Leadership in Com Dev

Concept: LEADERSHIP IN COMMUNITY DEVELOPMENT
Interrelationship of Culture and Development
04/05/2012
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Interrelationship of Health and Development
04/05/2012
PARTNERSHIP
Is a type of relationship characterized by close cooperation between parties having specified and joint rights and responsibilities as they work on a common venture.
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Essential Ingredients
A. Belief in Egalitarian Relationship - Partnership can not be a reality unless an egalitarian relationship is considered vital by the identified partners in health development. - Community members must also realize that for health services and programs to become more effective and accessible to their families, they must be co-equals of health professional in community health development work.
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B. Open-mindedness - Individuals who are gathered together to do partnership on a common venture carry with them their past experiences which affect the way they see, analyze, and understand things, events, and people. - Partnership requires that participants learn to be open-minded in order to see and understand things, events, and people without limitations imposed by prejudices and idiosyncracies.
- Partners are expected to possess the skill to view things and experiences from each others perspectives to arrive at a more relevant and appropriate solution to any problem thet concerns them both.
c. Respect and Trust - For persons to be able to engage in an egalitarian relationship they need to have respect for each others worth and trust on the potentialities and capabilities of each one despite differences in beliefs, values, and experiences. - Respect and trust also form the basic ingredients of a relationship where each partner does not use the other to get the honor or reward only for himself.
- Failure to earn respect and trust is one major cause why initial experiences on establishing partnership can not be sustained through the working phase of the relationship . - A sustained commitment to the partnership is a result of respect and trust that partners earn by such actions as doing ones share of the work to the best of ones ability, keeping promises and appointments, maintaining a two-way communication and being sincere and honest with ones relationship.
CAPABILITIES NECESSARY FOR PARTNERSHIP

TWO MAJOR TYPES: A. Skills Necessary to Function as an Integrated Unit 1. The skill Necessary to be Broadminded or Open-minded - This involves being able to see and understand things, events, and experiences from all perspectives. - It therefore, entails being genuinely willing to enter anothers private world and see how things appear from his point of view-without adding any personal evaluation.
2. The Skill to Develop and Maintain Trust - The crucial elements of trust are openness, sharing, acceptance, support, and cooperative intentions. a. Openness - is the sharing of information, thoughts and feelings on the issue the partners are pursuing. b. Sharing - is the offering of resources in order to help move the group toward goal accomplishments.
c. Acceptance - is making the other person feel that he and his contributions are highly regarded. d. Support - is making the other person feel that he has the strength and the capabilities needed to manage productively the situation he is in. e. Cooperative intentions - are expressions of expectations that the partners are going to behave cooperatively to achieve the groups goals.
3. Group Skills - The partnership approach is effectively sustained through work groups which are utilized as the basic components of the organizational structure in community health development. - Group skills are, therefore, important components of partnership. - These include the capabilities necessary to help the group achieve its tasks (task functions) and build relationships and cohesiveness among members termed group building and maintenance functions.
Types of behavior under task functions: 1. STARTER - proposes goals and tasks to initiate action within the group. 2. INFORMATION AND OPINION SEEKER - asks for facts, information, opinions, ideas, and feelings from other members to help group discussion
3. COORDINATOR - shows relationships among various ideas by pulling them together and harmonizes activities of various subgroups and members. 4.INFORMATION AND OPINION GIVER - offers facts, opinions, ideas, suggestions, and relevant information to help group discussion. 5. DIRECTION GIVER - develops plans on how to proceed and focuses attention on the tasks to be done.
6. SUMMARIZER - pulls together related ideas or suggestions and restates and summarizes major points discussed. 7. REALITY TESTER - examines the practicality and workability of ideas, evaluate alternative solutions, and applies them to real situations to see how they will work. 8. DIAGNOSER - figures out sources of difficulties the grouphas in working effectively and the blocks to progress in accomplishing the groups goals.
9. EVALUATOR - compares group decisions and accomplishments with group standards and goals. 10. ELABORATOR - building on previous comment, giving examples, enlarging on it. 11. ENERGIZER - stimulates a higher quality of work from the group.
12. CONSENSUS TAKER - checks the group to see if the members are ready to make a decision or to take some action.
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Types of behavior under group building and maintenance

1. COMMUNICATION HELPER - shows good communication skills and makes sure that each group member understands what other members are saying.
2. ENCOURAGEROF PARTICIPATION - warmly encourages everyone to participate, giving recognition for contributions demonstrating acceptance and openness to ideas of others, is friendly and responsive to group members.
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3. ACTIVE LISTENER - listens and serves as an interested audience for other members, is receptive to others ideas, goes along with the group when not in disagreement. 4. INTERPERSONAL PROBLEM SOLVER - promotes open discussion of conflicts between group members in order to resolve conflicts and increase group togetherness.
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5. STANDARD SETTER - expresses group standards and goals to make members aware of the direction of the work and the progress being made toward the goal and to get open acceptance of group norms and procedures. 6. TRUST BUILDER - accepts and supports openness of other group members, reinforcing risk taking and encouraging inidividuality. 7. HARMONIZER AND COMPROMISER - persuades members to analyze constructively their differences in opinions, searches for common elements in conflicts, and tries to reconcile disagreements.
8. TENSION RELIEVER - eases tensions and increases the enjoyment of group members by joking, suggesting breaks, and proposing fun approaches to group work. 9. PROCESS OBSERVER - watches the process by which the group is working and uses the observation to help examine effectiveness. 10. EVALUATOR OF EMOTIONAL CLIMATE - asks members how they feel about the way in which the group is working and about each other.
4. Communication Skills - All cooperative, integrated action is contingent upon the use of communication skills. - Through this skills, partners reach some understanding of one another, build trust, coordinate their actions, plan strategies goal achievement, agree upon a division of labor, implement and evaluate activities.
Two Major Types of Communication Skills

1. SENDING MESSAGES EFFECTIVELY - this involves being able to make others understand clearly what one wants to communicate, whether in verbal or written form. Examples: a. Making messages complete and specific. b. Making the message appropriate to the receivers frame of reference.
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04/05/2012
c.Making verbal and nonverbal messages congruent with each other. d. Expressing ownership for messages sent by using personal such as I and my. e. Getting feedback concerning the way messages are being received. f. Paying closer attention to oneself, to others and to the situation in which one finds oneself relating to others. g. Using varied methods and opportunities to communicate the same message. h. Responding with immediacy.
2. RECEIVING MESSAGES EFFECTIVELY - this includes basic parts: a. communicating the intention of wanting to understand the ideas and feelings of the sender; b. understanding and interpreting the senders ideas and feelings.
Examples: a. Attending skills being actively present. b. Paraphrasing accurately and nonevaluatively the content of the message and the feelings in ones own wordds. c. Describing what is perceived as the senders feelings. d. Stating ones interpretation of the senders message and negotiating with him until there is agreement as to the meaning of the message.
5. Skills on the Management of Committee or Task Groups - committees or task groups are organized in order to carry out the goals, objectives, and functions of groups or organizations. - a productive committee or Task group is a result of adequate handling of committee dynamics and mechanics.
Examples of the skills on the management of committees or task groups: a. Selecting appropriately the chairman and members using as a guideline the purpose for which the committee or task group was formed.
b. Ensuring adequate pre-meeting preparations. 1. Preparing the agenda well - selecting the topics properly such that the issues can be discussed adequately w/in two hours. - defining each item in the agenda as explicitly as possible. - sequencing the items properly.
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2. Circulating in advance, background or proposal papers together with the minutes of the previous meeting. 3. Ensuring attendance of those who shall make vital contributions for effective decision-making during the meeting. 4. Ensuring adequate preparations for the physical facilities such that they are conducive to and supportive of a productive discussion.
c. Effective handling of committee meeting process. - In order to make sure that the meeting achieves valuable objectives, the chairmans role as facilitator involves assisting the group toward the best conclusion or decision in the most efficient manner possible: a. to interpret and clarify b. to move the discussion forward c. to bring it to a resolution that everyone understands and accepts as being the will of the meeting

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Concept: LEADERSHIP IN COMMUNITY DEVELOPMENT

Interrelationship of Culture and Development

Free PowerPoint Template from www.brainybetty.com

Interrelationship of Health and Development

Free PowerPoint Template from www.brainybetty.com

Free PowerPoint Template from www.brainybetty.com

CAPABILITIES NECESSARY FOR PARTNERSHIP

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Types of behavior under group building and maintenance

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Free PowerPoint Template from www.brainybetty.com

Two Major Types of Communication Skills

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