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Lets Play Chess Correctly!. Islamic Republic of Iran. During the 1990s many developing countries saw reversals and stagnation in many areas. Some 54 countries are poorer now than in 1990. In 21 countries a larger proportion of people are going hungry.

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Lets Play Chess Correctly!


Islamic Republic of Iran


  • During the 1990s many developing countries saw reversals and stagnation in many areas.

  • Some 54 countries are poorer now than in 1990.

  • In 21 countries a larger proportion of people are going hungry.

  • In 14 countries more children are dying before age five.

  • In 12 countries primary school enrolment rates have fallen.

  • And in many countries things have simply stagnated—neither worsened nor improved


A complex problem

  • The increasing gap between underdeveloped and developed countries


The Problem of Complex Problems!

  • For every complex problem, there’s a simple, obvious answer that just happens to be wrong!


Different Social Positions

  • The “pawn” position

  • The “rook” position

  • The “queen” position

Limited lever arm of decision effects,

Subordinate position

Intermediate lever arm of decision effects,

Managerial positions with down focus authority

Wide lever arm of decision effects,

Leadership, policymaking and policy support

positions with multidirectional effect


Queen Positions

  • Usually addressing complex problems

  • Usually confronting dynamic and intensely interactive situations

  • Usually performing difficult tasks under considerable time pressure

  • Any mistake in their decisions affect many people catastrophically


Some Examples

Health System

Research &

Innovation System

Socio-cultural

System

Pawn

Position

Physician, Dentist

Pharmacist

Researcher,

Scientist

Artist

Rook

Position

Manager of

Health Institutes

Manager of

Research Institutes

Manager of

Socio-cultural Institutes

Queen

Position

Policymaker in

Health System

Policymaker in

Innovation System

Policymaker in

Socio-cultural System


The Solution for the problem of complex problems!

  • For every complex problem There is an optimal complex solution That arises from sufficiently complex thoughts !

  • Support and Direct Potential Queens to Become Actual Queens!


Potential Queens


Potential Queens

  • Intelligent

  • Creative

  • Risk-taker

  • Determined

  • Dependable

  • Initiative

  • Persistent

  • Self-confident

  • Desire to excel


?

?

?

?

?

?

?

?

?



We need envisioned gifted and talented with deep

knowledge of management and policymaking for their corresponding system

The Pawn-Queen Paradox

The mere assignment of gifted and

talented to managerial and policymaking positions is not enough

In the real world most of potential queens are working at pawn positions


Envisioning Initiative

Teaching Initiative

Training Initiative

Networking Initiative

Support Initiative

Meritocracy Initiative


Policy Support Bodies

Queen in The Shadow


Evidence of

Effectiveness

Political

Acceptability

Feasibility

Efficiency

…….

Option 1

Option 2

Option 3

….

Option n

Analysis of

Previous

Experiences

Cost

Estimation

of Solutions

Feasibility

Study

of Solutions

Political

Analysis

of Solutions

  • Systematic Review of Literature and Creative Mental Synthesis of Basic Concepts

    • The Theoretical Constructs

    • Their Sub-constructs

    • Their Neighboring Constructs

    • The Interrelations Between Constructs (Conceptualization and Nomological Network)

    • Instruments for Measurement of These Constructs

Systematic

Review of

Literature

Customized

Policy Reports

Definition &

Conceptualization

Problem

Analysis

Solution

Appropriateness

Analysis

Policy

Recommendation

Policy

Survey

Comparative

Study of

Experiences

  • A statement in which different aspects of the recommended policy is explained in simple, understandable terms for policymakers

  • Scrutinization of draft policy statement through formal round-table expert feedback

  • Legitimation of the policy statement through formal Delphi method

  • Rewriting the original policy report for different target groups with different background knowledge about the policy issue and different interests

  • Applying Predefined Instruments for Determining The Current Situation of The Problem (Extent, Depth, Consequences, and Impact of The Problem) in The Country or Organization

  • Building the scientific basis for policy making through systematic searching, scientific appraising and biasfree synthesis of current available literature about effectiveness of different solutions.

  • Learning from similar experiences in other organizations and countries (Indicators, variables, strengths, weaknesses, features and characteristics )

  • Comparing different solution options according to predefined criteria

  • Stepwise implementation guide for operational managers

Policy

Legislation

Policy

Scrutinization

& Legitimation

  • Reports of policy implementation according to main progress (performance) indicators

  • Stepwise implementation guide for operational managers

  • Critically discussing the legislated policy through systematic biasfree comparison of this policy with recommended policy according to pre-selected set of criteria

Expected Policy

Goals

Policy

Implementation

Capacity

Building

Recommended

Policy

Adopted

Recommended

Policy Not

Adopted

Policy

Impact

Assessment

Policy

Implementation

Report

Educational

Package

Policy

Operation

Guide

Policy

Critics


Systematic

Review

Policy

Survey.

Policy

Operation

Guide

Problem

Definition &

Conceptual.

Problem

Analysis

Solution

Appropriate.

Analysis

Policy

Recommend.

Policy

Implement.

Report

Policy

Impact

Assessment

Comparative

Study

Educational

Package


University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

University Excellence Center

Educational Excellence Office

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Continuous Professional Development

Solution Appropriateness Analysis

Policy Recommendation

Policy Survey

Educational Package for CME Personnel

Comparative Study of Experiences

Systematic Review of Literature

Policy Implementation Report

Policy impact Assessment

Policy Operation Guide

Problem Analysis

Problem Definition

And Conceptualization

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Systematic

Review

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Survey.

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Operation

Guide

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Problem

Definition &

Conceptual.

Policy

Definition &

Conceptual.

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Problem

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Solution

Appropriate.

Analysis

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Recommend.

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Implement.

Report

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Policy

Impact

Assessment

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Comparative

Study

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

Educational

Package

SAS-007

PRS-015

CSS-007

SRS-010

PAS-006

PDS-008

PSS-002

PAS-004

EPS-001

POS-004

PIS-006


Optimistic

Neutromistic

Pessimistic

Context

Main Objectives

Main Strategies

Predicted Outcomes

Elitist Government

>1000 Graduated GTP

GTP: The Dominant Dialogue on

GT Support

<10% of GTs Drained

>50% of GTs Connected

>30% of GTs Active

>10% on Q Positions

Semielitist Government

300-1000 Graduated GTP

GTP: a Recognized Plan for GT

Support Alongside Other Plans

10-30% of GTs Drained

20-50% of GTs Connected

10-30% of GTs Active

3-10% on Q Positions

Clinical Postgraduate Education

Populist Government

<300 Graduated GTP

Clinical Career

No National Plan for GT Support

>30% of GTs Drained

Independent Horizontal Egoless

<20% of GTs Connected

<10% of GTs Active

<3% on Q Positions


C: Level C in GTP

A: Level A in GTP

R: Rook (Managerial) Positions

Q: Queen (Policymaking) Positions

S: Shadow (Policy Support) Positions

MPR: Management & Policy Related

10 Years Vision

Hostile

Environment

Supportive

Environment

Main Government Approach

Populism

Elitism

Governance of GTP

Ego-less, cellular

Hierarchic

Policy-critics

Policy-support

Policy-making

Main Strategies

Mainly Private

Mainly Public

Finance Schema

% of Loyal & Active GTs

Number of ≥C GTs

500-1000

1000-2000

2000-5000

Number of ≥A GTs

50-100

100-200

200-500

% of GTs with postgraduate MPR Educ.

% of GTs in R Position

1-2

2-5

5-10

% of GTs in Q Position

0.1-0.2

0.2-1

1-2

% of GTs in S Position

10-15

15-20

20-30


The Future Career of Gifted and Talented

Low National Support for Meritocracy High

Policymaking

Policy Critics

Policy Support

Low Involvement of G&T in Queen-type Activities High

Secondary Career

Non-Career

Main Career


Welfare System

Innovation System

Health System

Education System

Economic System

Socio-cultural System


Welfare System

Innovation System

Health System

Education System

Economic System

Socio-cultural System


  • Initial Studies: 1380

  • Arriving at Program’s Master Plan: 1381

  • Initiation of Program: 1382


Levels of Manager-Leader Pathway

  • Warm up

  • C Level

  • B Level

  • A Level

  • Managerial Clerkship

  • Managerial Internship

  • Continuous Managerial Development


Main Areas of Manager-Leader Pathway

  • Health Policy and Planning

  • Health Economics and Finance

  • Management

  • Medical Education

  • Research

  • Sustainable Development

  • Clinical Excellence

  • Medical Informatics


http://www.ardn.net

http://www.ardn.net


Level-up Exams


Welfare System

Innovation System

Health System

Education System

Economic System

Socio-cultural System


  • Initial Studies: 1383

  • Arriving at Program’s Master Plan: 1384

  • Initiation of Program: 1385


Steps of Program

  • Novicein Health Science and Technology Development

  • AdvancedBeginnerin Health Science and Technology Development

  • Competentin Health Science and Technology Development

  • Proficientin Health Science and Technology Development

  • Expertin Health Science and Technology Development

  • Masterin Health Science and Technology Development


Differentiated Curriculum

  • Science and Knowledge

  • Creativity, Innovation and Technology

  • Research, Statistics, and Epidemiology

  • Cutting Edge Science and Technology

  • Evidence Based Medicine

  • Health Research System

  • Innovation System

  • Technology Commercialization

  • Industrial System

  • Sustainable Development


Welfare System

Innovation System

Health System

Education System

Economic System

Socio-cultural System


Organization, Management, Regulation and Finance of The Program

Envisioning

Initiative

Vision Transfer

In G&T Program

Vision Transfer

In Health System

Nationwide

Vision Transfer

Vision Transfer

Globally

Teaching

Initiative

Management &

Leadership of

Health System

M & L of

Innovation

System

M & L of

Socio-cultural

System

M & L of

Other

Systems

Training

Initiative

Invitro (Test Tube)

Study of National

Structure and

Function

Observation and

Critics of National

Structure and

Function

Supervised

Training in

Authentic Settings

Unsupervised

Training in

Authentic Settings

Networking

Initiative

Networking of

GT Students

within UMS

Networking of

GTs within

Health System

Networking of

GTs Between

Systems

Worldwide

Networking of

Iranian GTs

Support

Initiative

Support Limited

to UMS

Support Through

MOHME

Authority

National

Support of

G & T

GT Cities

Meritocracy

Initiative

Limited

Absorption by

G&T Mandates

Facilitated

Recruitment of

GTs in Academies

Widespread

Policy Support

By G&Ts

Ensured

Assignment of

GTs to Managerial

Positions


“Think About” Areas

  • Different Orientations (Pathways) of G&T Students

  • Paradox of Fostering Diversity vs. Mission-Alignment

  • Knowledge Objectives for Different G&T Pathways

  • Knowledge-Base For Accomplishment of Knowledge Objectives

  • Appropriate Methods for Teaching/Learning of Knowledge-Base

  • Appropriate Methods For Evaluation of Knowledge

  • Packaging G&T Knowledge-Base As a Curriculum (MSc, PhD)

  • Skill/Experience Objectives For Different Pathways

  • Appropriate Methods for Transmission of Skill/Experience Objectives

  • Appropriate Methods for Evaluation of Skill/Experience Objectives


“Think About” Areas

  • Key Attitudes and Values for G&Ts

  • Appropriate Methods for Transmission of These Attitudes and Values

  • Appropriate Methods for Measurement of Attitudes and Values

  • Ways of Communicating Vision of G&T Program

  • Partnership Building With Other G&T Related Organizations

  • Linking G&T Program in Health Sector To Corresponding Programs in Other Sectors (e.g. Science, Industry, Social, and Behavioral Sciences)

  • Leading Meritocracy Initiative in Iran

  • Different Job Opportunities for G&T Students

  • Methods For Providing and Supporting Job Options for G&T Students

  • G&Ts as Entrepreneurs


“Think About” Areas

  • Different Target Groups For G&T Program

  • Different Ways for Inviting New Members

  • Incentives For Attracting New Members

  • Guaranteeing Continuous Influx For G&T Program

  • Hard-To-Access G&Ts

  • Hard-To-Handle G&Ts

  • Different Types of Membership

  • Different Incentives Highly Valued By G&T Persons

  • Equity and Fairness Concerns in G&T Rewarding

  • Methods for Finding Expatriate G&T


“Think About” Areas

  • Methods for Attracting Expatriate G&T to The Program

  • Methods for Using Expatriate G&T for Homeland Development

  • Key Activities for G&T Program Sustainability

  • Networking of G&T Members

  • Different Interventions For Increasing e-Presence and e-Activity

  • Social, Cultural, and Athletic Meetings for G&T Students

  • Ways of Increasing Cohesiveness between Members of G&T Program

  • The Paradox of Cohesion vs. Competition

  • Different Sources of Financial Support for G&T Program

  • Motivations and Incentives For Financial Supporters of G&T Program


Dear Potential Queens We Have A Limited Time

  • "When the chess game is over, the pawns, rooks, kings and queens all go back into the same box."


Thank You !

Any Question?


Management and Leadership

of Health System

Sustainable

Development

Management and Leadership

of Innovation System

Management and Leadership

of Socio-cultural System


Management and Leadership

of Health System

Essential Values

Meta-competencies

Special Knowledge

Patriotism

Visionary Leadership

Health Policy

Spirituality

Information Mastery

Health Economics

Altruism

Teamwork

Education

Critical Thinking

Research

Personal

Characteristics

Presentation Skills

Health Informatics

Problem Solving

Sustainable Development

Creativity

Communication Skills

Clinical Excellence

Risk Taking

Life Planning

Perseverance

Personal Management

Intelligence

Priority Setting

Self-discipline

Meta-knowledge

General Management

Change Management

English Language


Management and Leadership

of Health System

Values

Meta-competencies

Special Knowledge

Patriotism

Visionary Leadership

Health Policy

Spirituality

Information Mastery

Health Economics

Altruism

Teamwork

Education

Critical Thinking

Research

Personal

Characteristics

Presentation Skills

Health Informatics

Problem Solving

Sustainable Development

Creativity

Communication Skills

Clinical Excellence

Risk Taking

Life Planning

Perseverance

Personal Management

Intelligence

Priority Setting

Self-discipline

Meta-knowledge

Essential

General Management

High

Change Management

Intermediate

English Language

Low


Listen

L1- Lecture

L2- Mini-lecture

L3- Panel discussion

Read

R1- Assigned literature study

R2- Non-assigned literature study

Discuss/ Talk

D1- Post-lecture discussion

D2- Topic discussion

D3- Vignette case discussions

D4- Video triggered discussion

D5- GTs real experience discussions

Write

W1- Writing reports

W2- Writing critics

W3- Writing reviews

See

S1- Live demonstration

S2- Videotaped demonstration

S3- Observations of role models Practice

S4- Observation of usual practice

Practice

P1- Role-playing by GT and peers

P2- Supervised practice

P3- Independent practice in friendly settings

P4- Independent practice in hostile settings

Feedback on Practice

F1- Self-reflection

F2- Peer-reflection

F3- Tutor-reflection

Methods


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