Building an integrated methodology of learning that can optimally support improvements in healthcare

The methods for healthcare reform are strikingly underdeveloped, with much reliance on political power. A methodology that combined methods from sources such as clinical trials, experience-based wisdom, and improvement science could be among the aims of the upcoming work in the USA on comparative effectiveness and on the agenda of the Center for Medicare and Medicaid Innovation in the Centers for Medicare and Medicaid Services. Those working in quality improvement have an unusual opportunity to generate substantial input into these processes through professional organisations such as the Academy for Healthcare Improvement and dominant leadership organisations such as the Institute for Healthcare Improvement

A Qualitative Study Examining the Leadership of the Executive Board of the Black Ministerial Alliance of Greater Boston

The purpose of this study was to examine leadership in the faith-based community from the perspective of six members of the Executive Board of the Black Ministerial Alliance of Greater Boston. Using portraiture methodology the research qualitatively examined leadership through the lived experiences of four male, and two female members of the board by: • defining leadership. • examining the role of the Black Church as an institution. • investigating the personal and professional influences that affect leadership. • examining the role the Black Ministerial Alliance of Greater Boston as an organization has on ones leadership. • determining what, in terms of leadership, led to development of the Victory Generation After-School Program. The study found common treads, which formed the leadership of these six men and women, and made recommendation on how the faith-based community can enhance its role in the development of leaders and its leadership

Promotional impact of image formation of an aboriginal tourist destination.

The purpose of this research is to present a thorough analysis of image formation among first-time visitors to an Aboriginal (Mi’kmaw) cultural site. The thesis is an initial attempt to examine theories in consumer behaviour and reformulate a model in the destination image literature to empirically test the influence of personal (motivation, cognition-affect) and stimulus (promotional) factors on impression of an Aboriginal tourist destination. To gather primary data, visitors to The Glooscap Heritage Centre, in the Province of Nova Scotia, Canada completed a self-administered questionnaire. In total there were 309 valid samples. Over 80% of respondents in this study were interested in exploring cultural heritage, learning about cultures and ways of life (motives) and visiting cultural attractions (cognitive). Affectively, respondents felt the destination would be a pleasant (4.37/5), relaxing (4.10/5) and exciting (4.07/5) place to visit. Survey results imply most tourists were exposed to the tour guide’s message (82%), followed by the tour operator (53%), then the brochure (29%), and finally the travel agent’s information (19%). However, exposure did not correlate with effectiveness in image formation. The brochure impacted image the most (4.33/5), next was the tour operator (4.12/5), followed by the tour guide (4.08/5) and lastly the travel agent (3.9/5). Survey results imply the destination can more effectively use its key communication tools to enhance its image. Current study findings provide important implications and can aid in the design of marketing campaigns to create and improve Aboriginal destination image. One significant undertaking in this study was to draw upon the actions of other key regions and situate thesis results in the wider context of Aboriginal tourism growth. The role of this research in relation to destination development is considered broadening the implications to a global setting beyond the immediate context of the study

“Through a glass, darkly”: The metaphor of the lens in public discussions about the Canadian Museum for Human Rights

Even before it has opened its doors, the Canadian Museum for Human Rights (CMHR) has been a topic of discussion, controversy and debate among scholars and in the media. What human rights issues should be included in the museum and how these should be represented have become fodder for public discussion and media criticism. This paper discusses some of the recent scholarship about ideas-based museums in conjunction with theories of the rhetoric of human rights in order to provide a context for a close reading of the use of the metaphor of the lens in the public debate about the CHMR. The paper suggests that the use of the lens metaphor is part of the “spectacular rhetoric” of human rights that, as argued by Wendy Hesford in Spectacular Rhetorics, “activates certain cultural and national narratives and social and political relations” (9). As such this metaphor is a restricted one that “defines the parameters of the public's engagement with key human rights issues” (Hesford 10). ReferencesHesford, Wendy. Spectacular Rhetorics: Human Rights Visions, Recognitions, Feminisims. Durham: Duke University Press, 2011. Print. </p

School district leaders’ use of strategic planning in a changing educational landscape

The purpose of this study was to determine how superintendents conduct strategic planning in a changing educational environment. The literature suggests that superintendents must adjust to a new playing field that requires using already limited resources not only to educate students, but also position their schools as desirable in the market of public opinion. While the literature identified strategic planning as a valuable practice in educational leadership, very little research was available that provided a pragmatic view of how superintendents engage in the process. Superintendents involved in this basic qualitative study were able to identify the key components used for strategic planning, how other factors influenced the process, and how they linked the work of the strategic plan to action. The study participants all engaged in an entry plan process prior to beginning strategic planning. The information gathered from the entry plan helped the superintendents determine their next actions and, in several circumstances, formed the basis for the strategic plan. Learning about the culture and context of the district provided the superintendents with the information they needed to frame the strategic planning process in a way that would be well received, identify and involve a representative group of stakeholders, and design and implement a process that met the needs of the district. Superintendent experience, the needs of the district, and state and federal requirements also emerged as factors influencing strategic planning. Seven common components were represented in the approaches that the superintendents took in the strategic planning process: (a) determine board and community readiness, (b) utilize an external facilitation agent, (c) identify and involve stakeholders, (d) develop a shared vision, (e) determine priorities and goals, (f) develop strategies, and (g) solicit feedback and communicate through the process. Alignment of the strategies to the vision, goals, and priorities emerged as a key finding and served as parameters that empowered innovation and creativity. Linking the work of the strategic plan to action and monitoring progress happened through district and campus plans, superintendent evaluations, board and executive leadership retreats, goal-tracking documents, and campus visits, among other things.Educational Leadership and Polic

Facteurs favorisant l'insertion et le développement professionnels efficaces des nouveaux enseignants par les départements en milieu collégial article de vulgarisation /

Titre de l'écran-titre (visionné le 8 sept. 2009).Également disponible en format papier.Bibliogr