Case Construction Tactics
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The Monash Association of Debaters (MAD) Member Training Program 2010 presents: CASE CONSTRUCTION TACTICS by Tim Jeffrie, 2009 Australasian Intervarsity Debating Champion and Grand Finalist at the 2008 World University Debating Championships Discusses strategies and approaches to constructing winning cases. Presented as session 2, semester 1 in the Novice Stream.
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MUN TRAINING
This document provides guidance on how to make effective speeches and participate in Model UN procedures. It discusses techniques for getting and maintaining attention in speeches, such as using humor, examples, quotations or startling statements. It also outlines how to present solutions and appeals for action. The document then explains position papers, formal debate procedures like points of order and yields, and the resolution and voting process in Model UN simulations.
Building and sustaining ethical nonprofits toolkit (handout 1 of 1)
This document provides three models for ethical decision making - Ruggiero's model involving studying details, identifying criteria, determining choices and deciding the best action; Nash's model involving 12 questions to define the problem from multiple perspectives and consider intentions, injuries, and disclosure; and Kidder's 9 checkpoint model involving recognizing the moral issue, gathering facts, testing for right vs wrong and right vs right paradigms, applying resolution principles, and reflecting on the decision. It then provides three ethical scenarios for analysis and general resources on ethics.
Mcm module 3a
Lack of empathy can be a barrier to migrant community mediation because without understanding the perspectives and experiences of migrants, host community members may not be supportive of mediation efforts or recognize the needs that mediation aims to address. With limited empathy, community members cannot fully understand migrants' pain, motives, or what they are feeling/experiencing, making it harder to gain cooperation or buy-in for mediation as a way to create solutions. Developing empathy for migrants' situations is important for breaking down barriers between communities.
Conflict management kainaiwa. feb 2015 1
This document provides an overview of a conference on conflict resolution presented by Chris Hylton. Some key points discussed include understanding perceptions and root causes of conflict, learning from how animals avoid conflict through senses like smell, exploring Maslow's hierarchy of needs in relation to conflict, and introducing the "win-win" approach to conflict resolution through cooperative problem solving. Communication techniques for active listening and dealing with difficult emotions were also covered. The presentation addressed various types of conflicts such as those between employees and managers, with elected officials, youth, and between different cultures.
Conflict Resolution
This document discusses types and sources of conflict, styles of intervention for handling conflict, and strategies for effectively managing conflict. It identifies the main types of conflict as interpersonal, intrapersonal, intragroup, and intergroup. The key sources of conflict are listed as economic resources, values, power, interpersonal relationships, communication failures, and change. Five styles of intervention are outlined: collaboration, compromise, competition, accommodation, and avoidance. Effective conflict resolution strategies include collecting facts, setting an agenda, identifying issues, building trust, asking diagnostic questions, reframing perspectives, brainstorming solutions, and getting to agreement.
Opportunity cost t
The document proposes a framework to argue that the government team's definition of the resolution marginalizes certain groups and privileges others, without directly making a topicality claim. It suggests explaining how the marginalized group is important and needs representation, and how focusing only on the mainstream interpretation perpetuates their discrimination. The framework treats the impacts of topic choice as pre-fiat harms occurring in the round.
WHAT IS ADVOCACY 300wordsBefore direct action comes planning, and .docx
WHAT IS ADVOCACY 300words
Before direct action comes planning, and before planning comes an understanding of what needs to be put in the plan. So first, here's a reminder of what advocacy is (as well as what it's not).
Advocacy is active promotion of a cause or principle
Advocacy involves actions that lead to a selected goal
Advocacy is one of many possible strategies, or ways to approach a problem
Advocacy can be used as part of a community initiative, nested in with other components.
Advocacy is not direct service
Advocacy does not necessarily involve confrontation or conflict
Some examples may help clarify just what advocacy is:
You join a group that helps build houses for the poor--that's wonderful, but it's not advocacy (it's a service)
You organize and agitate to get a proportion of apartments in a new development designated as low to moderate income housing - that's advocacy
You spend your Saturdays helping sort out goods at the recycling center - that's not advocacy (it's a service)
You hear that land used for the recycling center is going to be closed down and you band together with many others to get the city to preserve this site, or find you a new one. Some of you even think about blocking the bulldozers, if necessary - that's advocacy
Advocacy usually involves getting government, business, schools, or some other large institution (also known as Goliath) to correct an unfair or harmful situation affecting people in the community (also known as David, and friends). The situation may be resolved through persuasion, by forcing Goliath to buckle under pressure, by compromise, or through political or legal action.
Several ingredients make for effective advocacy, including:
The rightness of the cause
The power of the advocates (i.e., more of them is much better than less)
The thoroughness with which the advocates researched the issues, the opposition, and the climate of opinion about the issue in the community
Their skill in using the advocacy tools available (including the media)
Above all, the selection of effective strategies and tactics
For some people, advocacy is a new role. It may be uncomfortable--particularly if confrontation and conflict are involved. But, for others, advocacy is more attractive than setting up and running service programs in the community.
Advocacy can be glamorous: the David vs. Goliath image, manning the barricades, making waves. But the decision to put major resources into advocacy is not one to be taken lightly. If it doesn't work--if you stick your necks way out and don't succeed--not only will you fail, but you may do so in public, discrediting your cause, perhaps making conditions worse for the people you set out to help.
DOES ADVOCACY ALWAYS INVOLVE CONFRONTATION?
Advocacy can be confrontational, but conflict is usually a bad place to start. Good advocates know they must think very hard about any confrontation that's going to be necessary. That's one reason for careful planning of strategy and tactics.
negotiating issues_Decision making for business leaders [compatibility mode]
This document outlines common decision making challenges that business leaders face. It discusses topics like:
1) Common mistakes in decision making such as confirmation bias, groupthink, and overconfidence.
2) Steps that can be taken to make better decisions, including using devil's advocates and predictive markets.
3) Cognitive biases and logical fallacies that negatively impact decision making such as anchoring bias, availability bias, and premature closure.
The document provides an overview of common decision making hurdles and strategies for overcoming them.
Organisational change and development
The document discusses organizational change and development (OD). It begins by defining OD as focusing on improving how organizations and people function. It notes that OD aims to address issues like poor morale, unclear goals, and inappropriate leadership that can negatively impact an organization's performance. The document then discusses models for analyzing and planning organizational change, such as force field analysis and levels of commitment. It also covers reasons for resistance to change and strategies for minimizing resistance, such as communication, training, and negotiation.
Organisational change and development
The document discusses organizational change and development (OD). It begins by defining OD as focusing on improving how organizations and people function. It notes that OD aims to address issues like poor morale, unclear goals, and inappropriate leadership that can negatively impact an organization's performance. The document then discusses models for analyzing and planning organizational change, such as force field analysis and levels of commitment. It also covers factors that influence receptiveness to change like readiness, reactions, and sources of resistance within an organization. The summary concludes by outlining Kotter and Schlesinger's methods for dealing with resistance to change, including communication, participation, facilitation, and negotiation.
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