Foundations Of Public Administration

Jayson Allen PA 6610

FOUNDATIONS OF PUBLIC ADMINISTRATION

CASE ANALYSIS

The MOVE Disaster

Jack H. Nagel

Quality leadership is a telling sign of a successful organization. When given the opportunity to guide or direct others, a leader is capable of drawing individuals or groups together to accomplish certain goals. Given the responsibility to address a problem that had developed over a span of many months concerning a cult (an unorthodox or misguided group of extremist) called MOVE, newly elected Philadelphia Mayor, Wilson Goode did not exercise his authority as the elected leader by working meticulously with the other city officials and offices to shut down MOVE operations and protect the city’s residents from their presence. His inaction caused tragic results in which eleven people died. Wilson Goode’s failure as a leader in this situation is significant to the understanding of the characteristics of high-quality leadership due to the belief that prior to this tragic situation, Goode had demonstrated good leadership choices in other not so tense situations. There were certain factors internal and external that led to his downfall.

Initially, Wilson Goode came into the mayoral office having been described as an “effective manager, a rising star of national politics, and a symbol of hope for his city” (Stillman, 2005. p. 235). His actions worked consistently towards peacemaking and conciliation. According to Nagel, he had been appointed Managing Director for the city of Philadelphia, put in charge of “ten operating departments” and was credited for a massive home building project that produced as much housing or more than was built by the actual city’s housing agencies themselves (Stillman, 2005, p. 237). Goode considered himself to be a “hands-on” type of manager and generally worked hard at knowing personally everything that transpired in his operating departments. As Mayor of a large city such as Philadelphia, Goode’s mode of management could not work. Habitual minimal delegation put too much pressure on the Mayor’s shoulders and a situation as volatile as that of the offensive, sordid, anarchistic, law breaking actions of the MOVE cult presented a situation unlike any other he had had to deal with.

Without going into great detail, the series of events leading to the ultimate disaster follows as this. Goode is elected Mayor in November of 1983 after MOVE had been in existence for over a decade. Residents affected by the individuals of the MOVE cult cannot tolerate their indecency any longer. They call for immediate assistance from the Mayor and city officials to step in and resolve the conflict. Two years pass with continued harassment by MOVE and minimal action taken by the city. In fact, according to Nagel, Goode’s attempt at aiding the residents of the 6200 block of Cobbs Creek against the blaring bullhorns of vulgar ranting from the MOVE group was to open a nearby recreation center “so residents’ children could escape the loudspeakers” and Mayor Goode “arranged psychological counseling to help the children cope with chronic tension” (Stillman, 2005, p. 239). For someone who has such zeal and respect for serving the public as shown by his past actions, it is flabbergasting and appalling that this plan of non-intervention was acceptable or condoned. Left with no other option but public protest and further disgruntlement, the neighborhood of the 6200