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22 Cards in this Set
- Front
- Back
Chapter 5. Community Organizing |
Process in which community groups are helped to identify problem or change targets, mobilize resources, and develop and implement strategies for reaching their collective goals |
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Chapter 5. community capacity |
community characteristics affecting its ability to identify, mobilize, and implement |
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Chapter 5. social capital |
process and conditions among people and organizations that lead to their accomplishing a goal of mutual social benefit. |
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Chapter 5. empowerment |
social action process for people to gain mastery of their lives and the lives of their community |
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Chapter 5. participation |
community organizing should start where the people are and engage the community members as equals. |
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chapter 5. Community organization assumptions 1-3 |
1. communities of people can develop the capacity to deal with their own problems. 2. people want to change and can change 3. people should participate in the making, adjusting, or controlling the major changes taking place within the community |
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chapter 5. assumptions 4 and 5 |
4. changes in community living that are self imposed or self developed have a meaning and permanence that imposed changes do not. 5. "holistic approach" can successful address problems in which a "fragmented approach" cannot cope. |
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chapter 5. assumptions 6-7 |
6. democracy requires cooperative participation and action in the affairs in the community, and people must learn the skills that make this possible. 7. Frequently, communities of people need help in organizing to deal with their needs, just as many people need help in coping with their individual problems. |
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chapter5 Rothman's Original Typology |
locality development social planning social action |
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chapter 5 typology renamed |
planning and policy practices community capacity development social advocacy |
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chapter5 planning and policy practices |
the heart is data, community and public health workers generate persuasive rationales that lead toward proposing and enacting particular solutions |
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chapter 5. community capacity development |
based on empowering those impacted by a problem with knowledge and skills to understand the problem and work cooperatively to deal with the problem. |
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chapter 5. social advocacy |
application of pressure, using confrontation on those who created the problem or stand as a barrier to the solution. (CONFLICT) |
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chapter 5. grass-root
top-down |
those who initiate community organizations and are part of the community
outside of the community |
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chapter 5 gatekeeps and an example |
controll formally and informally the "political climate" of the community example: politicians, leaders of advocacy groups, business and education leaders, etc. |
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chapter 5 task force |
self contained group of doers that isn't on going but rather brought together due to a strong interest in an issuer a specific purpose |
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chapter 5 coalition |
formal alliance of organizations that come together to work for a common goal |
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chapter 5 mapping community capacity |
process of identifying community assets, not concerns or problems. |
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process of community organization/building |
1. recognize the issue 2. gain entry in the community 3. organizing the people 4. assessing the community 5. determine the priorities and setting goals 6. arrive at a solution and selecting intervention strategies 7. implementing, evaluating, maintaining, and looping back |
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health education |
combination of planned learning experiences that provide the opportunity to acquire knowledge, attitudes, and skills needed to adopt and maintainmhealth behaviors |
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health promotion |
any combination that supports the actions and conditions of conductive living |
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chapter 5 program planning |
A process by which an intervention is planned to help meet the needs of a priority population |