A year-long experiential program to build leadership skills of public health practitioners. Through three retreats plus distance learning and networking opportunities, NEPHLI provides opportunities to gain practical experience from experts in the fields of public health, leadership and organizational development and risk communications. The core curriculum consists of leadership development, managing change, crisis and risk communication, eliminating disparities, advocacy and emerging public health challenges. Scholars learn to assess their own leadership styles and develop personal plans for improvement.
Conflict management skills are used in all aspects of life. From interpersonal to work situations, all of us need these skills in one way or another. Some of the fundamentals of effective conflict management are intuitive, and some stretch our preferred methods of dealing with others. This course discusses dealing with conflict from a variety of different types of individuals and includes practical applications using a healthcare case study to build fundamental skills in managing conflict in a healthcare setting. Objectives: Identify the 6 keys to managing conflict in the workplace; List some root causes of workplace conflicts; Identify the fundamentals of principled negotiations; Describe the four steps for managing workplace conflict; List the steps to take when planning for a conversation about conflict; State the difference between assertive and aggressive behavior; Explain the value of the “long term relationship” in managing workplace conflict; Describe how the four style preferences react to conflict; and Explain the techniques of good listening skills for managing workplace conflict.
The purpose of the course is to provide practical, hands on, experience in conflict management. The course will focus on how conflict management can be used in a variety of work settings. The course features an interactive discussion led by an expert in conflict management. At the completion of this course, learners will be able to: (1) define conflict and resolution, (2) know how to structure a conflict management process, and (3) feel more confident about approaching conflicts.
No matter how effective a leader/manager you already are, this course is designed to refresh and refine the skills needed to lead your teams to success in todays fast-paced and stressful health care environment. By exploring effective leadership styles and strategies, this course provides specific tools to enhance leadership/management communication. This course is not supported by Mac operating systems.
This course by Dr. Bernard Goldstein, Dean Emeritus and Professor at the Graduate School of Public Health of the University of Pittsburgh, and chair of the National Board of Public Health Examiners (NBPHE), presents credentialing as one pathway to improve the quality of education public health students receive, to improve the overall effectiveness of public health practitioners and to heighten recognition of graduate-trained public health professionals who have attained the credential. The process – currently under way – includes developing, preparing, administering and evaluating a voluntary certification examination that tests whether students and graduates of CEPH-accredited schools and programs have mastered the core knowledge and skills relevant to contemporary public health. This new credentialing process is occurring at a time of heightened interest, when new knowledge, skills, and competencies are required to practice public health, the diversity of our nation is increasing, and rapid turnover in the public health work force is anticipated.
In today's quickly changing, dynamic, and sometimes-volatile health care environment, negotiation skills are more important than ever before. In this course, participants will learn how to negotiate better agreements and resolve conflicts more effectively, while developing better interprofessional relationships in the process. Other specific topics include: selecting the best negotiation style, how to use time techniques effectively, ways to uncover the other party's hidden agenda, how to neutralize emotionalism, the secret to protecting oneself against poor agreements, how framing and anchoring strategies can help get better outcomes, and when and how to make creative solutions, compromises and concessions. A proven six-step negotiation process is central to this course.
This session will include a discussion of conflict, conflict resolution, and collaboration, and how they are all tightly related. Conflict is all around us, in all aspects of our lives. It seems to be inherent in our culture and perhaps in just being human. While it's easy to create conflict, resolving it often defies our abilities. And yet there are some basic principles one can apply in both preventing conflict and in contributing positively to its resolution once conflict arises. This session will provide a very innovative look at conflict, why it arises, and what can be done to resolve it. Also discussed will be collaboration, how it represents ONE approach to conflict resolution, and why it is an essential competency in public health practice
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 Edison Township Department of Health and Human Services through its Municipal Alliance program has worked on gang prevention programming for over 10 years in cooperation with the Edison Police Department. This seminar is a case study that tracks the development of Edison's gang prevention programs within the community. The presenter will take the participants from initial discussions on low level gang activity, to documenting the progression of more aggressive gang activity. Participants will be given thorough survey data and the steps taken culminating in program development, expansion and entrenchment in the community. They will also be given information regarding the barriers faced in development and issues of implementation. They will also be presented with advantages of coalition-based programming housed within a public health department with cooperative implementation by a police department.
