Concept Cluster for Atlas Subjects Associated with PPG1000, 1001, 1005, 1007

… an Atlas Core Curriculum resource

Candidate concepts for required Toronto SPPG courses in governance and institutions, policy process, social context, and strategic implementation

This table lists the concepts for which concept pages currently exist that are candidates for pre-class quizzes in four required, first-year courses in SPPG’s MPP. The concepts are organized under core topics that are found in six core subjects: Governance and Institutions; Policy Analysis and Process; Socioeconomic and Political Context; and Implementation and Delivery; Leadership Skills; and Communication Skills.

For a comparable display for the other four required first-year courses, see Concept Cluster for Atlas Subjects Associated with PPG1002, 1003, 1004, 1008.

Governance and Institutions
(PPG1000 Governance and Institutions)

The Study of Governance and Institutions

Institutions

Governance

Government

State

Democracy

Competing Values in Governance and Institutions

Institutional Theories – Historical, Sociological, and New Institutionalism

Public Interest

Public Administration

Public Management

Constitutional Framework

Republic

Constitutional Monarchy

Westminster System

The Crown

Her Majesty The Queen

Governor General of Canada

Lieutenant Governor of Ontario

Head of State vs. Head of Government

Reserve Power

Crown Prerogative

Constitution

Constitution of the United States

Constitution of Canada

Amending Formulas

Legislative Power

Executive Power

Entrenchment

Organic Statutes

Constitutional Laws

Conventions vs Laws

Constitutional Conventions

Judicial Power

Judicial Review

Social Contract

Representative Government

Responsible Government

Prorogation

Speech from the Throne

Electoral Systems and Democratic Reform

Political Party

Electoral Systems

Samara’s Five Potential Electoral Systems

Party Leader Selection and De-selection

Party Discipline

Parliament vs. Congress

Democratic Deficit

Populism

Nativism

Illiberal Democracy vs. Undemocratic Liberalism

Aggregative Model of Democracy

Condorcet’s Paradox

Deliberative Model of Democracy

Burke’s Conception of an Elected Representative

Competitive Model of Democracy

Machinery of Government

Machinery of Government

Political Executive

Prime Minister

Prime Minister’s Office

Premier

Office of the Premier

Privy Council Office

Clerk of the Privy Council

Secretary of the Cabinet, Ontario

Presidentialism

Prime Minister as First Among Equals

Prime Minister as CEO

Prime Ministerial Prerogatives

Cabinet Selection

Treasury Board Secretariat

Department of Finance

Public Service Commission

Merit Principle

Agents of Parliament

Government Program

Estimates

Institutional Dynamics within Government

Centre vs. Periphery

Guardians vs. Spenders

Staff vs. Line Positions

Regionalism

Regional Minister

Cabinet Solidarity and Secrecy

Speaking Truth to Power

Policy Advisory Systems

Cabinet Decision-Making System

Cabinet Documents

Accounting Officer

Political Aide

Political Executive vs. Civil Service

Constitutional Convention of a Politically Neutral Civil Service

Ministerial Responsibility

Public Service Anonymity

Political Neutrality

Federalism

Federalism

Forum of Federations

Multilevel Governance

Multiple Identities

Distribution of Powers

Fiscal Imbalance

Equalization Formula

Classical Federalism

Cooperative Federalism

Competitive Federalism

Constitutional Federalism

Collaborative Federalism

Asymmetrical Federalism

Council of the Federation

Intergovernmental Relations

Multilateral Collaboration with Diffuse Reciprocity

Bilateral Negotiation with Specific Reciprocity

Unilateral Action with Particular Interests

Canadian Intergovernmental Conference Secretariat

Municipal Governance

Local Government

Local Government Functions

Provincial Controls over Local Government

Provincial Ministers of Municipal Affairs

Municipal Elections

Municipal Finance

Machinery of Municipal Government

Municipal Special Purpose Bodies

Municipal Organizations

Developers, Citizens, and Local Government

Administrative Tribunals and Municipal Government

Multilevel Governance in Cities

Project-based vs. Program-based Federal Involvement in Urban Affairs

Diversity, Identity, and Rights

Politics of Difference

Cultural Differences

Colonialism

Sexual Orientation

Religion and Religious Practices

Prejudice

Bias

Discrimination

Systemic Discrimination

Duty to Accommodate

Identity and Identity Politics

Identity and Rights

Intersectionality

Human Rights Laws

Viewpoint Diversity

Stereotype

Jessim’s Analysis of Stereotype Accuracy

Implicit Bias and the Harvard Implicit Association Test

Concept Creep

Victimhood Culture

Haidt’s Telos Choice – Either Truth or Social Justice

Courts, Tribunals, and Commissions

Judiciary

Canadian Courts of Law

Judicial Councils

Common Law

Stare Decisis

Criminal Law

Constitutional Law

Administrative Law

Judicialization of Politics

Charter Dialogue between Courts and Legislatures

Impartiality

Adjudication

Natural Justice

Quasi-judicial Body

Administrative Tribunals

Human Rights Commissions

Human Rights Tribunals

Conflict of Interest and Ethics Commissioner

Commissioner of Lobbying

Public Sector Integrity Commissioner of Canada

Indigenous Governance

White Paper – Statement of the Government of Canada on Indian Policy, 1969

Calder Decision of the Supreme Court of Canada, 1973

Sparrow Decision of the Supreme Court of Canada, 1990

Delgamuukw Decision of the Supreme Court of Canada, 1997

Tsilhqot’in Decision of the Supreme Court of Canada, 2014

Aboriginal Title

Land Claims

Treaty Rights

Nation-to-Nation Relationship

Inherent Right to Self-Government

Self-Government

Abele and Prince’s Four Models of Aboriginal Self-Government

Governance vs. Self-Government

Papillon’s Mosaic of Aboriginal Governance

INAC’s Resources to Support Governance

Organizational Design and Behaviour

Organizational Behaviour

Organizational Theory

Weber’s Theory of Bureaucracy

Organizational Culture

Organization Chart

Organizational Structure Types

Organizational Control

Dynamic Resource Reallocation

Organizational Policies

Decentralization

Modernizing Government

Skogstad’s Four Competing Models of Authority

New Public Management

Kernaghan’s Bureaucratic/Post-bureaucratic Framework

Aucoin’s New Public Governance

Networked Governance

Quasi-Public Corporation

Management Differences between Public and Private Sectors

Management Consulting

Performance Improvement and Performance Leadership

Private-Public Partnerships

Privatization

Red Tape Reduction

Service Standards

Human Resource Management Reforms

Performance-Related Pay

Public Sector Innovation

Public Sector Leadership and Communication

Policy Analysis
and Process
(PPG1001 Policy Process)

The Study of Policy Analysis and Process

Policy Analysis

Policy Design

Public Policy

Trade-off

Lasswell’s Policy Sciences

Pal’s Elements of Policy Content

Policy Consistency

Pal’s Types of Reasoning in Policy Analysis

Policy Analysis’s Impact on Policymaking

Policy Capacity

Interests and the Policy Process

Interests

Endowment Effect

Pal’s Glossary of Conceptualizing Interests in Policymaking

Stakeholders

Institutions and the Policy Process
Ideas and the Policy Process
Problem Definition and Agenda Setting

Pal’s Aspects of Problem Definition

Issue Framing

Policy Images

Policy Window

Policy Instruments and Design

Typologies of Policy Instruments

Pal’s Classification of Policy Instruments

Policy Design and Social Values

Models of Decision Making

Rational Decision Making Model

Lindblom’s Incrementalism and Muddling Through

Postmodernist Critiques of Rational Decision Making

Evidence and Decision Making
Implementation and the Policy Cycle
Evaluation and the Policy Cycle
The Meaning of Strategy in Public Management
Policy Analysis Terms and Techniques

Socioeconomic and Political Context
(PPG1005 Social Context)

The Study of the Socioeconomic Context for Politics and Policy

Capitalism

Neoliberalism

Political Correctness

Populism

Privilege

Socialism

Income Inequality and Poverty
Education and Labour Markets
Immigration and Integration
Gender Inequality

Affirmative Action

Diversity and Equality

Gender Differences at the Top

Gender Differences in Competitiveness

Gender Differences in Criminality

Gender Differences in Earnings (Gender Wage Gap)

Gender Differences in Health

Gender Differences in Personality

Gender Differences in Self-Esteem

Gender Differences in the Brain

Gender Differences in Variability

Women’s Rights and Men’s Rights Movements

Indigenous Peoples

Aboriginal Peoples

Indigenization

Indigenous Peoples – A Guide to Terminology

Indigenous Rights

Non-Status Indians

Royal Commission on Aboriginal Peoples

Truth and Reconciliation Commission of Canada

United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP)

Implementation
and Delivery; Leadership Skills and Communication Skills
(PPG1007 Strategic Implementation)

The Study of Implementation and Delivery

Implementation vs. Policy Design

Implementation Theory

Pressman & Wildavsky’s Implementation Model

Bardach’s Eightfold Path to More Effective Problem Solving

Hogwood & Gunn’s Elements for Successful Implementation

Sabatier & Muzmanian’s Framework of the Implementation Process

Bardach’s Implementation Game

Eggers & O’Leary’s Project Management Framework for Implementation

Principal-Agent Problem

Public Choice Theory

Allison’s Three Models of Government Action

Fayol’s Theory of Administration

Niskanen’s Budget Maximizing Model

Downs’ Typology of Officials

Strategic Management in the Public Sector

Strategy

Strategic Public Management

Leonard’s Note on Public Sector Strategy-Building

Kennedy School’s Value-Capacity-Support Model

Public Value

Political Management

Operational Management

Public Authority

Moore’s Strategic Triangle

Public Value Account

Public Value Scorecard

Moore’s Legitimacy and Support Perspective

Moore’s Operational Capacity Perspective

Designing the Delivery Model

Bardach’s Things Governments Do

Doing Nothing as a Policy Instrument

Using Information-Based Policy Instruments

Using Expenditure-Based Policy Instruments

Incrementality and Fungibility

Using Taxation-Based Policy Instruments

Using Regulation-Based Policy Instruments

Using Direct Provision as a Policy Instrument

Delivery Chain

Implementing through Partners and Networks

Using Partnership as a Policy Instrument

Using Internationalization as a Policy Instrument

Using Procedural and Institutional Policy Instruments

Network Targets

Policy Community

Advocacy Coalitions

Policy Networks

Kernaghan’s Classification of Partnerships

Partnerships and Horizontal Management

Public-Private Partnership Models

Securing Legal Authority and Budgetary Resources

Programs and Budgeting

Promoting Innovation and Driving Change

Digital Government and e-Government

Quality Service and Service Standards

Integrated Service Delivery

Deliverology

Open Policy Making

OECD’s Observatory of Public Sector Innovation

Encouraging Innovation by Rewarding Risk

Public Service Transformation

Innovation Hub

Policy Lab

Nesta – a Global Innovation Foundation

Management Improvement Methodologies – TQM, Six Sigma, and Lean

Change Management

Consulting and Communicating on Policy

The Crucial Role of Communication

Consulting Stakeholders and Engaging Citizens

Public Opinion Research

Communications Plan

Access to Information (Freedom of Information) Policies

Open Government

Dunn’s Four-stage Process of Communicating Policy-relevant Knowledge

Policy Issue Paper

The Role of Ideas in Policymaking

Postmodernist Policy Analysis

Cognitive Dissonance

Symbolic Representation and Narrative

Media Bias and Agenda Setting

Communication Nudges and Behavioural Economics

Pal’s Comparison of Academic and Policy Research

Organizing and Measuring for Performance

Performance Measurement

Performance Reporting

Attribution Problem

Confirmation Bias

Managing Risk

Risk and Risk Management

Integrated Risk Management

Risk in Public Management

Risk Assessment

Risk Mapping

Risk Tolerance and Risk Appetite

Risk Mitigation

Reputation Risk

Implications of Nonlinearity and Complexity

Controlling Fraud, Waste, and Abuse

Corruption and Public Integrity

Misconduct vs. Deficiency

Fraud

Fraud, Waste, and Abuse in Benefit Programs

Comparing Audit and Evaluation

Good Governance

Codes of Conduct

Internal Control

Internal Auditing

External Audit

Performance Audit

Auditor Independence

The Study of Leadership and Communication

Autocratic Leadership

Ganz’s Pedagogy as Practice

Heifetz’s Adaptive Work

Kouzes and Posner’s Leadership Model

Lewin’s 3 Leadership Styles

Laissez-Faire Leadership

Participative Leadership

Pfeffer’s Management BS Critique

Situational Theory of Leadership

Skills and Tacit Knowledge

Trait Theory of Leadership

Trust

UK Civil Service Leadership Statement

Williams’ Real vs Counterfeit Leadership

Work Avoidance Mechanisms

Recognizing Values

Concept Creep

Haidt’s 6 Innate Moral Foundations

Intrinsic Motivation

Motivation

Myers-Briggs Personality Type Indicator (MBTI)

Big Five Personality Traits

Diagnosing

Determining the Nature of the Leadership Challenge

Determining Who Is Us (Our People)

Engaging the Issue (Getting on the Dance Floor)

Framing the Problem

Identifying Strengths, Weaknesses, Opportunities, Threats (SWOT)

Taking a Detached (Balcony) Perspective

Building Resources

Conducting a Meeting

Creating a Coalition

Creating a Team

Gaining Standing

Identifying Allies

Meeting in Person

Networking

Strategizing

Action-Forcing Mechanisms

Advice for Women Negotiators

BATNA – Best Alternative to a Negotiated Agreement

Dealing with Difficult People

Fisher and Ury’s Four Principles of Negotiation

Competitive Bargaining vs. Cooperative Problem Solving

Negotiation

Win-Win, Win-Lose, and Lose-Lose Situations

ZOPA – Zone of Possible Agreement

Handling Complexity

Dealing with Ambiguity

Dealing with Uncertainty

Determining Sources of Complexity

Practicing Integrative Thinking

Recognizing Obliquity

Complexity

Managing Oneself

Activating Ambition

Becoming Self-aware

Developing Resilience

Finding Balance

Having Fun

Managing Stress

Managing Time

Overcoming Procrastination

Taking Responsibility

Working in Organizations

Briefing and Minimizing Surprises

Clearing

Deadlining

Dependability

Friendliness

Honesty

Orienting

Punctuality

Resourcefulness

Respectfulness

Persuading

Active Audience

Authority and Credibility

Analogies and Metaphors

Conformity, Similarity, and Social Proof

Consistency and Commitment

Contrast

Counter-intuitive Facts and Arguments

Empathy and Listening

Humour

Knowing the Audience

Knowing the Context

Liking

Personalizing

Simplicity and Clarity

Salience

Scarcity

Storytelling

Reciprocity

Repetition

Types of Attitude Change

Aristotle’s 3 Rhetorical Appeals – Legos, Ethos, and Pathos

Cialdini’s 6 Principles of Persuasion Science

Orren’s 20 Principles of Persuasion

Primers for Polemicists – Comparing Rules from Harries and Alinsky

Persuasion

Rhetoric

Speaking to Persuade

Beginning with a Grabber

Body Language and Posture

Controlling Uptalk and Like

Eliminating Filler Words

Elevator Pitch

Ending Memorably

Eye Contact

Ladder of Abstraction

Practicing the Presentation

Pre-speech Warm Ups

Reading a Speech

Speech Pauses

Story Arc

Voice Projection and Volume

Writing to Persuade

Basic Op-Ed Structure

Behn’s Craft of Memo Writing

Ledes and News Hooks

Lede and Subhead 

Style Guides

Using Plain Language

Writing a Briefing Note

Writing a Press Release

Writing a Summary

Page created by: Ian Clark, last modified on 14 May 2018.