Planning for Ministry SAPMC (Handout)

Written by webmeester on . Posted in Communitas Resources

Prologue:  Eight patterns

This valuable research enables the ministry planning process for churches because the eight patterns are the result of intense strategic theological thinking, based on comprehensive and intensive research. Regard the eight patterns as rocks upon which to build to develop a missionary identity and character.

We believe, and know, that God is working in the congregation. The 3 prioritised patterns are ways in which God’s  work can be seen, and the planning to follow now, aims to align the focus of the congregation with God’s work. Thus we are joining Him at His invitation.

The three prioritised patterns will in future be called focus areas. Please read the two publications  “Missional Churches” and “Treasures in Clay Jars” because it provides valuable practical information. NB  If possible supply each participant with a copy.

The proposed steps are supported by examples:

  • Example of a congregation confession: “We believe in the triune God, the Father, Son and Holy Spirit.  As disciples of Jesus Christ, we will in obedience and dependency, go to whom God is sending us, to minister and lead to a relationship and discipleship with Him.
  • Example of a vision for embodiment: “As a congregation we are co-workers in God’s Kingdom. God is sending us to the illiterate people in the squatter camp to disciple an increasing number and to invite them to become members of our faith community.”
  • Focus area: “Dependency on the Holy Spirit to serve the people of the squatter camp”.

Download the complete resource.

Planning for Ministry SAPMC (Handout)

Written by webmeester on . Posted in PMC Resources

Prologue:  Eight patterns

This valuable research enables the ministry planning process for churches because the eight patterns are the result of intense strategic theological thinking, based on comprehensive and intensive research. Regard the eight patterns as rocks upon which to build to develop a missionary identity and character.

We believe, and know, that God is working in the congregation. The 3 prioritised patterns are ways in which God’s  work can be seen, and the planning to follow now, aims to align the focus of the congregation with God’s work. Thus we are joining Him at His invitation.

The three prioritised patterns will in future be called focus areas. Please read the two publications  “Missional Churches” and “Treasures in Clay Jars” because it provides valuable practical information. NB  If possible supply each participant with a copy.

The proposed steps are supported by examples:

  • Example of a congregation confession: “We believe in the triune God, the Father, Son and Holy Spirit.  As disciples of Jesus Christ, we will in obedience and dependency, go to whom God is sending us, to minister and lead to a relationship and discipleship with Him.
  • Example of a vision for embodiment: “As a congregation we are co-workers in God’s Kingdom. God is sending us to the illiterate people in the squatter camp to disciple an increasing number and to invite them to become members of our faith community.”
  • Focus area: “Dependency on the Holy Spirit to serve the people of the squatter camp”.

Download the complete resource.

The Diffusion of Innovations Model and Outreach from the National Network of Libraries of Medicine to Native American Communities

Written by webmeester on . Posted in Articles

Everett M. Rogers and Karyn L. Scott
Department of Communication and Journalism
University of New Mexico
Albuquerque, New Mexico 87131-1171
(505) 277-7569
FAX: (505) 277-4206
erogers@unm.edu, kscott@unm.edu
Draft paper prepared for the National Network of Libraries of Medicine, Pacific Northwest Region, Seattle. December 10, 1997
________________________________________

The Diffusion of Innovations Model and Outreach from the National Network of Libraries of Medicine to Native American Communities
Everett M. Rogers and Karyn L. Scott*

“…I still consider good information to be the best medicine.”
(Dr. Michael E. DeBakey, Chair, Board of Regents, National Library of Medicine)

Introduction

The purpose of the present essay is to derive lessons learned from past research on the diffusion of innovations that could be utilized in medical library outreach. We place a main emphasis on how to evaluate the effects (impacts) of such medical library outreach activities on the intended audience of health care professionals, particularly Native Americans in the Pacific Northwest of the United States. We stress the promising potential of new communication technologies like the Internet in delivering medical library information resources; examples are the Internet GRATEFUL MED and the WWW-based free access to MEDLINE.

Read the whole document.

The Diffusion of Innovations Model and Outreach from the National Network of Libraries of Medicine to Native American Communities

Written by webmeester on . Posted in PMC Articles

Everett M. Rogers and Karyn L. Scott
Department of Communication and Journalism
University of New Mexico
Albuquerque, New Mexico 87131-1171
(505) 277-7569
FAX: (505) 277-4206
erogers@unm.edu, kscott@unm.edu
Draft paper prepared for the National Network of Libraries of Medicine, Pacific Northwest Region, Seattle. December 10, 1997
________________________________________

The Diffusion of Innovations Model and Outreach from the National Network of Libraries of Medicine to Native American Communities
Everett M. Rogers and Karyn L. Scott*

“…I still consider good information to be the best medicine.”
(Dr. Michael E. DeBakey, Chair, Board of Regents, National Library of Medicine)

Introduction

The purpose of the present essay is to derive lessons learned from past research on the diffusion of innovations that could be utilized in medical library outreach. We place a main emphasis on how to evaluate the effects (impacts) of such medical library outreach activities on the intended audience of health care professionals, particularly Native Americans in the Pacific Northwest of the United States. We stress the promising potential of new communication technologies like the Internet in delivering medical library information resources; examples are the Internet GRATEFUL MED and the WWW-based free access to MEDLINE.

Read the whole document.

The Diffusion of Innovations Model and Outreach from the National Network of Libraries of Medicine to Native American Communities

Written by webmeester on . Posted in SAVGG Artikels

Everett M. Rogers and Karyn L. Scott
Department of Communication and Journalism
University of New Mexico
Albuquerque, New Mexico 87131-1171
(505) 277-7569
FAX: (505) 277-4206
erogers@unm.edu, kscott@unm.edu
Draft paper prepared for the National Network of Libraries of Medicine, Pacific Northwest Region, Seattle. December 10, 1997
________________________________________

The Diffusion of Innovations Model and Outreach from the National Network of Libraries of Medicine to Native American Communities
Everett M. Rogers and Karyn L. Scott*

“…I still consider good information to be the best medicine.”
(Dr. Michael E. DeBakey, Chair, Board of Regents, National Library of Medicine)

Introduction

The purpose of the present essay is to derive lessons learned from past research on the diffusion of innovations that could be utilized in medical library outreach. We place a main emphasis on how to evaluate the effects (impacts) of such medical library outreach activities on the intended audience of health care professionals, particularly Native Americans in the Pacific Northwest of the United States. We stress the promising potential of new communication technologies like the Internet in delivering medical library information resources; examples are the Internet GRATEFUL MED and the WWW-based free access to MEDLINE.

Read the whole document.

It’s the system: the 85-15 principle

Written by webmeester on . Posted in Articles

It’s the system not the individual most of the time that determines the ability to get things done in a church staff. The system of relationships, the dynamics of those relationships, their engagement with the missional vocation of the congregation, overwhelmingly dominate the energy of any one person in a staff system.  We give a percentage to this reality: 85/15 principle.

The 85/15 principle means that the power of the system of relationships in a staff system accounts for 85% of the achievement of the staff and the power of anyone individual accounts for 15% of the achievement of the staff.  Similarly the power of anyone individual only accounts for the failure of the staff 15% of the time.  So, while it surely is true, a staff is only as strong as its weakest core member, such a so-called “weak link” cannot account for most of the failure of a staff. Indeed, the failure of any one weak link over time is clearly a failure of the system, too.

We have seen many a staff allow one person shape the emotional field of the staff for good or ill.  We have watched one staff person energize the complete staff or create such negative energy that the entire system seems to freeze. 

The 85/15 principle means that no matter how powerful a particular individual or individual event is, it is the ability of the system of relationships of the staff to change either positively or negatively in response to such high point moments that determine the long term strength or weakness of the staff.  When such moments, persons, and events prove energizing, it is a sign that the system of the staff, itself, has grown or realized its own strengths or, in the case of the negative energy, has weakened or realized its own weaknesses.

So, we have learned that when we are invited by congregational leaders to work with a “problem staff person,” a so-called “designated patient,” we are as interested in finding out the dynamics that give that person so much power in the system and the embodied values of the system that shape that persons actions.  We have observed many times that removing one person in a system without addressing the system usually leads to another person filling the role in the system that the original “problem staff person” filled.  In short, we changed the personnel but not the system so that we only marginally changed the system for the better.

It’s the system.