The audience will learn the essentials of: 1) The structural orientation of Public Health Law toward the well-being of populations, not individuals; 2) The structural orientation of Disability Law toward the rights of individuals, not populations; and 3) The conflicts in the intersection of the two branches of law, when circumstances could either be framed in terms of protection of populations or accommodating people with disabilities. Presented by John Jacoby, JD, Seton Hall University.
This course encourages participants to think strategically about the types of decisions made in public health organizations, and provides students with strategic analysis and planning skills. This course instructs participants on how to conduct a one and a half day Focused Strategic Thinking Retreat.
This course is part of a series of programs intended for public health administrators, and nurse administrators, who are relatively new in their positions (3 years or less), and who seek to enhance the knowledge, skills, and abilities they need to succeed. The course discusses the role of Public Health the community planning, describes healthy planning concepts in relationship to community health planning, and identifies planning models that can be utilized in community health planning. There are four video clips in this course: Roles of Public Health in Community Planning; Healthy Community Concepts; Dealing with Burnout; and Planning Models.
This course is an interactive, problem-based teaching module based on a fictional outbreak of Hepatitis A. After completion of this course, viewers will be able to: describe how to determine whether an epidemic exists; list the steps in the investigation of an outbreak; discover the source of an outbreak; describe appropriate control measures; define terms including: population, cluster, outbreak, epidemic; draw a traditional epidemic curve; define, distinguish and calculate ratios, proportions, and rates; and explain the importance of collaboration between state and local health agencies in controlling and preventing communicable diseases.
This training:(1) Introduces the concept of the Competing Values Framework; (2) Describes the often competing roles associated with being an effective supervisor; (3) Explains the levels of mastery of a skill; and (4) Provides strategies for assessing and monitoring your progress through the levels of supervisory mastery.
The course consists of two modules. The first module introduces the Competing Values Framework and the associated supervisor roles. Eah role is explained briefly, through simulated conversations with "real" supervisors.
The second module asks and answers the question, "What is mastery?" A number of self-assessment tools and interactive elements help you to chart your course to becoming the best supervisor you can be!
A blog is available at the end of the course, for you and other participants to share your experiences with the course and supervision in general!
Content for this course was adapted, with permission, from "Supervising New York State: A Framework for Excellence," written by Sue R. Faerman, Ph.D., Robert E. Quinn, Ph.D., Michael P. Thompson, Ph.D. and Michael R. McGrath, Ph.D. Copyright 1990 New York State Governor's Office of Employee Relations.
After completing the course, the learner will be able to: (1) Describe the competing values framework; (2) Identify the eight potentially conflicting roles played by supervisors; (3) Prioritize roles most appropriate for a supervisor to employ given a situational challenge; (4) Describe the five steps to mastery; (5) Assess personal challenges, identify areas for further development and develop a plan for change; and (6) Describe the importance of self knowledge and assessment in understanding the impact of one's behavior on others.
The “Messenger Chronicles: Effective communication strategies for difficult conversations” presents a new framework for communication in difficult situations. This framework shifts focus away from managing “difficult” people towards an understanding of the process of difficult conversations and accepting responsibility for one’s own performance.
Given realistic situations and real-world conversations, learners will experience communication strategies and practical techniques in context.
The “Messenger Chronicles” is organized into a number of modules that simulate realistic conversations. Many of the conversations are split into three sections: Read, Think and Analyze. Learners will read a conversation and then will be asked to think about certain aspects of the conversation by answering questions or engaging in activities. Further information can be gained from an interactive analysis of the conversation.
The first module, “Introduction and The Four C’s,” introduces the framework of focusing on difficult conversations rather than “difficult” people. The “Four C’s” of content, context, character, and conduct are described as four elements of conversation that the individual is able to control in order to be successful in communication.
The “Messenger Chronicles: Effective communication strategies for difficult conversations” presents a new framework for communication in difficult situations. This framework shifts focus away from managing “difficult” people towards an understanding of the process of difficult conversations and accepting responsibility for one’s own performance.
Given realistic situations and real-world conversations, learners will experience communication strategies and practical techniques in context.
The “Messenger Chronicles” is organized into a number of modules that simulate realistic conversations. Many of the conversations are split into three sections: Read, Think and Analyze. Learners will read a conversation and then will be asked to think about certain aspects of the conversation by answering questions or engaging in activities. Further information can be gained from an interactive analysis of the conversation.
The second module, “Flex Time Fiasco” presents a difficult conversation between a senior manager and a mid-level manager who disagree on a particular employee’s arrangement for a flexible schedule. After the conversation ends, the participant has a chance to think about how the “Four C’s” could apply to this discussion, and analyze ways in which the talk could have been more productive for all involved.
The “Messenger Chronicles: Effective communication strategies for difficult conversations” presents a new framework for communication in difficult situations. This framework shifts focus away from managing “difficult” people towards an understanding of the process of difficult conversations and accepting responsibility for one’s own performance.
Given realistic situations and real-world conversations, learners will experience communication strategies and practical techniques in context.
The “Messenger Chronicles” is organized into a number of modules that simulate realistic conversations. Many of the conversations are split into three sections: Read, Think and Analyze. Learners will read a conversation and then will be asked to think about certain aspects of the conversation by answering questions or engaging in activities. Further information can be gained from an interactive analysis of the conversation.
“Be Prepared!” presents a difficult conversation between an employee and his boss regarding a new project, which he feels was assigned to him unfairly. Throughout the conversation, the participant is prompted to analyze the approach of both the employee and his supervisor. The conversation thus provides concrete examples of good communication techniques leading to successful outcomes for both participants.
