This document discusses the differences between technical problems and adaptive problems, as well as differences between authority-based leadership and adaptive leadership. It provides definitions for technical problems as having established procedures to follow, while adaptive problems require learning new approaches as existing solutions are inadequate. Adaptive leadership involves mobilizing others to address difficult issues and changes, rather than providing direction. The document also contrasts management with leadership, noting leadership focuses on vision, inspiration and adaptation while management focuses on implementation, planning and organization.
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This assignment is worth a total of 60 points.
Part I. Chi-Square Goodness of Fit Test (equal frequencies)
Four different brands of a pain medication used for chronic back ailments were tested to see if the number of side effects for each brand were the same. The table below lists the results of the reported number of side effects for each brand of pain medication.
Brand A
Brand B
Brand C
Brand D
23
17
33
11
[Hint: Be sure to watch the video at Week 5 Resources on the “Chi-Square Goodness-of-Fit test (equal frequencies)” before attempting this problem. Instructions for performing this test in STATDISK can be found in the Statdisk User Manual.]
Instructions
Answers
1. Use the Chi-Square Goodness-of-Fit test to see if there is a difference between the number of side effects from the different brands of medication. Use a significance level of .01.
Paste results here.
2. What are we trying to show here?
3. What is the p-value and what does it represent in the context of this problem?
4. State in your own words what the results of this Goodness-of-fit test tells us.
5. Repeat the above procedure using only Brands A, B, and D. Paste results here.
6. Do you get a different result?
Part II. Chi-Square Goodness of Fit Test (unequal frequencies)
An opinion poll was taken to see how people felt about Health Care reform. Previous poll results indicate that within a particular population 34% were for reform, 41% were against reform, and 25% were uncertain.
This year, the following results were observed:
FOR: 317 people AGAINST: 223 people UNCERTAIN: 211 people
[Hint: Be sure to watch the video at Week 5 Resources on the “Chi-Square Goodness-of-Fit test (unequal frequencies)” before attempting this problem. Instructions for performing this test in STATDISK can be found in the Statdisk User Manual.]
Instructions
Answers
7. Complete the table as necessary.
[Hint: You will need to compute the expected frequencies based on the previous poll results. Round to the nearest integer.]
1.
OBSERVED
2.
EXPECTED
8. Use the Chi-Square Goodness-of-Fit test for Unequal frequencies to see if there is a difference between the observed frequencies (this year) and the expected frequencies (based on the previous poll results). Use a significance level of .01.
Paste results here.
9. State the null and alternative hypothesis.
10. What conclusion would you reach, given the result of your Goodness-of-Fit test? [State in your own words.]
Part III. Chi-Square Test of Independence
A study was done to test the claim that discharging a newborn infant discharged early (less than 30 hours after birth) is related to re-hospitalization of that infant within a week of discharge.
The following data was collected related to early discharge and re-hospitalization:
Re-hospitalized within 1 week
Not
re-hospi.
The Tool for Assessing the Effects of Local Intersectoral Action (https://www.tamarackcommunity.ca/library/assessing-effects-local-intersectoral-action-tool-cacis) is an interactive online tool that uses timeline mapping to support assessment of the impacts of local intersectoral action in living environments.
Join Angèle Bilodeau, from the School of Public Health at the University of Montreal, Marie-Pier St-Louis, from the Canada Research Chair in Community Approaches and Health Inequalities (CACIS), and their collaborator Gillian Kranias for an introduction to this tool, which was developed in collaboration with the Montreal Coalition of Neighborhood Round Tables, Communagir and the Tamarack Institute.
This webinar will be presented in partnership with the National Collaborating Centre for Methods and Tools (NCCMT), the National Collaborating Centre for Healthy Public Policy (NCCHPP), and the National Collaborating Centre for Determinants of Health (NCCDH).
Interested in a tool to support planning program implementation?
Do you plan program implementation? Are you interested in an overview of the key concepts regarding implementation of evidence-based practices? Join us for a webinar to learn about the Knowledge Translation and Implementation Video Series.
How can the Knowledge Translation and Implementation Video Series help you?
The purpose of this video series is to provide an overview of the key concepts regarding implementation of evidence-based practices. The videos provide practitioners with practical tips on how to effectively implement an evidence-based practice, derived from recent research. Different factors affecting implementation are covered.
This video series provides explanations of and information about the importance of planning before implementation, the use of implementation teams, coaching with experts, fidelity to the evidence and environmental characteristics that affect implementation. The series includes five videos.
This webinar includes an overview of the Knowledge Translation and Implementation Video Series by its developer, Dr. Melanie Barwick of the Hospital for Sick Children.
To see the summary statement of this method developed by NCCMT, click here: http://www.nccmt.ca/resources/search/245
The National Collaborating Centre for Methods and Tools is funded by the Public Health Agency of Canada and affiliated with McMaster University. The views expressed herein do not necessarily represent the views of the Public Health Agency of Canada.
NCCMT is one of six National Collaborating Centres (NCCs) for Public Health. The Centres promote and improve the use of scientific research and other knowledge to strengthen public health practices and policies in Canada.
Model-Based Systems Engineering (MBSE) has been challenged concerning its successful adoption in real-world applications. Although MBSE remains to be the focal point of any systems engineering activities, its adoption still faces significant hurdles to demonstrate its return on investment. This presentation presents the results of a survey on MBSE adoption challenges. Based on our research and industrial work, we first identified a set of MBSE adoption challenges and then asked, through an online survey, participants to collect the opinion concerning these challenges, what phase of MBSE adoption they occur in, and the dependencies between them. With this contribution, we aim to trigger the MBSE and INCOSE community for further discussions and industrial feedback to help in understanding and measuring the challenge space of MBSE adoption. In this way, appropriate solutions could be sought to overcome the existing challenges.
1. ADAPTIVE DAN TEKNICAL
PROBLEM
MENURUT MANUEL E.CONTRERAS
(SOCIAL DEVELOPMENT INSTITUTE
INTER-AMERICAN DEVELOPMENT
BANK, JUNI 2005)
OLEH:
DR. BOVIE KAWULUSAN., M.Si
DRS. AGUS TRIONO., M.Pd
09/06/2015 1BY.BOVIE & AGUS
2. TEKNIKAL PROBLEM
• SEPERANGKAT PENGETAHUAN YG
SUDAH DISIAPKAN DAN DIBUAT SATU
POLA DAN PROSEDUR YANG SUDAH
BAKU YANG DIGUNAKAN UNTUK
MEMANDU APA YANG HARUS
DILAKUKAN DAN BERPEARAN UNTUK
MENGARAHKAN APA YANG HARUS
DILAKUKAN
09/06/2015 2BY.BOVIE & AGUS
3. ADAPTIVE PROBLEM
• BELUM ADA POLA ATAU SOLUSI (NO
ADEQUATE) ATAU GAMBARAN YANG
MEMADAI UNTUK DIKEMBANGKAN SEBAGAI
RESPONS.
• PARA PEMIMPIN HARUS MEMPELAJARI
UNTUKMENGATASI KONFLIK, ATAU
MENGURANGI GAP ANTRARA NILAI-NILAI
YANG ADA DENGAN KENYATAAN YANG REEL.
• PEMIMPIN PERLU MERUBAH NILAI-NILAI,
SIKAP ATAU PRILAKU SEHARI-HARI
09/06/2015 3BY.BOVIE & AGUS
4. PERBEDAAN TECHNICAL DRI ADAPTIVE
CHALLENGES
APA YG HARUS
DILAKUKAN
SIAPA YANG
MENGERJAKAN
TECHNICAL MENERAPKAN
APA YANG
SEHARUSNYA
DILAKUKAN
PIHAK YG
BERWENANG
ADAPTIVE MEMPELAJARI
CARA-CARA
BARU
ORANG-ORANG
YG MENGALAMI
MASALAH
09/06/2015 4BY.BOVIE & AGUS
5. PRINSIP STRATEGI
• MEMBUAT BALCONY
• IDENTIFIKASI ADAPTIVE CHALLENCE
• MEMBANGUN TIM EFEKTIF
• MENARIK SIMPATI DAN MENCEGAH MENGHIN
DARI PEKERJAAN
• BERIKAN PEKERJAAN KEPADA ORANG LAIN /
MENGERAKKAN STAKEHOLDER
• MENERAPKAN LEADERSHIP SEJAK AWAL
09/06/2015 5BY.BOVIE & AGUS
6. PERBEDAAN AUTHORITY DAN ADAPTIVE
LEADERSHIP
AUTHORITY
LEADERSHIPFUNGSI SOSIAL
KEWENANGAN
PENGARAHAN DAN
PENENTU SESUAI TUJUAN
TANGGUNG JAWAB
PERINTAH:
PERAN DAN
PERANGGUNGJAWABAN
MEKANISMEPENANGAN
AN KONFLIK DAN
MEMBANGUN
KEBERSAMAAN
NORMA2
• ADAPTIVE LEADERSHIP
– MENGGERKKAN ORANG
LAIN UTK MENGHADAPI
MASALAH DAN
KEPUTUSAN YANG SULIT
SEHINGGA HARUS BELAJAR
CARA-CARA BARU
– MENGGERAKKAN
MEMOTIVASI,
MENGORGANISASI,
BERORIENTASI DAN
BERFOKUS PADA ADAPTIVE
PROBLEMNYA (RANA
VALUE, ATTITUDES,
BEHAVIOR)
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7. PERBEDAAN MANAJEMEN DAN
KEPEMIMPINAN
MANAGEMENT LEADERSHIP
MELAKSANAKAN DENGAN DGN
KOMPLEKSITASNYA
MELAKSANAKAN PERUBAHAN
MELALUIPROMOSI DAN MENAJEMEN
PERENCANAAN DAN PENANGGARAN MENGARAHKAN VISI DN STRATEGI UTK
MENCAPAI PERENCANAAN DAN
PENGANGGARAN
ORGANISASI DAN STAFF MENYLERASIKAN ORANG DGN CARA
MENGKOMUNIKASIKAN VISI
PENGAWASAN DAN PEMECAHAN
MASALAH
MEMOTRIVASI DAN MENGINSPIRASI
09/06/2015 7BY.BOVIE & AGUS