310,074 research outputs found
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A practitioner's guide to 'Imagine', the systemic and prospective sustainability analysis
The purpose of the Mediterranean Action Plans Coastal Area Management Programme is to help Mediterranean countries implement a sustainable management process for their coastal areas. This in particular implies thinking collectively about possible futures by taking into account past developments and the present situation of the area in question. To do so and right from the very start, the Blue Plan has assisted teams involved in the CAMPs to use the systemic and prospective approach so as to highlight priorities, forecast negative developments and suggest action to be taken to establish sustainable development in the Mediterranean's coastal areas. What do we mean by sustainable development? The Blue Plan adheres to a definition that is a blend of what you find in the Bruntland Report and at the FAO, 'sustainable development is one that respects the environment, is technically appropriate, economically viable and socially acceptable, making it possible to meet the needs of present generations without jeopardising the ability of future generations to meet their own needs'.
In this framework the 'Imagine' analysis of systemic and prospective sustainability now proposes a set of tools and methods (a methodological corpus) to describe, assess and examine the level of sustainability of an eco-socio system in the past, present and future by means of indicators and a participatory process that considers local actors to be experts at their level
Practitioner Perceptions of the A3 Method for Process Improvement in Health Care
The focus of this article is to present students’ perceptions of the recently developed A3 method, a structured problem-solving approach based on lean concepts and tools that have been adapted to the health care environment. The students were all employees of a large health care provider and were enrolled in a customized health care executive MBA Program. Each student was required to complete an individual A3 Project in order to improve a process at the department for which they worked. At the end of the semester the students presented their A3 projects to their peers who voted on the best projects. A survey measuring perceptions of the A3 method for problem solving in health care was administered and from it we present propositions for A3 implementation. These propositions are applicable both to health care practitioners and to academic researchers
Lifelong guidance policy and practice in the EU
A study on lifelong guidance (LLG) policy and practice in the EU focusing on trends, challenges and opportunities. Lifelong guidance aims to provide career development support for individuals of all ages, at all career stages. It includes careers information, advice, counselling, assessment of skills and mentoring
Financial Coaching: A New Approach for Asset Building?
Through a literature review and interviews with nonprofit financial coaches, examines the concepts, training, and capacity building involved in financial coaching for low-income families, as well as critiques of existing models and their implications
Execution: the Critical “What’s Next?” in Strategic Human Resource Management
The Human Resource Planning Society’s 1999 State of the Art/Practice (SOTA/P) study was conducted by a virtual team of researchers who interviewed and surveyed 232 human resource and line executives, consultants, and academics worldwide. Looking three to five years ahead, the study probed four basic topics: (1) major emerging trends in external environments, (2) essential organizational capabilities, (3) critical people issues, and (4) the evolving role of the human resource function. This article briefly reports some of the study’s major findings, along with an implied action agenda – the “gotta do’s for the leading edge. Cutting through the complexity, the general tone is one of urgency emanating from the intersection of several underlying themes: the increasing fierceness of competition, the rapid and unrelenting pace of change, the imperatives of marketplace and thus organizational agility, and the corresponding need to buck prevailing trends by attracting and, especially, retaining and capturing the commitment of world-class talent. While it all adds up to a golden opportunity for human resource functions, there is a clear need to get to get on with it – to get better, faster, and smarter – or run the risk of being left in the proverbial dust. Execute or be executed
Creating a culture for radical innovation in a small mature business
This article describes an approach in organizational development to develop an innovation culture for radical product development in a small mature engineering company. The research took place in a business based in the United Kingdom that designed and manufactured instrumentation and specialized packing machines. An initial study within the company’s new product development team identified key aspects that influenced a radical innovation culture. Nine key themes were found to be pertinent, following an iterative process with the development team. These themes were triangulated using the established Organization Culture Assessment Instrument and the Creative Climate Assessment Tool. A third assessment was developed that gauged the development team culture proximity to an ideal position. Seven interventions were developed in conjunction with the company development team, senior managers, the analysis of previous empirical case research and dialogue with UK companies that promote discontinuous innovation. The results of the interventions were evaluated 4 years after implementation. The culture was re-assessed using the same assessment tools and the changes were identified. The outcomes are described and they indicate the success of the company’s attempt to embed a sustainable radical innovation culture into the product development area
Building Quality Improvement Systems: Lessons from Three Emerging Efforts in the Youth-Serving Sector
Quality is fast becoming a policy priority in states and localities around the country. As a result, formal and informal networks of youth organizations are seeking and developing strategies to help them assess and improve performance. This report takes a close look at efforts underway in three networks and provides a preliminary framework for thinking about key questions when planning any kind of program quality improvement work in the youth-serving sector
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The SLIM (Social learning for the integrated management and sustainable use of water at catchment scale) Final Report
Background: SLIM stands for 'Socuak Learning for the Integrated Management and Sustainable Use of Water at Catchment Scale'. It is a multi-country research project funded by the European Commission (DG RESEARCH - 5th Framework Programme for research and technological development, 1998-2002). Its main theme is the investigation of the socio-economic aspects of the sustainable use of water. Within this theme, its main focus of interest lies in understanding the application of social learning as a conceptual framework, an operational principle, a policy instrument and a process of systemic change
Evaluating Workforce Programs: A Guide to What Policymakers Need to Know to Structure Effective, User-Friendly Evaluations
This brief discusses the value and purpose of program evaluations, highlights different evaluation tools and techniques, and illustrates how policy makers and program managers can structure and implement evaluations of workforce development programs
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