Open Source Competency Map for Public Health Strategic Skills
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Open Source Competency Map for Public Health Strategic Skills: This resource is a compilation of competencies needed today to be proficient in systems thinking, change management, and persuasive communication—strategic skills needed to improve community health in rapidly changing social and political environments. Professionals and educators can use these competencies to inform training, professional development, and workforce development. This is a living document that is part of an ongoing effort to build capacity in strategic skills. If you have any questions or need additional information, contact us at training@nnphi.org. For more information, please read about this resource’s development in the Summer 2019 Issue of Elevate. https://nnphi.org/building-an-open-source-competency-map-for-strategic-skills/.
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Competency Set Referenced
or Standard Name
Strategic Skill AreaCompetency No.Competency DescriptionSYSTEMS THINKINGPERSUASIVE COMM.CHANGE MGMTHIGH PRIORITY
BY SME
Source
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Council Core Competencies for Public Health Professionals (COL)SYSTEMS THINKING8A2/8B2Describes public health as part of a larger inter-related system of organizations that influence the health of populations at local, national, and global levelsXXhttp://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
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COLSYSTEMS THINKING8A3Describes the ways public health, health care, and other organizations can work together or individually to impact the health of a communityXXhttp://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
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COLSYSTEMS THINKING8B3Explains the ways public health, health care, and other organizations can work together or individually to impact the health of a communityXXhttp://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
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COLSYSTEMS THINKING8A8Describes the impact of changes (e.g., social, political, economic, scientific) on organizational practicesXXXhttp://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
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COLSYSTEMS THINKING8B8Modifies organizational practices in consideration of changes (e.g., social, political, economic, scientific)XXXhttp://www.phf.org/resourcestools/Documents/Core_Competencies_for_Public_Health_Professionals_2014June.pdf
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Association of Schools and Programs of Public Health MPH Core Competency Model (ASPPH)SYSTEMS THINKING1Identify characteristics of a system.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING2Identify unintended consequences produced by changes made to a public health system.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING3Provide examples of feedback loops and “stocks and flows” within a public health system.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING4Explain how systems (e.g. individuals, social networks, organizations, and communities) may be viewed as systems within systems in the analysis of public health problems.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING6Explain how the contexts of gender, race, poverty, history, migration, and culture are important in the design of interventions within public health systems.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING9Analyze the effects of political, social and economic policies on public health systems at the local, state, national and international levels.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING10Analyze the impact of global trends and interdependencies on public health related problems and systems.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING11Assess strengths and weaknesses of applying the systems approach to public health problems.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING10Specify multiple targets and levels of intervention for social and behavioral science programs and/or policies.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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ASPPHSYSTEMS THINKING1Describe the roles of, history, power, privilege and structural inequality in producing health disparities.XXhttps://s3.amazonaws.com/aspph-wp-production/app/uploads/2014/04/Version2.31_FINAL.pdf
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CEPH PH KnowledgeSYSTEMS THINKING12Explain an ecological perspective on the connections among human health, animal health and ecosystem health (eg, One Health)XXhttps://storage.googleapis.com/media.ceph.org/wp_assets/2016.Criteria.pdf
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CEPH DrPH CompetenciesSYSTEMS THINKING14Design a system-level intervention to address a public health issueXXhttps://storage.googleapis.com/media.ceph.org/wp_assets/2016.Criteria.pdf
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CUMSPH CAHMESYSTEMS THINKING1cRecognize and analyze complex relationshipsXXhttps://www.mailman.columbia.edu/sites/default/files/pdf/cahme_pamphlet_2017-2018.pdf
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CUMSPH CAHMESYSTEMS THINKING4bRecognize, explain, and predict patternsXXhttps://www.mailman.columbia.edu/sites/default/files/pdf/cahme_pamphlet_2017-2018.pdf
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HLASYSTEMS THINKINGUtilize relevant data to critically analyze financial and organizational issuesXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGPromotes systems thinking in operationsXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGDescribes the interdependency, integration, and competition among healthcare sectorsXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGDescribes broad systems connections-potential impacts and consequences of decisions in a wide variety of situations both internal and externalXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGDiscuss systems theoryXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGChampion systems thinkingXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGIdentify how a system design accommodates business processesXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGManage the performance of subsystems in a manner that optimizes the whole-synergyXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGEnvision and take action to correct identified areas of potential liabilityXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGArticulate the link between metrics and goalsXXhttp://www.healthcareleadershipalliance.org/directory.htm
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HLASYSTEMS THINKINGEvaluate impact on issues related to healthcare systems (e.g., customer satisfaction, patient care quality, economics, access to care, business process improvement) by using a cost-benefit analysisXXhttp://www.healthcareleadershipalliance.org/directory.htm
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Systems Thinking Competencies for Health Administrators and Leaders from Health Systems Thinking: A Primer (Health Systems Thinking Competencies)SYSTEMS THINKINGEnvisions the big pictureXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGSeeks out and understands the health (e.g., public and community) and healthcare system interrelationships within the system at any level.XXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGFocuses on the health system interconnections first, then the relationships, and then causes and effects of relationships.XXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGAssesses connections, disconnections, and interdependencies in a dynamic health system that is loosely networkedXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGHolds the tension of paradox and ambiguity to understand the dynamics of a system before action or making decisions prematurelyXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGObjectively understands cause-and-effect relationships across systems (e.g., departments or organizations)XXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGSeeks out data, relationships, stories, and hunches on issues between systemsXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGApplies agile thinking to anticipate or find opportunity in complex, uncertain, and ambiguous situationsXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGAnalyzes, then synthesizes changes in data, behavior, and relationships as part of the natural systems dynamics, operations, or volatility of an uncertain environmentXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGUses adaptive thinking to solve problems or shift momentum to apply sustainable solutionsXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGChanges perspective to see other points of view within a system once a view of the whole system is completeXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGDevelops new ideas, concepts, sustainable solutions, and better processesXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGInvolve critical internal and external stakeholders in decisions that have widespread impact to achieve sustainable resultsXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGAnticipates not only the immediate results of actions, but also the second- and third-order effects throughout a systemXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGApplies leverage points in a complex systemXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGIdentifies small actions that can make significant differencesXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGUses systems understanding to determine what small actions can produce high-leverage sustainable results rather than quick fixesXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGIdentifies deeper causes and effects throughout the systemXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGUnderstands interconnections between systems and processes to develop strategy, solve problems, and make complex decisionsXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGEngages in loop or circular thinkingXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGLooks for interconnected and interdependent issuesXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGPerceives connections between multiple issues, handoffs, or whole organizations with the health ecosystemXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGUses circular thinking to understand the dynamic relationship between the connected partsXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGAssesses process with a systemic view of the whole systemXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGAllocates and aligns resources (i.e., money, personnel, information, equipment, infrastructure, and environment) with strategy efficiently and effectively from a systems perspectiveXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGDescribes how structural issues cause changeXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGExplain to others that the complexities within the system may take a longer time to correctXXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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Health Systems Thinking CompetenciesSYSTEMS THINKINGCollaborates across boundaries to leverage systems and create synergyXXJohnson, J.A., Anderson, D.E., & Rossow, C.C. (2018) Health systems thinking: A primer. Burlington, MA: Jones Bartlett Learning. Pg 39-42.
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QSENSYSTEMS THINKINGValue a systems approach to improving patient care instead of blaming individualsXXhttp://www.aacnnursing.org/Portals/42/AcademicNursing/CurriculumGuidelines/Graduate-QSEN-Competencies.pdf
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QSENSYSTEMS THINKINGEngage in systems focus when errors or near misses occurXXhttp://www.aacnnursing.org/Portals/42/AcademicNursing/CurriculumGuidelines/Graduate-QSEN-Competencies.pdf
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QSENSYSTEMS THINKINGIdentify system barriers and facilitators of effective team functionXXhttp://www.aacnnursing.org/Portals/42/AcademicNursing/CurriculumGuidelines/Graduate-QSEN-Competencies.pdf
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PHP CompetenciesSYSTEMS THINKINGExplains healthcare and public health funding mechanisms and procedures (e.g., third-party reimbursement, value-based purchasing, categorical grants, fees, taxes, budget approval process)XXhttp://www.phf.org/resourcestools/Documents/Population_Health_Competencies_Draft6.4.pdf
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Key Characteristics of Health Systems LeaderSYSTEMS THINKINGMaintains an acute awareness of the current system (i.e., knowing the current workflow processes and standards in the healthcare organization)XXTrbovich, P. (2014). Five ways to incorporate systems thinking into healthcare organizations. Biomedical Instrumentation & Technology, 48(2), 31-4, 36. Retrieved from http://ezproxy.cul.columbia.edu/login?url=https://search.proquest.com/docview/1566919058?accountid=10226
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Key Characteristics of Health Systems LeaderSYSTEMS THINKINGAppreciates of the patterns and structures behind eventsXXTrbovich, P. (2014). Five ways to incorporate systems thinking into healthcare organizations. Biomedical Instrumentation & Technology, 48(2), 31-4, 36. Retrieved from http://ezproxy.cul.columbia.edu/login?url=https://search.proquest.com/docview/1566919058?accountid=10226
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Key Characteristics of Health Systems LeaderSYSTEMS THINKINGIdentifies how system elements are linkedXXTrbovich, P. (2014). Five ways to incorporate systems thinking into healthcare organizations. Biomedical Instrumentation & Technology, 48(2), 31-4, 36. Retrieved from http://ezproxy.cul.columbia.edu/login?url=https://search.proquest.com/docview/1566919058?accountid=10226
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ASPPH
PERSUASIVE COMMUNICATION2Describe how societal, organizational, and individual factors influence and are influenced by public health communications.XX
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ASPPH
PERSUASIVE COMMUNICATION3Discuss the influences of social, organizational and individual factors on the use of information technology by end users.XX
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CEPH - MPH FoundationalPERSUASIVE COMMUNICATION6Discuss the means by which structural bias, social inequities and racism undermine health and create challenges to achieving health equity at organizational, community and societal levelsXX
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CEPH - MPH FoundationalPERSUASIVE COMMUNICATION14Advocate for political, social or economic policies and programs that will improve health in diverse populationsXX
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CEPH - MPH FoundationalPERSUASIVE COMMUNICATION18Select communication strategies for different audiences and sectorsXX
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CEPH - MPH FoundationalPERSUASIVE COMMUNICATION20Describe the importance of cultural competence in communicating public health contentXX
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CHESPERSUASIVE COMMUNICATION2.1Involve priority populations, partners, and other stakeholders in the planning processXX
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CHESPERSUASIVE COMMUNICATION4.7Apply findingsXX
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CHESPERSUASIVE COMMUNICATION5.3Manage relationships with partners and other stakeholdersXX
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CHESPERSUASIVE COMMUNICATION5.4Gain acceptance and support for health education/promotion programsXX
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CHESPERSUASIVE COMMUNICATION7.1Identify, develop, and deliver messages using a variety of communication strategies, methods, and techniquesXX
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CHESPERSUASIVE COMMUNICATION7.3Influence policy and/or systems change to promote health and health educationXX
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CoLPERSUASIVE COMMUNICATION3C5Conveys data and information to professionals and the public using a variety of approachesXX
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CoLPERSUASIVE COMMUNICATION3C6Evaluates strategies for communicating information to influence behavior and improve healthXX
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CoLPERSUASIVE COMMUNICATION3C7Facilitates communication among individuals, groups, and organizationsXX
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CoLPERSUASIVE COMMUNICATION4C5Advocates for the diversity of individuals and populations being addressed in policies, programs, and services that affect the health of a communityXX
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CoLPERSUASIVE COMMUNICATION5C4Establishes relationships to improve health in a communityXX
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CoLPERSUASIVE COMMUNICATION7C13Motivates personnel for the purpose of achieving program and organizational goalsXX
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CoLPERSUASIVE COMMUNICATION7C16Uses performance management systems for program and organizational improvementXX
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CoLPERSUASIVE COMMUNICATION8A8Describes the impact of changes (e.g., social, political, economic, scientific) on organizational practicesXX
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CoLPERSUASIVE COMMUNICATION8C4Collaborates with individuals and organizations in developing a vision for a healthy communityXX
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CoLPERSUASIVE COMMUNICATION8C10Advocates for the role of public health in providing population health servicesXX
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CDC InformaticiansPERSUASIVE COMMUNICATIONGCommunicates with elected officials, policymakers, agency staff, and the public.XX
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CDC Laboratory ProfessionalsPERSUASIVE COMMUNICATIONCom 2.01Facilitates dialogue exchange through paraphrasing and clarification of critical pointsXX
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CDC Laboratory ProfessionalsPERSUASIVE COMMUNICATIONCom 7.03Evaluates empathetic messaging for high-risk situations and emergenciesXX
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CDC Laboratory ProfessionalsPERSUASIVE COMMUNICATIONCom 8.03Incorporates use of stories when communicating the impact of public health laboratory workXX
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CDC Laboratory ProfessionalsPERSUASIVE COMMUNICATIONCom 9.02Translates highly technical concepts using "plain talk" for media and public communicationsXX
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US Dept of EnergyPERSUASIVE COMMUNICATIONOral CommunicationPromotes open and honest lines of communication and cultivates a sense of unity and respect among staffXX
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US Dept of EnergyPERSUASIVE COMMUNICATIONOral CommunicationLeads discussions on a sensitive or complex subject and synthesizes staff input in a clear and concise matterXX
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FBIPERSUASIVE COMMUNICATIONCommunicationExpress thoughts and ideas clearly, concisely, persuasively, and effectively orally and in writing; interpret and understand verbal or written communications; tailor the communication to the experience, exposure, or expertise of the recipient; and proactively share information with others when appropriate. XX
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FBIPERSUASIVE COMMUNICATIONCommunicationPersuade – Influence others to accept an idea or point of view; provide compelling reasons to accept a change or course of actionXX
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US Dept of HHSPERSUASIVE COMMUNICATIONOral CommunicationTailors communication to the level and experience of the audienceXX
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