Best Practices in the Measurement and Evaluation of Track Two Dialogues: Towards a “Reflective Practice Model”

2020 ◽  
Vol 26 (1) ◽  
pp. 85-101
Author(s):  
Elizabeth Shillings ◽  
Peter Jones
Keyword(s):  
Best Practices ◽  
Reflective Practice ◽  
Standardized Test ◽  
Value For Money ◽  
Practice Model ◽  
Measurement And Evaluation ◽  
Difficult Challenge ◽  
The Impact ◽  
Facilitation Techniques ◽  
Over Time

Abstract Measuring the impact of Track Two dialogues has proven a difficult challenge for the field over many years. Each dialogue is different, which makes a standardized test difficult to achieve. Moreover, different actors wish to measure different things: “value” for money; impact on the conflict; how certain facilitation techniques work; and others. In this article, we present a model that can be used to measure the impact of a dialogue over time, while also encouraging reflective practice in the field. This “Reflective Practice Model” can be used to provide a snapshot of a particular moment – or as a vehicle for the accumulation of a series of such moments – thereby providing a means to observe and measure changes as the dialogue goes on.

Evolving Best Practices: Engaging the Strengths of Both External and Local Peacebuilders in Track Two Dialogues through Local Ownership

2020 ◽  
Vol 26 (1) ◽  
pp. 67-84
Author(s):  
Susan H. Allen
Keyword(s):  
Best Practices ◽  
Reflective Practice ◽  
Local Ownership ◽  
Social Responses ◽  
Change Over Time ◽  
Starting Point ◽  
Over Time

Abstract This article examines best practices in local ownership of Track Two diplomacy. Taking as a starting point the idea that best practices change over time as conflicts and social responses to them change, the article seeks out recent innovations and practices in Track Two diplomacy, focusing on practices of local ownership. A series of two reflective practice workshops with facilitators of Track Two processes offer insights on local ownership in current Track Two diplomacy. More in-depth examination of the Georgian-South Ossetian case illustrates an example of increasing local ownership developing over time during a ten year Track Two process. Together, the reflective practice workshops and the case study suggest team approaches to Track Two diplomacy so that insiders and outsiders work together as a team to facilitate, bringing the strengths of both insiders and outsiders to Track Two processes.

Training and Development: Best Practices

2002 ◽  
Vol 31 (4) ◽  
pp. 507-516 ◽  
Author(s):  
Linda Bjornberg ◽  
Susan DellCioppia ◽  
Kelly Tanzer
Keyword(s):  
Customer Satisfaction ◽  
Best Practices ◽  
Service Quality ◽  
Human Resource ◽  
Best Practice ◽  
Positive Impact ◽  
Training And Development ◽  
Positive Outcomes ◽  
The Impact ◽  
Over Time

The IPMA HR Benchmarking Committee has identified a series of successful approaches—“best practices”—in key human resource areas from the 2001–2002 HR Benchmarking Survey. The primary purpose of the benchmarking project is to provide human resource practitioners with tools, models, skills, methods, and data to improve the effectiveness of their human resource programs for their customers. The main goal of the benchmarking project is to: identify, measure, and share the best practices of leading HR organizations so that others can compare their practices to these HR organizations and identify opportunities to improve their own organizations. Rarely can a program or solution seamlessly transfer to every other organization, but the IPMA HR Benchmarking Committee will feature successful models for HR professionals to review and determine whether they may adopt or adapt the practice—or elements of the practice—in their own organizations. In conjunction with IPMA's available benchmarking data, the HR Benchmarking Committee will use the following criteria to determine which agencies have “potential” best practices. Training and Development was one of the “best practice” program areas identified. Linda Bjornberg, a member of the Benchmarking Committee, discusses the innovative and successful efforts of the selected HR organizations in measuring the impact of training on their organizations' missions. Successful over time Quantitative and/or qualitative results Recognized or recognizable positive outcomes — customer satisfaction — positive impact Innovative Replicable — transferable with modifications — portable — adds value by improving service, quality and/or productivity Meaningful to Users of the Benchmarking Site

The Therapist’s Reaction to a Patient’s Suicide

Crisis ◽  
2011 ◽  
Vol 32 (2) ◽  
pp. 99-105 ◽  
Author(s):  
Friedrich Martin Wurst ◽  
Isabella Kunz ◽  
Gregory Skipper ◽  
Manfred Wolfersdorf ◽  
Karl H. Beine ◽  
...  
Keyword(s):  
Emotional Responses ◽  
Well Being ◽  
Emotional Reaction ◽  
Emotional Reactions ◽  
Analog Scale ◽  
General Hospitals ◽  
Item Questionnaire ◽  
Retrospective Nature ◽  
The Impact ◽  
Over Time

Background: A substantial proportion of therapists experience the loss of a patient to suicide at some point during their professional life. Aims: To assess (1) the impact of a patient’s suicide on therapists distress and well-being over time, (2) which factors contribute to the reaction, and (3) which subgroup might need special interventions in the aftermath of suicide. Methods: A 63-item questionnaire was sent to all 185 Psychiatric Clinics at General Hospitals in Germany. The emotional reaction of therapists to patient’s suicide was measured immediately, after 2 weeks, and after 6 months. Results: Three out of ten therapists suffer from severe distress after a patients’ suicide. The item “overall distress” immediately after the suicide predicts emotional reactions and changes in behavior. The emotional responses immediately after the suicide explained 43.5% of the variance of total distress in a regression analysis. Limitations: The retrospective nature of the study is its primary limitation. Conclusions: Our data suggest that identifying the severely distressed subgroup could be done using a visual analog scale for overall distress. As a consequence, more specific and intensified help could be provided to these professionals.

Has Aid Helped in Pakistan?

1997 ◽  
Vol 36 (4II) ◽  
pp. 947-957 ◽  
Author(s):  
Shahrukh Rafi Khan
Keyword(s):  
Economic Growth ◽  
Negative Impact ◽  
Negative Association ◽  
Causal Impact ◽  
The Impact ◽  
Over Time

This paper has a two-fold objective: first, to examine the terms on which Pakistan receives aid and whether its debt situation is sustainable, and second, to examine the impact of aid and debt on economic growth. It is found that there is little encouraging that can be said about how the terms on which Pakistan has received aid over time have changed, and its current debt situation is not sustainable. Also reported is the analysis done elsewhere which shows that aid has a negative (Granger) causal impact on GDP, and aid has a robust negative impact on economic growth after controlling for supplyside shocks. We provide various reasons for this negative association.

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