this short interview, she shares some insights into public leadership, ethics and her work and association with former (late) President Jimmy Carter.

Tell us about your association with Jimmy Carter and the Carter Center

When I lived in Georgia, I was often driving from my island off the coast, to the Carter Center in Atlantic, for both conferences and then meetings. And I was so delighted to learn more and more about what the Carter Center was doing, and why. That’s when I became so impressed with the humanity and value-based approach of Jimmy Carter.

I continued to learn more about Carter when I would often attend his gatherings in Lake Tahoe, San Diego, and of course, Atlanta at the Center. It was so easy to relax at his events, and he was open to all of us.

I was so glad to get to see how down to earth Carter was. When I went to various places with him and others, he was so open to all there. And he still invited us down to his hometown, and it was so clear he was so much a part of the community.

One trip I flew from Atlanta to the west coast with all attending the special event at Lake Tahoe. He was so good going all over the plane and talking to all of us. He was relaxed and open and walked up and down the aisle to have a chat with all of us.

Carter is often spoken about as an ethical leader, do you agree? Can you elaborate on why you agree or disagree?

I certainly agree that he was an ethical leader. I followed his role as President of the United States, and saw that he valued service above self-interest. Yes, that often resulted in looking less effective now and then, but from what I saw, it was consistent with his desire to serve. He was open even to those who ran against him, as Gerald Ford’s son notes at Jimmy’s funeral. (He shared that Gerald and Jimmy became good friends, even though Carter had gotten more votes on the election than Ford.) Even when President, he showed he had principled leadership, and valued decency and justice as well as caring for others. Because of the complexity of US Presidency, his caring became even more obvious when he developed the Carter Center.

When he was no longer President, he decided to maintain his desire to serve, and value all, and created an impressive goal for the Carter Center. He developed an organization to work to help even powerless people, to have them have skills, knowledge, and resources to improve their own lives. This improvement included disease prevention, democracy increase, and human rights safeguard.

He also was known to commit to truth, not lying, and to the importance of improving oneself, as well as helping others do so.

What aspects of public life today are different from say, the 1960 or 70s when Carter was active, politically?

When he was active politically, he was still learning how to serve others. He also absorbed values through his church to care for others and oneself, and to promote peace. He did now and then make a decision that did not turn out as he expected, and he was seen as not one to reelect. As our country grew, much energy went to divisiveness and race division. But gradually we as a country tried to bring all together. Carter’s decision did contribute some of that.

Carter’s involvement with his work at the Center, on the other hand, showed what he had learned, in order to be more effective with his goals. His dealing with helping people in various countries, including our own, created wide efforts to help others.

Does public service motivation impact ethical values?

I feel it does if it focuses not only on oneself, and one’s ability to lead and serve, but also on others, especially those in need.

One of the things we learn from good servants is something we can learn from Jimmy. Power is often maintained to be desired by many. But Carter slowly showed this was not why he served.

He seemed to know that some power was appropriate. But also it seems he also felt that respect for others, and even care for others, was essential. In no time that I saw him, did he show he was worth bowing to. Rather, he could be seen as so humble, so many times.

This should be a model for all in public service. It is a real service. Yes, they should make sure no one violates the ability to provide the service required. But they should also care not only for themselves, but definitely, also for others.

What are specific ways in which Carter’s life can serve as an example for young public servants today?

One major thing I feel is to be sensitive to bringing people together, not apart. This can be a challenge now and then, but they should also be sure to build the skills needed to meet the goals of their position. But public service is service to others, to those who depend on the service. Public ethics lets the public servant value being socially constructive, idealistic, altruistic, and creative. This will enrich our world and hopefully bring us all closer together.

Any other thoughts on ethics and public service?

I feel someone in public service deserves to be comfortable with themselves, and value themselves. I also feel, however, that real public service is not to just focus on power. It is not being seen as needing to have others feel less about themselves, so that the servant can be seen as more perfect. Real service is reaching out to all, especially those for whom they are assigned, to help them grow and perform. And it is good that they did this also for others. Jimmy Carter definitely showed that this was good to do.

Guest post – How The MPPA Helped My Career In SEO and Digital Marketing – Nicolai Andersen

In this article, I will highlight the surprisingly many ways that the MPPA program has contributed to the advancement of my career in digital marketing and search engine optimization (SEO). I graduated with my MPPA degree from Cal Lutheran in 2021. Shortly after, I relocated to Norway. Having worked for years with digital marketing in the U.S., I secured a marketing position in Oslo, which required a master’s degree. I later established an SEO bureau in Oslo.

Many have wondered why a digital marketer would pursue a degree in public policy. Upon reflecting, I can think of countless ways this program has helped me become a better marketer as well as a more well-rounded, informed professional.

Global Perspective

The SEO bureau currently serves clients from several countries across three continents. For technical and design support, we frequently collaborate with international freelancers. In essence, the global perspective I acquired not only from the MPPA program but also through studying abroad has greatly assisted me in conducting business within an international environment. This perspective has proven invaluable in comprehending cultural nuances, understanding diverse audiences, and navigating the complexities of the global marketplace.

Skills

I acquired a large number of skills during my time at Cal Lutheran. Notably, my research, analytical, communication, and advocacy skills witnessed significant improvement. These skills are not only convenient but also necessary for a career in digital marketing and SEO. Analytical proficiency, for instance, is crucial when dissecting search data, researching algorithm changes, conducting keyword research, and presenting results to clients.

Advocacy projects were integral components of several courses, contributing significantly to my growth as a marketer. They provided valuable lessons on tailoring messages to diverse audiences and the ability to effectively market or advocate for any product or company.

Furthermore, the skills gained through the process of academic paper writing have substantially enhanced my expertise in content marketing. Blog articles, for instance, often play a key role in SEO. Given recent updates to search engine algorithms, there is a heightened focus on well- crafted, valuable written content.

Upon reflection, the MPPA program has emerged as a cornerstone in my professional journey in digital marketing. The diverse skill set acquired, ranging from ethical considerations to an understanding of how public policy influences business, has not only broadened my horizons. It has also been instrumental in shaping me into a more adept entrepreneur, digital marketer, and SEO specialist.

You can visit my website at – https://seotjenester.no/

Maintaining National Cohesion During A Drawn-out Pandemic

Leo Casiple

The localized crisis causes distressing discord to a community. Widespread catastrophe creates agonizing chaos in any region. If not managed carefully, long-term chaos will knock the wind out of our sails and destroy national cohesion.

Noble response to the novel COVID-19.

Public administrators, police officers, firefighters, paramedics, medical staff, sanitation workers, long-haul truckers, local delivery drivers, gas station attendants, food industry specialists, and other essential members of the industry are to be commended for their intrepid efforts. Despite the threat of infection and drawn-out absence from their families, they bravely serve their communities with intense focus and undying adherence to their professional oath. Most have been working for weeks without a break. At this pace, no human can effectively sustain quality outputs of labor.

Without a much-needed break, essential employees will become less effective. The more they toil without sleep, the more mistakes they will make. An increase in the number of mistakes will erode trust within teams and decrease organizational effectiveness. Observable missteps and miscommunication will ultimately lead to a loss of public confidence.

When at peace, build teams, cross-train, and practice often.

During tranquil periods, government agencies establish formal relationships amongst each other to deconflict procedural issues. Through periodic inter-agency training, the partners exercise their unique capabilities using familiar, short-duration scenarios. The controlled environment is where operational maneuvers are tested and lines of authority are clarified. More importantly, the interaction is where bonds are strengthened, familiarity is increased, and commitment to the group is solidified. When a crisis develops, the government can quickly mobilize the ad hoc teams to confront any problem. If the issue is short-term and familiar, success is immediately attained, the provisional team is quickly disbanded, and everyone returns to the routine of everyday living.

Complications when in uncharted territory.

What happens when the situation is unfamiliar, novel, and long-term? What if ad hoc team members are lost to a pandemic, and new faces are thrust into the folds of the team? What will crop up when team members begin losing family members to the crisis? How will the potential loss of income, depletion of savings, forfeiture of a home, ungrieved loss of a loved one, and worry of infection affect team cohesion?

When in crisis, take frequent breaks and rotate personnel out of harm’s way.

The motto of the US Special Forces is “De Oppresso Liber” or “To Liberate the Oppressed.” In many countries, Green Berets advise allies in stabilizing their own government. However, exposure to frequent chaotic events leads to fatigue, disagreement, and soured relationships. Constant stress and protracted periods of little rest will diminish patience and sound judgment. To maintain cohesion, during tenuous periods Green Berets take frequent breaks and rotate members out of danger areas more frequently. The induced periods of rest allow the individual to rebalance and increases his effectiveness on the battlefield.

When we are tired, it is difficult to trust our own thinking and the actions of others. To preserve the effectiveness of government, public administrators could implement a rotation schedule, take frequent breaks while at work, and decompress for an extended period every few weeks. Subordinates who fill the leadership positions when leaders are away on break will benefit from the real-world experience. The country will come out of this pandemic with an increased number of crisis-tested leaders.

Frontline troops can focus on the mission when the home front is well cared for.

In addition to rest periods, the military ensures that spouses and dependents are well cared for. This means that salaries and benefits are never disrupted, and morale-uplifting mail service continues.

To help essential employees focus on their mission, public administrators should ensure that there is an ample support mechanism to care for the family members of front-line workers so that they can focus on caring for our sick family members. To continue to uplift the resolve of essential employees, we should shower them with generous mail in the form of meaningful greetings, conspicuous banners, and heartfelt notes of gratitude.

What we need to do.

Today, we need to maintain a united, steadfast front to beat the unseen enemy. Well-rested public administrators and leaders will set a confident tone for the entire country. Conspicuous acknowledgment of essential employees will feed their soul as that keep us sustained. But ultimately, national cohesion starts with me and you. Take plenty of rest breaks, express gratitude, and be kind to each other. The trust you build within your domain will echo throughout the entire national ecosystem, and the reverberations will fuse us into an indivisible and indomitable nation.

“Without trust, we don’t truly collaborate; we merely coordinate or, at best, cooperate. It is the trust that transforms a group of people into a team.” – Stephen Covey