By Angela Scriven
A concise and obtainable account of the theoretical concerns with regards to intersectoral collaboration, and the range of well-being promoting partnerships which were demonstrated. The publication includes contributions from a individual crew of lecturers, researchers practitioners, from a variety of settings - the future health carrier, universities, professional health and wellbeing promoting enterprises, neighborhood specialists, voluntary organizations and schooling.
The ebook will entice a vast number of readers, together with scholars of health and wellbeing promoting and practitioners confronting the realities of collaborative operating.
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Extra resources for Alliances in Health Promotion: Theory and Practice
Healthgain itself has become synonymous with the management of change, which in turn raises many complex individual, organisational and managerial issues involved in effective implementation. Huczynski and Buchanan (1991, p. 541) recognise that those who might otherwise resist change should be involved in planning and 18 Exploration of confiict theory as it relates to healthy alliances 19 implementing it. Collaboration can have the effect of reducing opposition and encouraging commitment, although participants involved in this approach need to be supported in order to have the knowledge and ability to contribute effectively and the willingness to do so.
As discussed above, conflict is recognised as a normal stage in the life of most groups (Sampson and Marthas, 1977). Crawley (1992) identifies ways of mapping group behaviour using the process of observer feedback which may depict movement from competition to participation and joint decision-making. It provides another way of understanding behaviour, especially if people are having trouble expressing themselves or need a clear overall view of the situation. The preceding analysis provides useful insights into the processes required for effective collaboration through alliance development.
1988, p. 226) identify characteristics such as leadership, supervisory styles, organisational structure and flow of communications, which interact to produce the culture of an organisation. It is important that members of the alliance are aware of the variations in perception that individuals may bring to the alliance from their own organisational background. MuHins (1993) identifies how these cultural variations may have a pervasive influence over individuals' behaviour and actions. Differences in perception result in different people attaching different meanings to the same stimuli.