The Foreign Service Journal, September 2016

6 SEPTEMBER 2016 | THE FOREIGN SERVICE JOURNAL his month’s Journal covers the AFSA annual awards ceremony and spotlights the 2016 award winners. This makes for inspir- ing reading, as we explore what our col- leagues are doing to achieve our collective mission. One friend now serving at the Foreign Service Institute tells me she scours the AFSA awards write-ups for case studies to highlight best practices in her training classes. The annual awards ceremony is a great AFSA tradition, one that recognizes excellence and courage. The AFSA awards programmakes our profession stronger. AFSA gives a variety of awards—one for Lifetime Contributions to American Diplomacy, several outstanding perfor- mance awards and, unique in the U.S. government, four awards for constructive dissent—at the entry level, mid-level, senior level and by a specialist. This year, after the kind of spirited, principled debate that represents AFSA at its best, only one award for dissent was granted. Governing Board and Awards Committee members agreed on the need for better, clearer guidance on what constitutes dissent in the Foreign Service—beginning with how to distin- guish between dissent and the equally important, but distinct, act of tak- ing initiative and finding innovative ways to approach challenges. We resolved to produce a more robust definition of dissent in time for next year’s nomination process. This column is meant to contribute to that thought process and invite your input. We in the Foreign Service deploy worldwide—to protect and serve, yes, but also to understand the local context and call it like we see it. Sometimes Wash- ington wants us to deliver something we know is not achievable in that context. Sometimes we know that even trying would cause a backlash and impede achievement of other goals. It is our obligation to point that out, to offer our best judgment and, when pos- sible, alternatives (see “Foreign Service Core Precepts,” below). This is the basis for constructive dissent as we have tradi- tionally defined it. The State Department’s Dissent Channel is one way—the institu- tional vehicle—to deliver that dissent (see “The Dissent Channel,” next page). The same obligations to speak up apply for matters related to the manage- ment of our own institution, not just for classic foreign policy issues. We must all think of ourselves as stewards of the For- eign Service and act accordingly, working to establish and maintain well-function- ing embassy platforms and healthy career paths for the next generation. Because the Dissent Channel is restricted to “substan- tive policy” issues, dissent on manage- ment matters must be conducted through other channels. The AFSA awards program recognizes constructive dissent on management issues as well as foreign policy issues. This year’s Rivkin Award winner is a great example of the former. Lest we come across as simply nay-sayers (as we might to interagency Ambassador Barbara Stephenson is the president of the American Foreign Service Association. Calling It Like We See It BY BARBARA STEPHENSON T FOREIGN SERVICE CORE PRECEPTS Excerpt from the Core Precepts Decision Criteria for Tenure and Promotion in the Foreign Service Leadership Skills/Openness to Dissent and Differing Views Entry-Level: Exhibits moral courage and intellectual integrity. Publicly supports official decisions while using appropriate dissent channels in case of disagreement. Resolves disputes using appropriate mechanisms. Mid-Level: Encourages frank communication with colleagues and subordinates. Discerns when well-founded constructive dissent is justified; advocates policy alternatives and guides staff to do the same. Recognizes employee dissent through awards programs. Senior-Level: Encourages and expects personnel to express opinions and to use dissent channels; accords importance to well-founded constructive dissent and solicits, weighs, and defends its appropriate expression. Recognizes and supports moral courage. PRESIDENT’S VIEWS