School of Education Communication and Language Sciences

Modelling (for Christmas…)Modelling (for Christmas…)Using conceptual models to plan, Using conceptual models to plan,

analyse, synthesise, diagnose, predict analyse, synthesise, diagnose, predict and presentand present

Ann Briggs

AMBIENT ENVIRONMENTAMBIENT ENVIRONMENT

HOMEHOME

COMMUNITYCOMMUNITYDisease- causing vectors

Water quality

and supply

Food safety and security of supply

Natural hazards

Housing and shelter

Noise

Social environment

Sanitation and

hygiene Ionising and non-

Outdoor and indoor air pollution

Solid waste

Transport and Hazardous

chemicals

ionising radiation

industrial accidents

Social policy

Environmental policy

Economic policy

Energy policy

Agricultural development

Building regulations and planning

Emission controls

Land use zoning

Housing policy

Improved stoves

Improvements to waste collection services

Education/counselling

Food supplementation

Health surveillance

Improved respiratory health careAcute respiratory infections

Inadequate nutrition

Exposure to environmental

pollution

Exposure to biological pathogens

Poor housing/shelter

Poor food security

Inadequate waste

collection/ disposal

Poverty

Inadequate environmental policy/controls

Social/economic exclusion

HEALTH OUTCOME

EXPOSURE

CONTEXT

Overcrowding

Indoor air pollution

Use of biomass

fuels

Industrial emission

s

Chronic respiratory

illness

Road traffi

c

Middle manager role

Position System design

Role coherence and status Autonomy

Identification with leadership

Structures and territories

Knowledge / access to

knowledge

Manager status

Role clarity

Role value

Expectations upon role-holder

College context for leadership

Manager’s attitude towards leadership

Attitude of senior

managers

Degree of professional

status

Differentiated needs

Whole-college needs

College size College sites Faculty structure

Government policy

Partnership Strategic leadership

Legal / political driving force

Senior leaders Bring partnership into organisational

leadership

Length & strength of partnership activity

Mutual trust

Common goals

Ambivalence: enthusiasts & cynics

Power issues / Resource issues

Multiple agendas / Multiple culturesMiddle leaders

Operationalise the partnership

LearnersReceive the client

outcome

Effective links between senior leaders

Effective links - senior & middle leaders

Effective links between middle leaders

Understanding of partnership purpose

Understanding of partnership activity

Multiple, contradictory policies

Ability to lead collectively for common good

Time to build partnership activity

Means to carry out partnership activity

Level of workforce development

Leadership depends upon…

Leadership constrained by…

The learners drive the partnership

Tensions barriers

ambiguities

Ambivalence and fear of risk

Resource issues

Level of workforce development

Time to build partnership activity

Power issues

Contradictory Government

policies

Level of trust between partners

Multiple agendas

Differing cultures

Logistical issues

Communication issues

Single-institution models of strategy and

operation

How to use the modelsHow to use the modelsFor research designFor data analysis and synthesisFor diagnosis: evaluation of individual

elementsassessment of tensions and compensations

For strategy: identify areas of strength /for development

For prediction: what would happen if…?

For theory-building