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| ABOUT THE BOOK : | |||
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THIS book draws on the work of thinkers and doers throughout the world who
have grappled with the challenge of planning complex institutions,
especially health systems and development projects. Their problem:
Conventional planning methods often do not work. The solution: Involve all
the key stakeholders in making the plan. The challenge: Devise a planning
system that the principals and stakeholders can trust, and that is
inclusive, balanced and dynamic. |
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| About the AUTHORS: | |||
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| Changing Minds is authored by former Regional Director of UNICEF and FPP pioneer Cole P. Dodge, and award-winning Strategic Communication Specialist Gavin Bennett, with inputs from many other experts in health, planning, and communication from all corners of the world. | |||
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| CONTENTS IN DETAIL : | |||
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Foreword Authors’ Note Preface Acknowledgements Section
A 1. Planning methods . The need to change Evolution or revolution? The way to change The big difference The “own-do” gap What doesn’t work This book Design and objective 2. Overview: What is FPP? Definition Process Empowerment Facilitation Further training What is it for? Who is it for? 3. Compelling evidence. Transformation at Makerere University in Uganda Context Enter FPP Outcomes Strengthening health research capacity in Kenya Context Enter FPP Outcomes Bridging the know-do gap in East Africa Context Enter FPP Outcomes Innovating public health training in Bangladesh Context Enter FPP Outcomes And more... Context Enter FPP Outcomes
Section B 4. The foundations Concept 1: Awareness and empowerment The all-stakeholders principle Concept 2: Learning by doing Discovering answers Concept 3: Visualisation The mental/physical bridge Concept 4: Creative group processes Building effective teams 5. Picking the people Task Force selection A political minefield Selection criteria Some key principles Variables Tailoring the Task Force FPP by professional peers The cutting-edge option Informing the Task Force Six key inputs 6. All about questions Incremental questions The only way Building teamwork Progressive transformation Questions drive that process Centrality of the question Mastering destinies Reading the picture Giving life to thought Types of questions An open and shut case Qualities of a good question The aim sets the design 7. Do’s and don’ts The group The sessions The process The rationale Jargon busting Knowledge sharing versus teaching Leadership versus pecking order Advantages Challenges
Section C 8. Tuning the talk Forming Storming Norming Performing 9. Games and exercises Generic elements Most-effective exercises Introduction and ice breaking Communication Concentration Group dynamics Problem solving Perception Decision-making strategies Assessment exercises Teamwork Take-offs and landings Nutcrackers 10. Seeing what you have said Visualisation The card system Steps Notes Emerging technology Zing MindManager 11. Walking the talk Group dynamics Plenary Working groups Presentations Expert witnesses Filling the gaps A deeper look Bridging differences Commissioned studies Literature review Surveys Mapping Comparator visits Best practices Centres of excellence Field visits Broader perspective Sounding board Test driving the plan 12. Other tools Leadership The practices of leading and managing The Challenge model Productive conversations The Value Web Pattern language
Section D 13. Physical set-ups The working space 14. Know thy group Working with professionals People profiles Key factors Rapport Strategy Preparation Optimism Reflexes Respect Neutrality Control 15. Planning a programme The main steps The project The people Process preparation Session preparation Timings The product Fund-raising strategy Implementation strategy Start to finish 16. Phases of the session Introductions Positive attitudes Hardcore information Final focus 17. Charting the process Introductions Substantive sessions Preparation Content delivery Attitude Approaches Communication skills Template for a retreat Materials Parallel operations Evaluation Report preparation Meeting reports The Plan
Section E 18. Frequently asked questions 19. The makings of a facilitator Proficiency level Special aptitudes Training The foundations The training process Course content Outline Five-day template Preliminaries Process References/selective bibliography |
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