Leadership in Com Dev

8/3/2019 Leadership in Com Dev

1/32

Concept:LEADERSHIP IN

COMMUNITYDEVELOPMENT


2/32

04/05/2012 Free PowerPoint Tem late from www.brain bett .com 2

Interrelationship of Culture andDevelopment


3/32


Interrelationship of Health andDevelopment


4/32


PARTNERSHIP

Is a type of relationship

characterized by close cooperation

between parties having specifiedand joint rights and responsibilitiesas they work on a common

venture.


5/32


Essential Ingredients

A. Belief in Egalitarian Relationship- Partnership can not be a reality unlessan egalitarian relationship is considered

vital by the identified partners in healthdevelopment.- Community members must also realizethat for health services and programs to

become more effective and accessible totheir families, they must be co-equals ofhealth professional in community healthdevelopment work.


6/32


B. Open-mindedness- Individuals who are gathered together todo partnership on a common venture carry

with them their past experiences whichaffect the way they see, analyze, andunderstand things, events, and people.- Partnership requires that participants learn

to be open-minded in order to see andunderstand things, events, and peoplewithout limitations imposed by prejudicesand idiosyncracies.


7/32


- Partners are expected to possess

the skill to view things and

experiences from each othersperspectives to arrive at a morerelevant and appropriate solution

to any problem thet concerns themboth.


8/32


c. Respect and Trust- For persons to be able to engage in anegalitarian relationship they need to haverespect for each others worth and trust on

the potentialities and capabilities of eachone despite differences in beliefs, values,and experiences.

- Respect and trust also form the basicingredients of a relationship where eachpartner does not use the other to get thehonor or reward only for himself.


9/32


- Failure to earn respect and trust is onemajor cause why initial experiences on

establishing partnership can not besustained through the working phase of therelationship .

- A sustained commitment to the

partnership is a result of respect and trustthat partners earn by such actions as doingones share of the work to the best of ones

ability, keeping promises and appointments,maintaining a two-way communication andbeing sincere and honest with onesrelationship.


10/32


CAPABILITIES NECESSARY FORPARTNERSHIP

TWO MAJOR TYPES:A. Skills Necessary to Function as an Integrated

Unit1. The skill Necessary to be Broadminded orOpen-minded- This involves being able to see and

understand things, events, and experiencesfrom all perspectives.

- It therefore, entails being genuinely willing toenter anothers private world and see howthings appear from his point of view-withoutadding any personal evaluation.


11/3204/05/2012 Free PowerPoint Tem late from www.brain bett .com 11

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 thepartners are pursuing.

b. Sharing- is the offering of resources in

order to help move the group toward goalaccomplishments.



c. Acceptance- is making the other person feel

that he and his contributions are highlyregarded.

d. Support

- is making the other person feelthat he has the strength and the capabilitiesneeded to manage productively thesituation he is in.

e. Cooperative intentions- are expressions of expectations

that the partners are going to behavecooperatively to achieve the groups goals.



3. Group Skills- The partnership approach is effectively

sustained through work groups which areutilized as the basic components of theorganizational structure in communityhealth development.

- Group skills are, therefore, importantcomponents of partnership.

- These include the capabilities

necessary to help the group achieve itstasks (task functions) and buildrelationships and cohesiveness amongmembers termed group building andmaintenance functions.



Types of behavior under task functions:

1. STARTER- proposes goals and tasks to initiateaction within the group.

2. INFORMATION AND OPINIONSEEKER

- asks for facts, information,

opinions, ideas, and feelings fromother members to help groupdiscussion



3. COORDINATOR

- shows relationships among various ideasby pulling them together and harmonizesactivities of various subgroups andmembers.

4.INFORMATION AND OPINION GIVER- offers facts, opinions, ideas, suggestions,and relevant information to help groupdiscussion.

5. DIRECTION GIVER

- develops plans on how to proceed andfocuses attention on the tasks to be done.



6. SUMMARIZER- pulls together related ideas or suggestionsand restates and summarizes major pointsdiscussed.

7. REALITY TESTER- examines the practicality and workability

of ideas, evaluate alternative solutions, andapplies them to real situations to see howthey will work.

8. DIAGNOSER

- figures out sources of difficulties thegrouphas in working effectively and theblocks to progress in accomplishing thegroups goals.



9. EVALUATOR

- compares group decisions andaccomplishments with group standardsand goals.

10. ELABORATOR- building on previous comment, givingexamples, enlarging on it.

11. ENERGIZER- stimulates a higher quality of workfrom the group.



12. CONSENSUS TAKER

- checks the group to see if themembers are ready to make adecision or to take some action.

T f b h i d



Types of behavior under groupbuilding and maintenance

1. COMMUNICATION HELPER- shows good communication skills and makessure that each group member understandswhat other members are saying.

2. ENCOURAGEROF PARTICIPATION- warmly encourages everyone to participate,giving recognition for contributions

demonstrating acceptance and openness toideas of others, is friendly and responsive togroup members.



3. ACTIVE LISTENER- listens and serves as an interested

audience for other members, is receptive to

others ideas, goes along with the groupwhen not in disagreement.

4. INTERPERSONAL PROBLEM SOLVER

- promotes open discussion of conflictsbetween group members in order to resolveconflicts and increase group togetherness.



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 andto get open acceptance of group norms andprocedures.

6. TRUST BUILDER

- accepts and supports openness of othergroup members, reinforcing risk taking andencouraging inidividuality.

7. HARMONIZER AND COMPROMISER

- persuades members to analyze constructivelytheir differences in opinions, searches forcommon elements in conflicts, and tries toreconcile disagreements.



8. TENSION RELIEVER- eases tensions and increases the

enjoyment of group members by joking,suggesting breaks, and proposing funapproaches to group work.

9. PROCESS OBSERVER

- watches the process by which thegroup is working and uses the observationto help examine effectiveness.

10. EVALUATOR OF EMOTIONAL CLIMATE- asks members how they feel about theway in which the group is working andabout each other.



4. Communication Skills

- All cooperative, integrated actionis contingent upon the use ofcommunication skills.

- Through this skills, partners reachsome 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 othersunderstand clearly what one wants to

communicate, whether in verbal or writtenform.

Examples:

a. Making messages complete andspecific.

b. Making the message appropriate to thereceivers frame of reference.



c.Making verbal and nonverbal messages congruentwith 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 toothers.

g. Using varied methods and opportunities tocommunicate the same message.

h. Responding with immediacy.



2. RECEIVING MESSAGESEFFECTIVELY

- this includes basic parts:

a. communicating the intention ofwanting to understand the ideas and

feelings of the sender;

b. understanding and interpretingthe senders ideas and feelings.



Examples:a. Attending skills being actively present.b. Paraphrasing accurately andnonevaluatively the content of the messageand the feelings in ones own wordds.c. Describing what is perceived as thesenders feelings.

d. Stating ones interpretation of thesenders message and negotiating with himuntil there is agreement as to the meaningof 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 ofgroups or organizations.

- a productive committee or Task

group is a result of adequate handlingof committee dynamics andmechanics.



Examples of the skills on themanagement of committees ortask groups:

a. Selecting appropriately thechairman and members using as a

guideline the purpose for which thecommittee or task group wasformed.



b. Ensuring adequate pre-meetingpreparations.

1. Preparing the agenda well- selecting the topics properly

such that the issues can bediscussed adequately w/intwo hours.

- defining each item in the

agenda as explicitly as possible.- sequencing the items properly.


31/32


2. Circulating in advance, background orproposal papers together with the minutesof the previous meeting.

3. Ensuring attendance of those who shallmake vital contributions for effectivedecision-making during the meeting.

4. Ensuring adequate preparations for thephysical facilities such that they areconducive to and supportive of a productivediscussion.


32/32

c. Effective handling of committee meetingprocess.

- In order to make sure that the meetingachieves valuable objectives, thechairmans role as facilitator involvesassisting the group toward the bestconclusion or decision in the most efficientmanner possible:

a. to interpret and clarifyb. to move the discussion forward

c. to bring it to a resolution that everyoneunderstands and accepts as being the willof the meeting

Documents

Leadership in Com Dev