Dr. Baimyrzaeva’s focus areas include organizational learning, capacity building, change, and strategic planning using socially innovative and design thinking approaches. In her work Dr. Baimyrzaeva aims to integrate insights from multiple disciplines, including organizational management, cognitive/behavioral sciences, public policy and administration, international law and development. She has designed and taught more than 40 courses on diverse subjects in the context of international development and policy, including organizational leadership/management, social innovations, nation building, policy analysis, and applied research methods and design.
In addition to teaching, she regularly mentors students during their consultancies with influential local, national, and international organizations. She also authored many peer-reviewed publications about public management reforms. She also regularly delivers presentations, workshops, and trainings in policy analysis, applied research methods, strategic leadership, governance reforms, and culture change to government and nonprofit professionals in Central Asia and in the US.
Prior to coming to the Institute Dr. Baimyrzaeva worked at various government, nonprofit, academic, and international organizations, including in the capacity of a civil society expert at National Democratic Institute for International Affairs and director of the Bureau of Legal and Social Assistance for Refugees in Kyrgyzstan. She is fluent in English, Russian, and Kyrgyz; speaks basic Turkish, and has basic familiarity with other Turkic languages.
Courses offered in the past two years.
- Current term ●
- Upcoming term(s) ○
Leadership and Organizational Innovations for Management and Policy Professionals
Public, community, and nonprofit organizations are perceived to be lagging behind for-profit enterprises in innovativeness and effectiveness. Indeed, many of them were created for industrial age, but are trying to tackle increasingly complex social challenges of information age. To remain relevant and effective, pioneering organizations from various sectors, industries, and countries have been innovating with promising outcomes. This course intends to help students learn examples of such organizational and leadership innovations along with fundamentals of organizational leadership and management.
While the course predominantly focuses on organizational level, this course also applies to individual, policy, and societal levels. At individual level you may learn ways to more effectively lead and manage your own life and career. A lot of what you will learn– such as knowledge from cognitive and behavioral sciences – will be relevant for your work at societal and policy levels. Moreover, the course can help you jumpstart your leadership training by providing knowledge as well as practical analytical and decision making tools and skills applicable in wide range of problem solving.
Learning methods: In this course you will study how organizations operate and how they can become more effective by focusing on key dimensions/functions using readings, exercises, and case studies among other learning methods. In addition, you will engage in analysis, diagnosis, and problem solving exercises daily focusing on one organization of your choice resulting in weekly one-pagers. In the end of the course you will compile such daily one-pagers into a final report which will be the main course deliverable.
Fall 2019 - MIIS, Fall 2020 - MIIS, MIIS Second Half of Term
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 2019 - MIIS, Fall 2019 - MIIS, Spring 2020 - MIIS, Fall 2020 - MIIS
COVID-19 Cross-Disciplinary Pandemic
The COVID-19 pandemic is an unprecedented global crisis that has impacted organizations and individuals in previously unimaginable ways. Leaders are tasked with making complex decisions, and societal inequities have intensified differential consequences for individuals and groups around the world. Navigating through a global challenge of this scope requires interdisciplinary perspectives, approaches, and actions. In this online course, students will analyze the current situation from multiple perspectives, engage with others across disciplines, and have the opportunity to mobilize their disciplinary knowledge and skills to address this particular global challenge. MIIS faculty and students can play a pivotal role in addressing these issues through praxis, moving from theory to reflection + action. In this course, students will engage with experts from multiple disciplines to examine how COVID-19 has impacted the economy, environment, education, public health, and much more. Students will critically evaluate the roles that policy, language, cultural understanding, and intercultural communication play in shaping local, regional, and global responses to the pandemic across disciplines with an eye towards social justice and change. The course will provide students with tools to engage with a range of diverse audiences, to address complex problems, and to communicate their findings professionally as preparation for their future careers in a changing world.
Fall 2020 - MIIS
MEETING DATES: January 27, 2020 - February 14, 2020
Leadership and Org. Innovations (MPA gateway management course requirement)
Public, community, and nonprofit organizations are perceived to be lagging behind for-profit enterprises in innovativeness. Meanwhile, social challenges they are expected to tackle are increasing in scale and complexity, challenging their traditional ways of getting things done. To remain relevant and effective, pioneering organizations from various sectors, industries, and countries have been innovating with promising outcomes. This course intends to help students learn examples of such innovations and their methods. While the course predominantly focuses on organizational level (since organizations are a medium through which we get most things done), this course equally applies to individual, institutional, and policy levels. Moreover, the course can help you jumpstart your leadership training by providing knowledge as well as practical analytical and decision making tools and skills applicable in wide range of problem solving.
Spring 2019 - MIIS, MIIS Workshop, Spring 2020 - MIIS, MIIS Workshop
What is this course about: This course is designed to help participants to better understand what ethics means, recognize and critically analyze ethical issues, including those present in development work, and practice distinguishing and making more ethical decisions.
What will you get out of this course: You will develop or refine your own ethical framework/compass, and learn to apply it to wide range of situations both in the context of development and beyond.
How we will learn: We will utilize readings, exercises, guest speaker talks, and case studies among other learning methods.
Why is this subject important? Ethics is about knowing what is right and wrong. While it is a simple concept to define, it is much harder to apply in complicated and complex situations, and is something we will continue working our entire lives.
Spring 2019 - MIIS, MIIS Workshop
Areas of Interest
I am fascinated by how we learn – especially by how each of us filters and perceives information differently depending on our pre-existing ideas and assumptions. They color what we see and how we interpret the world. That is why instead of just introducing new content, I first try to help the learners – be they my students or clients – to uncover their deeply-seated ideas and assumptions, subject them to critical review, and, when necessary and possible, replace them with a more accurate view of reality. I encourage such deeper learning though uniquely designed sessions that help them actively reflect on their thought patterns and experiences.
- PhD, University of Southern California School of Policy, Planning, and Development
- MA in Public Administration & International Management Graduate Certificate, University of Hawaii College of Business Administration
- BA in International Law, International University of Kyrgyzstan
Professor Baimyrzaeva has been teaching at the Institute since 2007.
- “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)
- Institutional Reforms in the Public Sector: What did we Learn, published in 2012 by Emerald Publishing.
- “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