Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
List of Figures | p. ix |
List of Tables | p. xi |
Preface | p. xiii |
About the Authors | p. xix |
Finding True North | p. 1 |
Case Story: Why Do We Do What We Do? | p. 1 |
Case Analysis | p. 5 |
Why Did Linda Undertake the Stress Management Project? | p. 5 |
What Do Dr. Jameson's Actions Tell Us? | p. 6 |
How Would You Assess the Approach Linda Took in Implementing Her Stress Management Project? | p. 12 |
Realistically, Can a Staff Person Have Any Influence on Setting Program Priorities? | p. 14 |
Summary | p. 15 |
Endnotes | p. 16 |
Using Diverse Sources of Data | p. 17 |
Case Story: Let's Take a "Comprehensive" Approach | p. 17 |
Prologue | p. 17 |
The Staff Meeting | p. 18 |
Thinking It Through | p. 22 |
Input from the Epidemiologist | p. 25 |
The First Draft | p. 28 |
The Draft | p. 32 |
Four Months Later | p. 32 |
Case Analysis | p. 34 |
Types and Sources of Public Health Data | p. 35 |
Helpful Resources and Models | p. 35 |
Prepare for the Community | p. 37 |
Collect Data for the Core Indicators | p. 37 |
Identify Locally Appropriate Indicators and Collect Data | p. 37 |
Organize and Analyze Data, Compile the Findings, and Disseminate the Information | p. 37 |
Establish a System to Monitor Indicators over Time | p. 38 |
Identify Challenges and Opportunities Related to Health Status | p. 38 |
Finding Data | p. 38 |
People: Experience, Perception, and Wisdom | p. 41 |
A Cautionary Note | p. 41 |
Using Local Data to Stimulate Local Action | p. 42 |
Local Use of Data | p. 43 |
Summary | p. 48 |
Endnotes | p. 48 |
Promoting Participation for Health | p. 51 |
Case Story: The Court of Public Opinion | p. 51 |
Case Analysis | p. 59 |
Participation | p. 59 |
Why Is Participation Important? | p. 60 |
Building Political and Public Support | p. 67 |
Heightening Public Awareness: Strategic Thinking | p. 73 |
Summary | p. 75 |
Endnotes | p. 76 |
What's the Plan? Is It Working? | p. 79 |
Case Story: What Causes the Causes? | p. 79 |
Case Analysis | p. 87 |
Assumptions | p. 88 |
The Targets for Change | p. 88 |
List Risk Factors | p. 88 |
Differentiate Between Behavioral and Environmental Factors | p. 89 |
Shorten the List | p. 89 |
Determine Factor Importance | p. 90 |
Determine Changeability | p. 90 |
Create a Matrix | p. 93 |
Set Objectives | p. 95 |
Identifying the Causes | p. 96 |
Generating Predisposing, Reinforcing, and Enabling Factors | p. 98 |
G'Day: Australia's Diagnostic Approach | p. 99 |
Evaluation: Staying on Course | p. 104 |
Finding Evaluation Evidence: An Example | p. 109 |
Summary | p. 112 |
Endnotes | p. 113 |
Theory Applied | p. 115 |
Case Story: The Old Horse | p. 115 |
Case Analysis | p. 122 |
Theory: A Primer | p. 123 |
Is the Theory Relevant to My Problem? | p. 125 |
How Does the Theory Help Me Understand Targets for Change? | p. 125 |
How Does the Theory Help in the Selection or Development of an Intervention Method or Tactic? | p. 125 |
Theory Summaries | p. 126 |
Health Belief Model | p. 126 |
Self-Efficacy | p. 128 |
Theory of Reasoned Action | p. 131 |
Diffusion of Innovations Theory | p. 133 |
Community Capacity, Coalition-Building, and Social Capital Theories | p. 138 |
Summary | p. 143 |
Endnotes | p. 144 |
Tactics | p. 147 |
Case Story: Checkmate | p. 147 |
Case Analysis | p. 152 |
Six Principles | p. 152 |
Use Objectives to Stay Focused | p. 152 |
Make Informed Decisions | p. 153 |
Don't Reinvent the Wheel | p. 153 |
There Is No Such Thing as a Free Lunch | p. 153 |
To Maximize Effectiveness, Strategically Combine Multiple Tactics to Influence Complex Problems | p. 154 |
Be Creative | p. 154 |
Health Communication: Follow the Signposts | p. 155 |
What Can Health Communication Do for You? | p. 155 |
With Whom Are You Trying to Communicate? | p. 156 |
What Does It Cost Your Audience to Hear Your Message? | p. 157 |
What Do You Want to Say? | p. 158 |
How Will the Message Get to Your Audience? | p. 159 |
Media Advocacy: Addressing the "Manufacturers of Illness" | p. 161 |
Enter Media Advocacy and Politics | p. 162 |
Some Practical First Steps | p. 163 |
If You Don't "Frame It" Correctly, They Aren't Likely to Get It! | p. 165 |
The Key: Anticipation | p. 166 |
Scenario | p. 166 |
Policy, Regulatory, and Environmental Actions | p. 168 |
Policy and Regulatory Actions | p. 168 |
Environmental Interventions | p. 174 |
Reminders or "Prompts" | p. 175 |
Be Ready to Use "Evidence" | p. 176 |
Tailoring: Combining Technology with Theory | p. 177 |
What Is Tailoring? | p. 177 |
Tailoring Works! | p. 178 |
How Are Tailored Materials Created? | p. 179 |
Coordinate Multiple Tactics | p. 184 |
Summary | p. 186 |
Endnotes | p. 186 |
Steering Versus Rowing | p. 191 |
Case Story: Jameson | p. 191 |
Case Analysis | p. 197 |
Management and Organizations | p. 198 |
Essential Services | p. 199 |
Strategic Planning | p. 199 |
Benchmarking | p. 202 |
Private- and Public-Sector Enterprises | p. 202 |
Budgeting | p. 204 |
Management and Individuals | p. 205 |
Information Flow | p. 205 |
The Supervisory Relationship | p. 206 |
Professional Development | p. 207 |
Professional Identity | p. 207 |
Summary | p. 208 |
Endnotes | p. 208 |
Index | p. 209 |
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The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.