Martin Cherkasky Professor of Health Policy & Management
Ellen Schall is a Senior Presidential Fellow at NYU and the Martin Cherkasky Professor of Health Policy & Management at NYU Wagner. Her research focuses on leadership and organizational transformation.
Professor Schall served as Dean of NYU Wagner from 2002 to 2013, during which time she led the school from an institution with a strong local and regional reputation to one that is widely recognized nationally and internationally. As Dean, she helped the school ascend to #6 nationally in the U.S. News & World Report rankings of public affairs schools.
Professor Schall began her career as a Legal Aid Society criminal defense attorney, and served as Commissioner of the NYC Department of Juvenile Justice from 1983 to 1990. She has extensive experience in nonprofit management and governance, including more than 30 years of active membership on the board of University Settlement House. She received a B.A. from Swarthmore College and a J.D. (cum laude) from NYU School of Law.
This course is designed to prepare you for a lifetime of learning by providing tools to help you learn from your own experiences as well as from those of others. This process is explored through three lenses: (1) the individual, using assessment tools designed to help you become more aware of yourself and your impact on others; (2) interpersonal dynamics, exploring how person/role issues shape work group dynamics and can either facilitate or interfere with performance; and (3) organizational focus, examining several frames for thinking about organizational change and growth. This course will provide you with the basis to become a disciplined and intentional reflective practitioner, a hallmark of effective leaders.
Students are expected to be working or interning at an organization during the semester they are taking this course, or active in a work group-like setting (e.g., student group leader, member of a volunteer board, on a team-based Capstone project).
Every family has its own unique dynamics and conversations. Philanthropy adds a new dimension to these conversations which are often taking place both within and between generations. This is why 21/64 partnered with New York University's Robert F. Wagner Graduate School of Public Service to create a case study about multigenerational issues in family foundations. By exploring the issues of a hypothetical family in this case study, and utilizing questions in the accompanying Facilitator's Guide, families and professional advisors can begin to develop a healthy family process and productive philanthropic enterprise.
Many organizations, especially public agencies, are in need of revitalization. Often the arrival of a new leader is an opportune moment to reinvigorate the agency, yet the yield from this opportunity critically depends on the way in which the leader joins with the existing staff. The following article examines some of the dynamics of a new leader's arrival and explores the power of a strategic theme to link the leader and the inherited staff productively. We examine the early phases of the emergence of a strategic theme and look at the critical transition when the theme begins to shape behavior. We conclude with advice on the use of themes as vehicles for revitalization.