What are you most passionate about?
In terms of teaching, I am passionate about bringing out the best in my students and helping them realize their potential. Using innovative and learner-centered teaching methods I teach diverse subjects, including social innovation in public sector, organizational management, applied research design and implementation, nation building, participatory governance, and policy analysis.
Research-wise I explore how institutions – rules and their enforcement mechanisms that mediate relationships in society, organizations, and families – change in order to understand how to design and change such institutions. To answer these questions, I draw insights from multiple disciplines including organizational management, cognitive and behavioral sciences, public policy and administration, and international law and development.
What do you enjoy most about being a professor at MIIS?
I feel privileged to work with our exceptional students who are pragmatic idealists - bright and courageous young people who understand the daunting challenges in building a better future globally, and yet remain optimistic and driven to make a positive contribution. They inspire me to try harder and do my best to facilitate their learning and development.
Institution Building and Development, Institutional Change and Theory, Organizational Management and Development, Capacity Building and Development, Public Sector Reform, Corruption, Culture Analysis and Change, Policy Analysis, Applied Research Methods, Democratic Transition, and Innovative Teaching and Learning Methods.
Regional expertise: Kyrgyzstan, Central Asia, Post-Soviet Countries.
During 2011-2014, as the program’s academic lead, Mahabat redesigned the International Professional Service Semester Program to ensure it best meets students’ and employers’ needs and interests. In this capacity she also designed and implemented a new set of pre-departure training modules offering skills highly sought-after by our students and most employers; delivered professional development trainings on consulting and applied research design; advised program fellows on their consultancy projects conducted during their internships with influential intergovernmental organizations around the world; and coordinated the work of a dozen faculty advising the program fellows.
In 2014 Mahabat consulted for the Global Citizenship Report Card initiative to refine its methodology for performance ranking of all countries on internationally agreed norms and standards in poverty reduction, gender equity, environmental stewardship, human rights, humanitarian response, and global peace and justice.
In 2012 Mahabat published a single authored book “Institutional Reforms in Public Sector: What Did We Learn?” concerned with recurring failures in public sector institutional reforms promoted by international development agencies. It focuses on the following pressing questions in international development theory and practice: What does it take to design effective government institutions and sustain positive changes? What have we learned about the attempts to deliberately design and redesign public sector institutions in different countries? What works and what doesn't, and why? What happens when reforms fail? This book pushes the boundaries of existing theories on institutional change and draws insights for researchers and practitioners of institutional reforms by synthesizing lessons from past experiences and findings from multiple disciplines.
In 2012 Mahabat designed and delivered an intensive session titled “Strategic Planning in the Context of Counter Terrorism Efforts” at the Strategic Level Small Craft Combating Terrorism training organized by Naval Small Craft Instruction and Technical Training School (NAVSCIATTS) for participants from anti-terrorism units from 14 different countries around the world.
In 2012-2015 Mahabat I consulted for the Interactive Flow Studies (educational start-up) on strategic management and marketing.
In 2011 and 2012 Mahabat designed and delivered intensive trainings on policy analysis in Russian language for government policy analysts and civil society representatives from various Central Asian states, by invitation from the OSCE Academy in Bishkek.
In Spring 2011 Mahabat coordinated the colloquium on Nation Building Colloquium which brought together leading experts globally specializing in various dimensions of nation building to weekly evening talks and social events with students.
Prior to joining the Monterey Institute, Mahabat held various positions in local and international organizations in Kyrgyzstan working on development, humanitarian assistance, and institutional capacity building. She also worked as a teaching associate at the University of Southern California.
- Ph.D. in Public Administration, University of Southern California, 2003-2010
- Master of Public Administration, University of Hawaii, 2001-2003
- International Management Graduate Certificate, College of Business Administration, University of Hawaii, 2002-2003
- Leadership and Culture Program, East-West Center, Honolulu, 2002-2003
- Undergraduate Degree in International Law, International University of Kyrgyzstan, 1994-1998
Select journal publications
- “The Role of Supreme Audit Institutions in Improving Citizen Participation in Governance,” International Journal of Public Administration, 2014, volume 15, issue 2, pp. 77-90
- “Policy Analysis as a Profession in Government: Who Does What and How?” Occasional Paper No 2, November 2013, University of Central Asia (in English and Russian)
- “Kyrgyzstan’s Public Sector Reforms: 1991 – 2010,” International Journal of Public Administration, 2011, volume 34, issue 9, pp. 555-566
- “Analysis of Public Administration Reforms in Kyrgyzstan in Light of Its Recent Governance Crises,” International Public Management Review, 2011, Volume 12, issue 1. pp. 22-46
- “Corruption and Legitimacy Problems in Post-Communist States” (a book review), Public Administration Review, 2007, May/June, pp. 592-594
- “Institutional Reforms in Kyrgyzstan,” Central Asian Studies Review, 2005, volume 4, issue 1, pp. 29-35
Select Conference Presentations
- “Bringing it All Together: Institutional Development in Light of National Policy Changes,” a closing address delivered at the Global Center Consortium Directors Conference, organized by the Global Center for Security Cooperation, Department of Defense, Monterey, CA, U.S.A on January 13, 2011
- “Collaborative Strategies in Combating Official Misconduct,” a talk delivered at the 68th National Conference of the American Society for Public Administration, Washington, DC, U.S.A. in April 2007
- “Assessing Institutional Reform: the Case of Kyrgyzstan” a paper delivered at the 20th International Political Science Association Conference, Fukuoka, Japan, in July 2006
- “Theoretical Framework for Understanding Anticorruption Strategies,” a paper delivered at the Sixth Annual Central Eurasian Studies Society Conference, Boston University, MA, U.S.A. in October 2010
- “Institution-Building Reforms in Kyrgyzstan,” a paper delivered at the Fifth Annual Central Eurasian Studies Society Conference, Indiana University, Bloomington, U.S.A. in October 2004
Courses offered in the past four years.
▲ indicates offered in the current term
▹ indicates offered in the upcoming term[s]
DPPG8519 - OrgPerspctvsForPolicy&MgmtPros ▹
Every student of policy and management will benefit from better understanding organizational perspective given that organizations are a medium through which we get most things done. The tools, skills, and knowledge learned in this course can make you more strategic and effective in proposing and implementing policies, programs, and projects. Moreover, the course can help you jumpstart your leadership training by providing practical analytical and decision making tools applicable in wide range of problem solving.
In this course you will study how organizations operate by focusing on key organizational management dimensions and functions. You will conduct weekly analysis, diagnosis, and problem solving exercises focusing on one organizational management dimension at a time for the organization you are familiar with. In the end of the course you will compile your weekly briefs into an organizational assessment report that can be shared with that entity.
While this course primarily focuses on public organizations, readings and exercises will be provided on management of nonprofit and private organizations as well so that students can better understand their differences and commonalities and draw practical inferences.
Spring 2016 - MIIS
DPPG8573 - PublicSector&SocialInnovations ▹
Public sector has been lagging far behind others in innovating its services and the ways it operates, makes, and implements policies while social challenges it is expected to tackle are increasing in scale and complexity. To remain relevant and effective leading public organizations from around the world have been applying innovative methods with promising outcomes. This course helps students learn and synthesize cutting edge social innovations and methods, and then apply them to real life local projects. The innovation skills and knowledge from this course can be applied to other sectors and interventions.
Spring 2016 - MIIS
DPPG8615 - Sem: Practicum Project ▹
Do you have a real life project in mind you would want to tackle using a faculty mentor’s help? Do you want to build and/or strengthen your skills and knowledge, ideally by working on a consulting project for an organization of your choice? If yes, the Capstone course is for you. In this course you will be in the driver’s seat working on your project, while the faculty will coach you and provide practical skills and tools to help you effectively articulate, design, and implement your project, and communicate your findings to your client. In addition to individualized feedback sessions, faculty will also guide you to right resources for additional relevant skill and knowledge building.
Please check the prereqs:
- Only open for DPP students in 3rd or 4th semesters who are using the course to fulfill their Practicum requirement.
- Students who are planning to enroll in FMS, DPMI+ or IPSS should not enroll in this course. Contact the instructor if requesting exceptions.
- Students may undertake projects individually or in teams (maximum 3 per team), but team justification must be compelling
Spring 2016 - MIIS
MPAG8519 - Managing Public Organizations
This course introduces students to different aspects of public organizations and key management concepts, ideas, tools, practices, and functions. Management here is broadly defined as a field of practice concerned with running organizations and implementing policies, programs, and projects.
Fall 2014 - MIIS
MPAG8573 - PublicSector&SocialInnovation
Fall 2014 - MIIS
MPAG8605 - Capstone:Rsch&Writing Proj-PA
The capstone requirement has two objectives. First, it enables you to acquire, demonstrate, integrate, reflect on, apply, and deepen competencies central to the MPA degree and to your future. Second, a capstone project prepares you for a position you hope to get upon graduation. Your capstone project is a public demonstration of your learning process here at MIIS: through it, you show your peers and faculty how far you have progressed. A public sharing of your work is required. How you do that is open for negotiation.
The capstone seminar helps you produce a deliverable which you are proud to submit to employers, working professionals in the field you wish to enter, and/or journals. Choice of capstone projects is limitless and students who perform best are those that creatively identify a project and product that is meaningful to them.
My role as seminar faculty is threefold. I am process guide; I am learning/support group facilitator; I am quality standard upholder. I am not content help. I am not responsible for reminding you of everything you have or should have learned in your classes here at MIIS. Capstone is your chance to interrogate yourself, to look deep to see what you have and have not learned, to revisit previous class contents and tools. You should expect no new content, as a result, apart from – perhaps – public speaking and presentation/argumentation competencies.
While we have a formal weekly meeting time, we will not use it every week. Our schedule of meetings will be established month-by-month.
Fall 2014 - MIIS