Making A Change

http://edis.ifas.ufl.edu/ ( Publisher's URL )
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Material Information

Title:
Making A Change
Physical Description:
Fact sheet
Creator:
Beaulieu, Lionel J.
Publisher:
University of Florida Cooperative Extension Service, Institute of Food and Agriculture Sciences, EDIS
Place of Publication:
Gainesville, Fla.
Publication Date:

Notes

Acquisition:
Collected for University of Florida's Institutional Repository by the UFIR Self-Submittal tool. Submitted by Melanie Mercer.
Publication Status:
Published
General Note:
"Publication date: June 1992."
General Note:
"CD29"

Record Information

Source Institution:
University of Florida Institutional Repository
Holding Location:
University of Florida
Rights Management:
All rights reserved by the submitter.
System ID:
IR00004597:00001


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CD29 June1992MakingaChange1 AdaptedbyLionelJ.Beaulieu2Thisplanningexercisegivesyouanopportunityto takeacloselookatwhatishappeninginyourlocal areawithrespecttochangeandthequalityoflife. Thisexaminationshouldidentifyseveralhighpriority problemsthatrequireattention.Yourtaskistostudy theseidentifiedproblems,andatalatermeeting, proposesometentativesolutionstoitsresolution. "MakingAChange"isdesignedsothatyoutake majorresponsibilityforitsconduct.Detailsaregiven intheformofstepstofollow.Duringtheseseven stepsyouwill: identifylocalproblems,includinganassessment ofthedifferencebetweenthepresentstateof affairsandthepreferredstateofaffairs. exploretheforceswhichinfluencechange determinetherelationshipbetweentheforces influencingchangeandtheidentifiedneeds identifyandtapadditionalinformationalsources (primaryandsecondarysources)neededinthe assessmentofyourproblem Uponcompletionofthisexerciseyourgroup shouldbereadytocollectandanalyzespecificfacts regardingyourproblem,explorealternativesolutions, andtentativelyidentifyappropriatestrategiesfor action.Youwillhaveanopportunitytodothisover thenextthreemeetingswhichwehaveentitled: "AnalyzingaPublicProblem."MEETING#1,MAKINGACHANGE Step1Wecandefinea"problem"as: "Aquestionproposedforsolution;hencea perplexingquestion,situation,orperson. Anythingthatisrequiredtobedone."( Webster's NewCollegiateDictionary) Inacommunity,thismayinclude: Inadequatehealthcaredelivery Trafficcongestion Trashandwastedisposal Lossoffarmland Urbandeterioration Housing Freeways Nuclearpowerplants Localtaxes Pollution Resourcedepletion Drugabuse Andthelistcangoonandonandon...Now, workingalone,andwithoutdiscussion,each participantistoidentifyalocalproblemheorshe 1.ThisdocumentisCD29,FloridaCooperativeExtensionService,InstituteofFoodandAgriculturalSciences,UniversityofFlorida.Publication date:June1992.ItwasadaptedwithminoreditorialchangesfromPaulA.TwilkerandKentLayden,MakingAChange ,SimulationSystems, BlackButteRanch,Oregon.Thematerialisintendedsolelyforinstructionaluse. 2.LionelJ.Beaulieu,professor,extensionandruralsociology,CooperativeExtensionService,InstituteofFoodandAgriculturalSciences, UniversityofFlorida,GainesvilleFL32611. TheInstituteofFoodandAgriculturalSciencesisanequalopportunity/affirmativeactionemployerauthorizedtoprovideresearch,educational informationandotherservicesonlytoindividualsandinstitutionsthatfunctionwithoutregardtorace,color,sex,age,handicap,ornational origin.Forinformationonobtainingotherextensionpublications,contactyourcountyCooperativeExtensionServiceoffice. FloridaCooperativeExtensionService/InstituteofFoodandAgriculturalSciences/UniversityofFlorida/ChristineTaylorStephens,Dean

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MakingaChange Page2believesisofimportance.Thefollowingguidelines mayhelpyourselection: Whoisaffectedbytheproblem?Doesitinvolve youpersonally? Whatisthecommunityofreferenceforthe problem? Whatiscausingtheproblem? Isitreallysomethingyoucareaboutandare interestedin? Canyouinfluencethesituation?Fewpeople alonecanworkmiracles(orcanthey?) Pleasewriteadescriptionofaproblemthatyoufeel shouldbeworkedonbyyourgroup.Step2Inturn,shareyourproblemverballywithothers inthegroup.Answerquestionsaboutit.Restate yourproblemuntilitisclearthatwhatyouhavein mindisunderstoodbyothersinthegroup. Noteto"Listeners" Whileapersonissharingaproblem,helpthe reporterbyprobinginthefollowingareas: 1.Whatistheproblemsituation? 2.Whoisaffected? 3.Exactlywhatiswrong? 4.Howdiditbecomeaproblem? 5.Howdidyoudiscoverit? 6.Whatiscausingtheproblem? 7.Whoarethepeopleinvolved? 8.Whoshouldsolveit? 9.Howcanitbesolved? 10.Canyouhelpsolveit? Next,writedowneachproblemononepage. Lettertheproblemconsecutively,A,B,C.If possible,writeoneaselpaperandtapeittothewall whereyourgroupcanseeit.Step3Yourgroupnowhassuggestedavarietyof problemsthatcouldbeworkedon.Somemaybethe same.Rateeachproblemsoyoumayselectthose problemtoexplorethatmostaffectallthemembers ofyourgroup.Buthow?A.Considerthefollowingfactorsinyour decision1. Locality-orientation : Doestheproblemrelateto interestsoflocalresidents?Aremanylocal peopleaffectedbytheproblem? 2. Importance: Istheproblemcriticalintheopinion ofyourgroup'smembers? 3. ImpactonOtherProblems: Wouldtheresolution ofthisproblemcontributetothereductionof otherproblems? 4. FinancialInvestment: Arethemonetaryresources requiredtoadequatelyaddresstheproblem available? 5. Human/PhysicalResources : Arethehumanand physicalresources(manpower,amountoftime, facilities,equipment)thatmustbebroughtto bearontheidentifiedproblemavailable? 6. Responsibility: Areyoutherightpeopletohelp resolvetheproblem?B.Then,rateeachproblembyusingthe followingcriteria. 1=Indicatesyouare doubtful thatthefactor applies; 2=Indicatesyoufeelit's possible thatthefactor applies; 3=Indicatesyouare certain thatthefactor applies.C.Specificprocedurestofollow1.Eachparticipantshouldratetherespective problemsonthesixfactors.UsetheRating Charttoregisteryourratings. 2.Addalltheindividualratingsoneachproblemto obtainatotalforeachproblem.Placethese figuresintheindividual"total"column. 3.Addtogetherallthetotalsofeachparticipantfor eachproblem.Placethesefiguresinthegroup "total"column.

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MakingaChange Page34.Ranktheproblemsinorderofpriority;thatis, givetheproblemwiththelargestnumberof pointstherank#1,givetheproblemwiththe secondlargestnumberofpointstherank#2,etc. Nowfocusgroupattentiononyourhighpriority problemasyouproceedtoSTEP4.Step4Aproblemsituationexistswhenthereisagap betweenthewaythingsareandthewayyouwould likethemtobe.Youcannotbegintoworkona problemuntilyourgrouphasaclearunderstandingof themagnitudeofthedifferencebetweenthecurrent situationandthepreferredsituation.YourFirstTaskTakethehighestpriorityproblemanddiscussit amongyourselves.Focusyourdiscussionon: Thesituationasitisnow.Describeit.Be specific. Thesituationasyouwouldlikeittobe.Describe it.Thisisyourgoal. WeencourageyoutorefertotheIFAS LeadershipDevelopmentProgram-CRDSeries publication"NeedsAssessment:AFrameworkfor IdentifyingCommunityNeeds"whenworkingonthis phaseofyouranalysis.YourSecondTaskSummarizeyourdiscussionbywritingdownyour descriptionof: Thesituationasitisnow. Thesituationasyouwouldlikeittobe.Step5Problemsituationsmaybeexaminedbylooking attheforceswhichencourageimprovementandthose thatresistimprovement,keepingaproblema problem.Forexample,someforcesencouragethe reductionofnoisepollution--publicpressure.Such forceswewillcall ENCOURAGINGFORCES .Other forcestendtoincreasenoise--lackoflawsgoverning noise,publicapathy.Suchforceswewillcall RESISTINGFORCES .Togethertheyconstitutea forcefield.SpecificProceduresToFollowWhatarethe encouraging and resisting forcesin thepriorityproblemsituationyouhaveselectedto workon?Thinkaboutthemasbroadlyasyoucan. Foryourchosenproblem,listononesheetallthe encouraging forcesyoucanthinkof.Youcan eliminatetheunimportantoneslater.Dothesame thingfor resisting forcesonanothersheetofpaperor usetheformprovided.Dothisindependently.GuidelinesForStatingForces1.Workalone.You'llhaveachancetocompare noteswithotherteammemberslater. 2.Beasspecificasyoucaninwritingeachforce. 3.Breakforcesapartintofurtherforceswhenyou can. 4.Thinkaboutcategoriesofelementstohelpyou notoverlookanyforces. Beliefs Environment:People AttitudesGroups,Organizations,Community SocietyNeedsandDesires InterestsResources:Money,Time,Knowledge PowerRules,Regulation,Laws,RightsStep6Asagroup,revieweachperson'slistsofresisting forcesandencouragingforces.Discussthepoints raised.Underlinethoseforcesthatseemmost importantrightnowandwhichyoufeelyoucould influence.Ifaforceisnotclear,clarifyit.Ifitistoo global,breakitdownintosubparts.Step7STOP...RELAX...Thinkaboutwhatyouhave done...Whereyouareheadedcoulditbe...youare poolingignorance?Youhaveassumedthingsthatare questionable?Youdon'tknowwhatyou'retalking about? But...Maybemoreinformationwouldbehelpful! Whatinformationmightyourequiretoachieve yourgoal? Whatreadingshouldyoudo? Whichpeopleshouldyoutalkto? Withwhomshouldyoucheckoutyourideas? Whichexpertsareavailable?

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MakingaChange Page4 Whoelseisinterestedinthisproblem? Inwhatwaysmightobservationbehelpful? Whatresourcesareavailabletoyou? Howcanyouobtainthem? Officially,thissessionendswhenyourgrouphas decidedtheanswerstotheabovequestionsandhas plannedthenecessaryactionstotakebeforethenext threemeetings,inthesefuturemeetingsyouwill: 1.Analyzerelevantinformationconcerningthe problemsituation. 2.Evaluatealternativesolutions. 3.Considerstrategiesforaction. Yourgrouphasbetweennowandthenext meetingtoplanwhatinformationisrequiredandhow itistobecollectedasyouplanyourresearchand assignresponsibilities. Tohelpyourplanning,makealistofquestionsto beanswered,wheredataaretobecollected,andwho isresponsiblefortheircollection.UsethePlanning Form.Turninaduplicatetothefacilitatorasyou leavethissession.Comebacktothenextmeetingon selectedproblemswithappropriateresourcesto continueyourtasks.Taskstobeaccomplishedby eachmeetingaresuggestedinthenextcoupleof pages.SUGGESTEDTASKSBYMEETING Meeting#2:AnalyzingTheProblem Situation1.Collectandanalyzerelevantinformationthatwill allowtheaccuratespecificationoftheproblem situation. Whoisaffected? Howmanyareaffected? Exactlywhatiswrong? Whatiscausingtheproblem? TwoIFASLeadershipDevelopmentProgram publicationsthatshouldprovehelpfulinguiding yourinformationcollectioneffortsare: "ConductingACommunityNeedsAssessment: PrimaryDataCollectionTechniques"and "IdentifyingNeedsUsingSecondaryData Sources." 2.Reexaminegoalstatementandclarify Whatproportionofthoseaffectedcanbehelped? Whatwillthoseaffectedbeabletodoorreceive? Whatisthetimeframeworkforachievinggoal? Whatindicatorswillmeasuregoalachievement?Meeting#3:ExploringAlternativeSolutions1.Exploreandevaluateatleasttwoorthree solutions. 2.Specifyvaluesimportanttoyouinevaluating solutions. 3.Predictpossibleeffects. 4.Selectanappropriatesolution. 5.Reexaminegoalstatement. Inassessingthepossiblesolutions,considerthe following: Whichapproachwillpermitthebestuseof resources? Whichonewillmorenearlyproducethedesired effect? Whichonewillmaximizethepositiveeffectsand minimizethenegativeconsequences?Meeting#4:StrategiesForAction1.Considerwhoshouldbetheactiongroup. 2.Identifypowerrelations. 3.Determinehowsupportforproposalmightbe achieved. 4.Recommendstrategy(ies)tobeused. 5.Reviewspecifictacticsormethods. PleaserefertotheIFASLeadershipDevelopment Programpublication"IdentifyingCommunityLeaders" indiscussingandidentifyingpowerrelations. GuideforFacilitatorsWorkingonSelected ProblemsintheIFASLeadershipDevelopment Program(CRDSeries)

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MakingaChange Page5 Table2. ProblemRatingChart. Problem Locality/ Orientation Importance Impacton OtherProblem Financial Involvement Human/Physical Resources Responsibility Individual Total Entire GroupTotal GroupRank ofProblem Example:InadequateHealth CareDelivery 3 2 3 3 3 31 4 68 2 PROBLEMPRIORITIES

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MakingaChange Page6 Table3. Formforlistingforcesinvolvedinaproblemsituation. ENCOURAGINGFORCES RESISTINGFORCES

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MakingaChange Page7 Table4. InformationAcquisitionPlanningForm. GUIDELINEFORMOREINFORMATION QUESTIONSTOBEANSWERED SOURCEOFANSWER PERSONRESPONSIBLE