Involving People, Evolving Behaviour: The UNICEF
                        Experience

McKee, Neill; Manoncourt, Erma; Yoon, Chin Saik

doi:10.4135/9788132108474.n13

Cited by 22 publications

(30 citation statements)

References 3 publications

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“…Although most agency communication may be internally focused, it is also important to cultivate external support for AM programs (Yaffee 1996; McKee et al 2000; Mills & Clark 2001). There is a need for scientists to adequately communicate AM scientific information to partners, stakeholders, and the public (Sheiffer 1996; Ghazoul & McAllister 2003).…”

Section: Discussionmentioning

confidence: 99%

“…Collaborative partnerships outside of the agency, specifically peer review, are extremely important in the scientific process and can affect the ultimate success of an AM project (McKee et al 2000; Mills & Clark 2001). Almost all FWC respondents thought it essential to have external peer review of OBVM by non‐FWC scientists.…”

Section: Discussionmentioning

confidence: 99%

“…An important aspect of AM is the concept of a holistic or “systems” approach to science and the world in general (Lee 1993). Individuals who embrace a more holistic approach are more likely to understand complex systems and predict the consequences of management actions (Kraiger & Wenzel 1997; Bellamy & Johnson 2000; McKee et al 2000; Bosch et al 2003). Furthermore, a holistic view of the world enables more successful collaborative learning (Daniels & Walker 2001), which is an important component of AM.…”

Section: Discussionmentioning

confidence: 99%

“… * Citation code: 1, Bellamy & Johnson 2000 ; 2, Berrio 2003 ; 3, Bosch et al 2003 ; 4, Cameron & Quinn 1999 ; 5, Checkland 1981 ; 6, Christensen 1996 ; 7, Clark 1996 ; 8, Cortner et al 1998 ; 9, Cote et al 2001 ; 10, Daniels & Walker 2001 ; 11, Dombek 1996 ; 12, Franz 2003 ; 13, Geisler & Bedford 1996 ; 14, Ghazoul & McAllister 2003 ; 15, Graham & Kruger 2002 ; 16, Gunderson 1999 ; 17, Haney & Power 1996 ; 18, Heissenbuttel 1996 ; 19, Jacobson et al 2003 ; 20, Johnson 1999 ; 21, Johnson & Williams 1999 ; 22, Kasl et al 1997 ; 23, Kraiger & Wenzel 1997 ; 24, Lee 1993 ; 25, Lee 1999 ; 26, Meffe et al 2002 ; 27, McKee et al 2000 ; 28, McLain & Lee 1996 ; 29, Mills & Clark 2001 ; 30, Moir & Block 2001 ; 31, Pinkerton 1999 ; 32, Ringold et al 1996 ; 33, Roe 1996 ; 34, Seely et al 2003 ; 35, Sheiffer 1996 ; 36, Shindler & Creek 1999 ; 37, Stankey et al 2003 ; 38, Szaro et al 1998 ; 39, Walters 1997 ; 40, Webler et al 1995 ; 41, Wilhere 2002 ; 42, Williams 2003 ; 43, Yaffee 1996 ; 44, Yaffee et al 1996 . …”

Section: Introductionmentioning

confidence: 99%

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Understanding Barriers to Implementation of an Adaptive Land Management Program

Jacobson

Morris

Sanders

et al. 2006

Conservation Biology

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The Florida Fish and Wildlife Conservation Commission manages over 650,000 ha, including 26 wildlife management and environmental areas. To improve management, they developed an objective-based vegetation management (OBVM) process that focuses on desired conditions of plant communities through an adaptive management framework. Our goals were to understand potential barriers to implementing OBVM and to recommend strategies to overcome barriers. A literature review identified 47 potential barriers in six categories to implementation of adaptive and ecosystem management: logistical, communication, attitudinal, institutional, conceptual, and educational. We explored these barriers through a bureau-wide survey of 90 staff involved in OBVM and personal interviews with area managers, scientists, and administrators. The survey incorporated an organizational culture assessment instrument to gauge how institutional factors might influence OBVM implementation. The survey response rate was 69%. Logistics and communications were the greatest barriers to implementing OBVM. Respondents perceived that the agency had inadequate resources for implementing OBVM and provided inadequate information. About one-third of the respondents believed OBVM would decrease their job flexibility and perceived greater institutional barriers to the approach. The 43% of respondents who believed they would have more responsibility under OBVM also had greater attitudinal barriers. A similar percentage of respondents reported OBVM would not give enough priority to wildlife. Staff believed that current agency culture was hierarchical but preferred a culture that would provide more flexibility for adaptive management and would foster learning from land management activities. In light of the barriers to OBVM, we recommend the following: (1) mitigation of logistical barriers by addressing real and perceived constraints of staff, funds, and other resources in a participatory manner; (2) mitigation of communication barriers through interpersonal and electronic communication channels; (3) development of an OBVM external advisory committee; and (4) adoption of characteristics of an organizational culture that promotes flexibility and learning.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Understanding Barriers to Implementation of an Adaptive Land Management Program

Jacobson

Morris

Sanders

et al. 2006

Conservation Biology

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“…11,[18][19][20][21][22]53 To build sustainable communication capacity, leadership needs to allocate adequate human, financial, and material resources and implement supportive policies and strategies. Capacity strengthening should be tailored to address gaps at all these levels.…”

Section: Discussion Recommendations and Conclusionmentioning

confidence: 99%

HIV Communication Capacity Strengthening

Lettenmaier

Kraft

et al. 2014

JAIDS Journal of Acquired Immune Deficiency Syndromes

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HIV communication is most effective and sustainable when it is designed and implemented locally and tailored to the local context. This requires capacity strengthening at national, subnational, and community levels. Through a review of the published and selected "grey" literature, we examine HIV communication capacity strengthening: definitions, measurements, implementation, and effects. We found limited documentation of HIV communication capacity needs or systematic approaches to address them. Most HIV communication capacity strengthening to date has focused on building individual competencies to design and manage social and behavior change communication programs through training courses, often coupled with networking opportunities for participants, post-training mentoring, and technical assistance. A few of these efforts have been evaluated through pre- and post-training tests and qualitative interviews with participants and have shown potential for improvement in individual skills and knowledge. Health communication capacity assessment tools that measure individual and organizational competencies exist, but they have most often been used to identify capacity building needs, not for evaluating capacity strengthening efforts. A new definition of capacity strengthening, grown out of recent efforts to improve effectiveness of international health and development programs, focuses on improving organizational and societal systems that support performance and individual competencies. We propose a holistic model for HIV communication capacity strengthening and call for rigorous documentation and evaluation to determine and scale-up optimal capacity building interventions for strengthening social and behavior change communication for HIV prevention, care, and treatment in developing countries.

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A Blessing or a Curse?

Bhanye,

Bhanye

2023

The Palgrave Handbook of Global Social Problems

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Involving People, Evolving Behaviour: The UNICEF Experience

Cited by 22 publications

References 3 publications

Understanding Barriers to Implementation of an Adaptive Land Management Program

Understanding Barriers to Implementation of an Adaptive Land Management Program

HIV Communication Capacity Strengthening

A Blessing or a Curse?

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