THE COMMUNITY AND COMMUNITY LEADERSHIP
RS/SOC 459-001
T-TH 11:00-12:15
413 Daniel Hall
Spring 2006
SYLLABUS
PROFESSOR: Christopher M. Sieverdes, Ph.D.
Department of Applied Economics and Statistics
248 Barre Hall (located between Lehotsky Hall and McAdams Hall)
Office Telephone: 864-656‑0196, csvrds@clemson.edu
OFFICE HOURS: Mon., Wed. 11-12:00 noon; T-Th 1-2:00 or by appointment.
PURPOSE AND OVERVIEW: This course provides an overview and analysis of community development and community leadership models and perspectives from simple, exotic cultures to complex, modern communities. The course demonstrates how community is formed and structured. Case studies include historical Newry, SC, the Amish in Ohio, and other special populations. Readings are drawn from cross-cultural materials. Important elements include social change, changing value systems, perceptions, and attitudes of groups and communities. The classroom includes lecture, discussion, a field trip to Newry, and exercises to promote exchange of ideas. The course has four major segments: (1) multi-cultural concepts of community, (2) in-depth analysis of Amish culture and community, (3) leadership and community in organizations of the future, and (4) negotiation and public issues management in community.
COURSE OBJECTIVES:
1. Understand and appreciate the concept of community and community development.
2. Determine the key characteristics found in all communities.
3. Learn about Amish people, their culture, community, and economic way of life.
4. Understand and appreciate the link between leadership development and community.
5. Gain insights about leadership and the key skills needed by organizational leaders for the future.
6. Learn negotiation skills and strategies tied to public issues.
TEXTS:
1. James, Randy. Why Cows Learn Dutch: And Other Secrets of Amish Farms. Kent, OH: The Kent State University Press. 2005.
2. (The Drucker Foundation) Hesselbein, Frances, Marshall Goldsmith, and Richard Beckhard. The Leader of The Future: New Visions, Strategies, and Practices for the Next Era. San Francisco, CA: Jossey-Bass, Publishers, 1996.
3. Fisher, Roger and William Ury with Bruce Patton, Editor. Getting to Yes: Negotiating Agreement Without Giving In. New York, NY: Penguin Books, 1991.
TESTS AND EXAMINATIONS: Three tests and the final serve as the basis of the course grade. The final examination given during the regular examination period covers the last quarter of coursework plus a conceptual theme traced throughout the course. Each test has 40 multiple‑choice questions and a take-home portion. All tests and examinations are required and have equal weight in determining the final grade. On the day tests are returned for review, students have the opportunity to examine responses. Grades will be posted on Blackboard. Grades are assigned as follows: A=90‑100, B=80-89, C=70‑79, D=60-69, F=59 and under.
TESTS AND GRADING: The final grade in this course is based on three areas of performance:
1. Tests and Examinations (N=4) 100% (25% each)
2. Take Home Assignments tied to Tests (Each assignment is due one class prior to each test.)
· The Community Profile is 20% of 1st test grade.
· Amish Culture and Community Analysis is 20% of 2nd test grade.
· The Profile of Key Leaders is 20% of 3rd test grade.
· Negotiation Skills: Public Issue Management is 20% of final test grade.
3. Class participation and attendance
0 Unexcused absences = 2 bonus points on the final average
1 Unexcused absence = 1 bonus pint on the final average
2-6 Unexcused absences = 0 bonus points
7+ Unexcused absences = Reduction of final average by at least one letter grade
TAKE-HOME ASSIGNMENTS: Each is due one class prior to a test or final.
Adopt A Community: Select a community to serve as your community case study project for the semester. This must be approved by the instructor. You will be required to gain access to a representative of the community to learn first hand its functions and activities. The purpose of this assignment is to give you “real-world” contact with community groups and their leaders. Identify and gather data regarding the community features and structures and report them in a series of 12-15 PowerPoint slides. Each of these sets of slides form the take-home portion of the tests and final in the course. The value of this assignment is 20% of each tests’ grade.
1. THE COMMUNITY PROFILE – 1ST TEST TAKE-HOME ASSIGNMENT: Create a summary community profile of a community that includes the founding date, origins, history, culture, geography, statistical and demographic description, population, form of government, key businesses, industries, institutions, tourist attractions and recreational features. Determine the community vision and answer the question: “Why does this community exist?” Describe in 12-15 PowerPoint slides. Value is 20% of Test 1.
2. AMISH CULTURAL AND COMMUNITY ANALYSIS – 2ND TEST TAKE-HOME ASSIGNMENT: Summarize one of the following areas of Amish culture, life, and community from an institutional perspective. Select one of these six institutional areas: Family and Demographics, Education and Socialization, Religion and Faith, Governance and Politics, Economics and Business, and Recreation and Expression. Address the current situation and the role of sustainability of cultural practices and lifestyle. Describe in 12-15 PowerPoint slides. Value is 20% of Test 2.
3. THE PROFILE OF KEY LEADERS – 3RD TEST TAKE-HOME ASSIGNMENT: As a follow-up to your community profile assignment for Test 1, interview a key community or organizational leader, property owner, “mover and shaker,” stakeholder, or key operative in that community. Identify the base of power, influence, and authority. Determine a particular leader’s impact on the community or organizational value systems and cultural patterns. Determine how leaders function within the context of that culture. Include unique and interesting features that enhance leadership effectiveness in the community or organization. Note sources of tension and differing values held by this leader and others as they shape their organization or community. Describe findings in 12-15 PowerPoint slides. Value is 20% of Test 3.
4. NEGOTIATION SKILLS: PUBLIC ISSUE MANAGEMENT – FINAL TEST ASSIGNMENT: Within the context of Quick Fix versus Sustainable Development approaches to solving public issues that affect community and organizations, engaged in negotiation exercises in the classroom. This assignment requires the implementation of negotiation approaches and principles discussed in class. Successful negotiation carries implications for survival of communities and organizations in a changing culture and environment. Communities must have appropriate external linkages with other communities and organizations in the changing economic and cultural base in today’s society. Students must learn how to negotiate and address change, pressures on sustainable development and the use of quick fixes or long-term planning. Value is 20% of the final test.
MAKE-UP TESTS: Arrangements to take make‑up tests must be made PRIOR to the scheduled test date. Only medical, death‑related, or other serious circumstances suffice as reasons to reschedule a test. No credit is received for missed tests. Several tests on one day DO NOT constitute a reason to be excused from a test. Life has bumps. You are asked to plan ahead.
ATTENDANCE AND CLASS PARTICIPATION: 6 Cut limit during the semester. Attendance and discussion are encouraged. This is not a correspondence course; chronic absences (7 or more unexcused absences) will result in the lowering of the final grade by at least one full letter grade. It is the responsibility of the student to obtain assignments, instructions, and lecture material presented during classes that he or she has not attended. Although the classroom format is primarily lecture both the student and instructor benefit from spontaneous class discussion and exchange of ideas. Protocol calls for waiting 15 minutes from the class start time in the case of the professor’s potential late arrival to class.
EXCUSED AND UNEXCUSED ABSENCES: An Excused Absence includes written evidence of travel to University required events as a member of a team, medical visit with physician’s paperwork, death or hospitalization in family, and legal obligations. An Unexcused Absence includes all non-excused situations, i.e., car trouble, job interview, multiple tests on one day, weather conditions, power failure, medical reasons with no paperwork, assignments or trips in other classes, etc., and failure to adhere to class announcements.
ACADEMIC INTEGRITY: You are advised never to place yourself in a position in which dishonesty could be suspected. The Clemson Code states: “As members of the Clemson University community, we have inherited Thomas Green Clemson’s vision of this institution as a ‘high seminary of learning.’ Fundamental to this vision is a mutual commitment to truthfulness, honor, and responsibility, without which we cannot earn the trust and respect of others. Furthermore, we recognize that academic dishonesty detracts from the value of a Clemson degree. Therefore, we shall not tolerate lying, cheating, or stealing in any form (Clemson University Undergraduate Announcements 2005-06, page 29).
MEDICAL INFORMATION: Please advise.
KEY DATES DURING THE SEMESTER: (Spring 2006)
Jan 18, W Last day to register or add a class.
Jan 25, W Last day to drop a class or withdraw from the University without a “W.
Mar 1, W Mid-term.
Mar 3, F Last day to drop a class or withdraw from the University without a final grade.
Mar 20-24, M-F Spring Break
Apr 24-28, M-F Last week of regular semester
Apr 29, Sa until Beginning of examinations
COURSE OUTLINE:
COMMUNITY STRUCTURES, CULTURAL PATTERNS, AND PATTERNS
1 01 Introduction and Overview
1 02 Community and Groups - Hassinger & Pinkerton Chap 1-2
1 03 Pre-Literate Culture and Communities: Indigenous and Isolated Cultures
Hassinger and Pinkerton Chap 12
Harris, Cannibals and Kings, Chap 3 The Origin of Agriculture
Harris, Cows, Pigs, Wars, and Witches, Pages 11-32 Mother Cow
Harris, Cows, Pigs, Wars, and Witches, Pages 35-57 Pig Lovers and Pig Haters
Harris, Cannibals and Kings, Chap 4 The Origin of War
Harris, Cows, Pigs, Wars, and Witches, Pages 61-80 Primitive War
Harris, Cows, Pigs, Wars, and Witches, Pages 111-130 Potlatch
1 04 Early American Communities: Villages, Towns, Buffalo Creek, Homogeneous Groups
1 05 Industrial Villages: Newry SC - Legacy of a Textile Village
1 06 Utopian, Alternative, and Contemporary Communities
Contemporary and Utopian Communities - Hassinger & Pinkerton Chap 14
Video Sea Island Culture (Gullah) Family Across the Sea
1 08 Planned Residential Community – PUD: Windemere & Country Walk
1 09 Planned Residential Community - Hassinger & Pinkerton Chap 15
New Towns, Intentional Communities, PUDS
Urban Communities - Hassinger & Pinkerton Chap 13
1 10 Dataw Island – Sustainable Living in the South Carolina Sea Islands
TEST 1 Tuesday, February 7
AN INSTITUTIONAL PERSPECTIVE REGARDING AMISH PEOPLE AND CULTURE
2 01 Welcome to Amish Country: The Amish in Holmes County, Ohio
Video The Amish: How They Survive
2 02 Family and Demographics
2 03 Education and Socialization
2 04 Religion and Faith
2 05 Governance and Politics
2 06 Economics and Business
2 07 Recreation and Expression
TEST 2 Tuesday, March 7
THE LEADER OF THE FUTURE: LEADERSHIP IN BUSINESS AND ORGANIZATIONS
3 01 Drucker Part 1 Leading the Organization of the Future
Drucker Chap 1 The New Language of Organizing and Its Implications for Leaders – Handy
Drucker Chap 2 Leading the De-Jobbed Organization – Bridges
Drucker Chap 5 Leader Learning Organizations: The Bold, Powerful, and Invisible – Senge
Drucker Chap 6 Leadership and Organizational Culture – Schein
Drucker Chap 7 Leading a Diverse Work Force – Work
3 02 Drucker Part 2 Future Leaders in Action
Drucker Chap 9 World-Class Leaders: The Power of Partnering – Kanter
Drucker Chap 12 The How to Be Leader – Hesselbein
Drucker Chap 13 On Future Leaders – Beckhard
Drucker Chap 14 Peacetime Management and Wartime Leadership – Bardwick
Drucker Chap 15 A Recipe for Glue – Noer
3 03 Drucker Part 3 Learning to Lead for Tomorrow
Drucker Chap 16 Three Roles of the Leader in the New Paradigm - Covey
Drucker Chap 17 Developing Three-Dimensional Leaders - Bolt
Drucker Chap 18 New Skills for New Leadership Roles – Farren and Kaye
Drucker Chap 22 Learning from Past Leaders – Wilhelm
3 04 Drucker Part 4 Executives on the Future of Leadership
Drucker Chap 24 The Leader Who Serves - Pollard
Drucker Chap 26 Either/Or Yields to the Theory of Both – Mandl and Seth
Drucker Chap 28 Energy and Leadership - Plamondon
TEST 3 Tuesday, April 4
COMMUNITY DEVELOPMENT, CIVIC ENGAGEMENT, AND NEGOTIATION SKILLS
4 01 Community Development - Christenson & Robinson, Chap 1-2
4 02 Community Power
4 03 Civic Participation: Building Community through Civic Participation
Putnam Chap 1 Thinking about Social Change in America
Putnam Chap 3 Civic Participation.
Putnam Chap 8 Reciprocity, Honesty, and Trust.
Putnam Chap 15 What Killed Civic Engagement? Summing Up.
4 04 Quick Fix and Sustainable Development
Video The Abilene Paradox
4 05 Fisher & Ury Chap 1 Don’t Bargain Over Positions
4 06 Fisher & Ury Chap 2 Separate the People from the Problem
4 07 Fisher & Ury Chap 3 Focus on Interests, Not Positions
4 08 Fisher & Ury Chap 4 Invent Options for Mutual Gain
4 09 Fisher & Ury Chap 5 Insist on Using Objective Criteria
4 10 Fisher & Ury Chap 6 What If They Are More Powerful? Develop your BATNA.
Fisher & Ury Chap 7 What If They Won’t Play? Use Negotiation Jujitsu
Fisher & Ury Chap 8 What If They Use Dirty Tricks? Taming the Hard Bargainer
Fisher & Ury Chap 9 In Conclusion and Ten Questions People Ask About Getting to Yes
Last Day of Class Thursday, April 27
FINAL EXAMINATION
SUPPLEMENTAL COURSE SYLLABUS
RS/SOC 659
THE COMMUNITY AND COMMUNITY LEADERSHIP
GRADUATE CREDIT
Students enrolled in the course for Graduate Credit (RS/SOC 659) will be expected to complete undergraduate requirements as well as complete an enhanced Community Case Study Project delineating the “concept of community” in an actual community selected by the graduate students as a team. The group shall prepare a team-based term paper. The paper must be prepared as a Word document, double-spaced, footnoted in the narrative (i.e., Jones, 1996:33-44) and referenced. It must conform to standards that would make it suitable for presentation to a professional audience. Graduate students should consult with the instructor when selecting the community.
REFERENCES AND POTENTIAL READINGS
READINGS ABOUT THE AMISH:
Hostetler, John. Amish Society: 4th Edition. Baltimore, MD: The Johns Hopkins University Press, 1993.
James, Randy. Why Cows Learn Dutch: And Other Secrets of Amish Farms. Kent, OH; The Kent State University Press, 2005.
Kline, David. Great Possessions: An Amish Farmer’s Journal. Wooster, OH: Wooster Book Company, 2001.
Kraybill, Donald B. The Amish: Why They Enchant Us. Scottdale, PA: Herald Press, 2003.
Kraybill, Donald B. and Steven M. Nolt. Amish Enterprise: From Plows to Profits, 2nd Edition. Baltimore, MD: The Johns Hopkins University Press, 2004.
Kraybill, Donald B. and Marc A Olshan. The Amish Struggle with Modernity. Hanover, NH. University Press of New England. 1994.
Steven M. Nolt. A History of the Amish, Revised and Updated. Intercourse, PA: Good Books. 2003.
Tilden, Freeman, Interpreting Our Heritage, 3rd Edition. Chapel Hill, NC: The University of North Carolina Press.1977.
READINGS IN COMMUNITY, ORGANIZATIONAL, AND LEADERSHIP DEVELOPMENT
Autry, James A. The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance. New York, NY: Prima Publishing, 2001.
Barker, Joel A. Paradigms: The Business of Discovering the Future. New York, NY: HarperCollins, 1992.
Boyte, Harry C. Community is Possible: Repairing America’s Roots. New York, NY: Harper & Row Publishers, 1984.
Brewerton, Paul and Lynne Millward. Organizational Research Methods: A Guide for Students and Researchers. Thousand Oaks, CA: Sage Publications, 2001.
Christenson, James A. and Jerry W. Robinson, Jr., Editors. Community Development in America. Ames, IA, The Iowa State University Press, 1980.
Conger, Jay A., Gretchen M. Spreitzer, and Edward W. Lawler, III. The Leaders Change Handbook: An Essential Guide to Setting Direction and Taking Action.
Felkins, Patricia K. Community at Work: Creating and Celebrating Community in Organizational Life. Cresskill, NJ: Hampton Press, 2002.
Fisher, Roger and William Ury with Bruce Patton, Editor. Getting to Yes: Negotiating Agreement Without Giving In. New York, NY: Penguin Books, 1991.
Flora, Cornelia B. and James a Christenson, Editors. Rural Policies for the 1990s. Boulder: Westview Press, 1991.
Harris, Marvin. Cannibals and Kings: The Origins of Cultures. New York, NY: Random House, 1977
Harris, Marvin. Cows, Pigs, Wars, and Witches: The Riddles of Culture. New York, NY: Random House, 1974.
Harris, Marvin. The Rise of Anthropological Theory: A History of Theories of Culture. New York, NY: Thomas Y. Crowell Company, 1968.
Hassinger, Edward W. and James R. Pinkerton. The Human Community. New York, NY: Macmillan Publishing Company. 1986.
Hawtin, Murray, Geraint Hughes, Janie Percy-Smith with Anne Foreman. Community Profiling: Auditing Social Needs. Philadelphia, PA: Open University Press. 1994.
Hesselbein, Frances, Marshall Goldsmith, and Richard Beckhard. The Leader of The Future: New Visions, Strategies, and Practices for the Next Era. San Francisco, CA: Jossey-Bass, Publishers, 1996.
Kettl, Donald F. Managing Community Development in the New Federalism. New York, NY: Praeger Publishers, 1980.
Kouzes, James M. and Barry Z. Posner. Credibility: How Leaders Gain and Lose It, Why People Don’t Demand It. San Francisco, CA: Jossey-Bass Publishers, 1993.
Kouzes, James M. and Barry Z. Posner. The Leadership Challenge, 3rd Edition. San Francisco, CA: Jossey-Bass Publishers, 2002.
Kretzmann, John P. and John L. McKnight. Building Communities from the Inside Out: A Path toward Findings and Mabilizing a Community’s Assets. Chicago, IL: ACTA Publications, 1993.
Pine, B. Joseph, II and James H. Gilmore. The Experience Economy: Work is Theatre and Every Business is a Stage. Boston, MA: Harvard Business School Press, 1999.
Putnam, Robert D. Bowling Alone: The Collapse and Revival of American Community. New York, NY: Touchstone, Simon & Schuster, 2000.
Ricchiuto, Jack. Collaborative Creativity: Unleashing the Power of Shared Thinking. New York, NY: Oakhill Press. 1997.
Rivera, Felix G. and John L. Erlich. Community Organizing: In a Diverse Society, 2nd Edition. Boston, MA: Allyn and Bacon, Simon & Schuster Company, 1995.
Terry, Robert. Authentic Leadership: Courage in Action. San Francisco, CA: Jossey-Bass Publishers, 1993.
Spring 2006 Course List 
Ag Econ Home
2006 by Christopher M. Professor, Department of Applied Economics & Statistics, Clemson University, Clemson, SC 29634-0313.