dr. shahram yazdani lets play chess correctly!. islamic republic of iran

Dr. Shahram Yazdani

Lets Play Chess Correctly!

Islamic Republic of Iran

• During the 1990s many developing countries saw reversals and stagnation in many areas.

• Some 54 countries are poorer now than in 1990. • In 21 countries a larger proportion of people are going

hungry. • In 14 countries more children are dying before age five. • In 12 countries primary school enrolment rates have

fallen. • And in many countries things have simply stagnated—

neither worsened nor improved

A complex problem

• The increasing gap between underdeveloped and developed countries

Dr. S

hahra

m

Yazd

ani

The Problem of Complex Problems!

For every complex problem, there’s a simple, obvious answer that just happens to be wrong!

Dr. S

hahra

m

Yazd

ani

Different Social Positions

The “pawn” position The “rook” position The “queen” position

Limited lever arm of decision effects,Subordinate positionIntermediate lever arm of decision effects,Managerial positions with down focus authorityWide lever arm of decision effects,Leadership, policymaking and policy support positions with multidirectional effect

Dr. S

hahra

m

Yazd

ani

Queen Positions

Usually addressing complex problems Usually confronting dynamic and intensely

interactive situations Usually performing difficult tasks under

considerable time pressure Any mistake in their decisions affect many

people catastrophically

Dr. S

hahra

m

Yazd

ani

Some Examples

PawnPositionPawn

Position

RookPosition

RookPosition

QueenPositionQueen

Position

Health SystemHealth System

Physician, DentistPharmacist

Physician, DentistPharmacist

Manager of Health Institutes

Manager of Health Institutes

Policymaker inHealth SystemPolicymaker inHealth System

Research &Innovation System

Research &Innovation System

Researcher, Scientist

Researcher, Scientist

Manager of Research Institutes

Manager of Research Institutes

Policymaker in Innovation System

Policymaker in Innovation System

Socio-culturalSystem

Socio-culturalSystem

ArtistArtist

Manager ofSocio-cultural Institutes

Manager ofSocio-cultural Institutes

Policymaker in Socio-cultural System

Policymaker in Socio-cultural System

Dr. S

hahra

m

Yazd

ani

The Solution for the problem of complex problems!

For every complex problem There is an optimal complex solution That arises from sufficiently complex thoughts !

Support and Direct Potential Queens to Become Actual Queens!

Dr. S

hahra

m

Yazd

ani

Group IQGiftedness

Prevalence

Population

70,000,000

Population <15 years

22,000,000

Reaching 18 this year

1,800,000

Mildly (or Basically) Gifted 115-129 1:6 - 1:40 11,600,000 3,700,000 280,000

Moderately Gifted 130-144 1:40 - 1:1000 1,750,000 500,000 35,000

Highly Gifted 145-159 1:1000 - 1:10,000 70,000 22,000 1,800

Exceptionally Gifted 160-179 1:10,000 - 1:1 million 7,000 2,200 180

Profoundly Gifted 180+ Fewer than 1:1 million 70 23 1-2

Potential Queens

Dr. S

hahra

m

Yazd

ani

Potential Queens

Intelligent Creative Risk-taker Determined Dependable Initiative Persistent Self-confident Desire to excel

? ?

? ? ? ? ? ? ?

The mere assignment of gifted and talented to managerial and policymaking positions is not enough

We need envisioned gifted and talented with deep

knowledge of management and policymaking for their corresponding system

The Pawn-Queen Paradox

In the real world most of potential queens are working at pawn positions

Meritocracy Initiative

Envisioning Initiative

Teaching Initiative

Training Initiative

Networking Initiative

Support Initiative

Policy Support Bodies

Queen in The Shadow

Definition &Conceptualization

SystematicReview ofLiterature

ComparativeStudy of

Experiences

SolutionAppropriateness

Analysis

ProblemAnalysis

PolicyRecommendation

PolicySurvey

RecommendedPolicy

Adopted

RecommendedPolicy NotAdopted

PolicyCritics

PolicyOperation

Guide

PoliticalAnalysis

of Solutions

CostEstimation

of Solutions

FeasibilityStudy

of Solutions

Analysis ofPrevious

Experiences

Capacity Building

EducationalPackage

PolicyImplementation

PolicyImplementation

Report

Expected PolicyGoals

PolicyImpact

Assessment

PolicyLegislation

PolicyScrutinization& Legitimation

CustomizedPolicy Reports

• Systematic Review of Literature and Creative Mental Synthesis of Basic Concepts

– The Theoretical Constructs

– Their Sub-constructs

– Their Neighboring Constructs

– The Interrelations Between Constructs (Conceptualization and Nomological Network)

– Instruments for Measurement of These Constructs

• Applying Predefined Instruments for Determining The Current Situation of The Problem (Extent, Depth, Consequences, and Impact of The Problem) in The Country or Organization

Building the scientific basis for policy making through systematic searching, scientific appraising and biasfree synthesis of current available literature about effectiveness of different solutions.

Learning from similar experiences in other organizations and countries (Indicators, variables, strengths, weaknesses, features and characteristics )

Comparing different solution options according to predefined criteria

Option 1

Option 2

Option 3

….

Option n

Evidence ofEffectiveness

PoliticalAcceptability

Feasibility Efficiency …….• A statement in which different aspects of the recommended policy is explained in

simple, understandable terms for policymakers • Scrutinization of draft policy statement through formal round-table expert

feedback

• Legitimation of the policy statement through formal Delphi method

• Rewriting the original policy report for different target groups with different background knowledge about the policy issue and different interests

• Stepwise implementation guide for operational managers• Critically discussing the legislated policy

through systematic biasfree comparison of this policy with recommended policy according to pre-selected set of criteria

• Stepwise implementation guide for operational managers

• Reports of policy implementation according to main progress (performance) indicators

SystematicReview

ComparativeStudy

PolicySurvey.

PolicyRecommend.

SolutionAppropriate.

Analysis

PolicyOperation

Guide

ProblemAnalysis

ProblemDefinition &Conceptual.

EducationalPackage

PolicyImplement.

Report

PolicyImpact

Assessment

SystematicReview

ComparativeStudy

PolicySurvey.

PolicyRecommend.


Analysis

PolicyOperation

Guide

ProblemAnalysis

ProblemDefinition &Conceptual.

EducationalPackage

PolicyImplement.

Report

PolicyImpact

AssessmentContin

uous

Pro

fess

iona

l Dev

elop

men

t

Probl

em D

efin

ition

And C

once

ptua

lizat

ion

Unive

rsity

Exc

elle

nce

Cente

r

Educa

tiona

l Exc

elle

nce

Offi

ce

PDS-008

Syste

mat

icRev

iew

Compa

rativ

eStu

dy

Polic

ySur

vey.

Polic

y

Recom

men

d.

Solut

ion

Appro

pria

te.

Analys

isPol

icy

Ope

ratio

nG

uide

Probl

emAna

lysis

Polic

yDef

initio

n &

Conce

ptua

l.

Educa

tiona

l

Packa

ge

Polic

yIm

plem

ent.

Repor

t

Polic

yIm

pact

Asses

smen

t

Continuous P

rofe

ssional D

evelopm

ent

Problem A

nalysisUnive

rsity

Excelle

nce C

enter

Educatio

nal Exc

ellence

Offic

e

PAS-006

System

atic

Review

Compa

rative

Study

Policy

Surve

y.

Policy

Recom

mend.

Solutio

n

Appro

priate.

Analys

is

Policy

Opera

tion

Guide

Problem

Analys

is

Policy

Definitio

n &

Conce

ptual.

Educa

tiona

l

Packa

ge

Policy

Implem

ent.

Repor

t

Policy

Impact

Asses

smen

t

Continuous Professional D

evelopment

Systematic Review of LiteratureUniversity Excellence Center

Educational Excellence Offic

e

SRS-010

Systematic

Review

Comparative

Study

Policy

Survey.

Policy

Recommend.

Solution

Appropriate.

Analysis

Policy

Operation

Guide

Problem

Analysis

Policy

Definition &

Conceptual.

Educational

Package

Policy

Implement.

Report

Policy

Impact

AssessmentContinuous Professional Development

Comparative Study of Experiences

University Excellence Center

Educational Excellence Office

CSS-007

Systematic

Review

Comparative

Study

Policy

Survey.

Policy

Recommend.

Solution

Appropriate.

Analysis

Policy

Operation

Guide

Problem

Analysis

Policy

Definition &

Conceptual.

Educational

Package

Policy

Implement.

Report

Policy

Impact

Assessment

Continuous Professional Development

Solution Appropriateness Analysis



SAS-007

Systematic

Review

Comparative

Study

Policy

Survey.

Policy

Recommend.Solution

Appropriate.

Analysis

Policy

Operation

Guide

Problem

AnalysisPolicy

Definition &

Conceptual. Educational

Package

Policy

Implement.

Report

Policy

Impact

Assessment


Policy Recommendation

University Excellence CenterEducational Excellence Office

PRS-015

SystematicReview

ComparativeStudy

PolicySurvey.

PolicyRecommend.


Analysis

PolicyOperation

Guide

ProblemAnalysis

PolicyDefinition &Conceptual.

EducationalPackage

PolicyImplement.

Report

PolicyImpact

Assessment

Continuous Professional DevelopmentPolicy Survey

University Excellence CenterEducational Excellence Office

PSS-002

SystematicReview

ComparativeStudy

PolicySurvey.

PolicyRecommend.

SolutionAppropriate.Analysis

PolicyOperation

GuideProblemAnalysis


EducationalPackage

PolicyImplement.

ReportPolicy

ImpactAssessment


Policy Operation Guide



POS-004

SystematicReview

ComparativeStudy

PolicySurvey.

PolicyRecommend.


PolicyOperationGuide

ProblemAnalysis


EducationalPackage

PolicyImplement.Report PolicyImpactAssessment


Educational Package for CME Personnel



EPS-001

SystematicReview

ComparativeStudy

PolicySurvey.

PolicyRecommend.


PolicyOperationGuide

ProblemAnalysis

PolicyDefinition &

Conceptual.

EducationalPackage

PolicyImplement.Report

PolicyImpactAssessment


Policy Implementation Report



PIS-006

SystematicReview

ComparativeStudy

PolicySurvey.

Policy

Recommend.

Solution

Appropriate.

AnalysisPolicy

OperationGuide

ProblemAnalysis

PolicyDefinition &

Conceptual.

Educational

Package

PolicyImplement.

Report

PolicyImpact

Assessment


Policy impact Assessm

ent



PAS-004

Systematic

Review

Comparative

Study

Policy

Survey.

Policy

Recomm

end.

Solution

Appropriate.

Analysis

Policy

Operation

Guide

Problem

Analysis

Policy

Definition &

Conceptual.

Educational

Package

Policy

Implem

ent.

Report

Policy

Impact

Assessment

Optimistic

Neutromistic

Pessimistic

<10% of GTs Drained

10-30% of GTs Drained

>30% of GTs Drained

>50% of GTs Connected

20-50% of GTs Connected

<20% of GTs Connected

>30% of GTs Active

10-30% of GTs Active

<10% of GTs Active

>1000 Graduated GTP

300-1000 Graduated GTP

<300 Graduated GTP

>10% on Q Positions

3-10% on Q Positions

<3% on Q Positions

Elitist Government

GTP: The Dominant Dialogue on GT Support

Main Strategies Predicted OutcomesContext Main Objectives

Populist Government

No National Plan for GT Support

Semielitist Government

GTP: a Recognized Plan for GT Support Alongside Other Plans

Clinical Postgraduate Education

Clinical Career

Independent Horizontal Egoless

% of GTs in Q Position

% of GTs in R Position

% of GTs with postgraduate MPR Educ.

% of Loyal & Active GTs

Number of ≥A GTs

Number of ≥C GTs

Governance of GTP

2000-50001000-2000500-1000

200-500100-20050-100

5-102-51-2

1-20.2-10.1-0.2

% of GTs in S Position 20-3015-2010-15

C: Level C in GTPA: Level A in GTPR: Rook (Managerial) PositionsQ: Queen (Policymaking) PositionsS: Shadow (Policy Support) PositionsMPR: Management & Policy Related

Main Strategies

Finance Schema

HierarchicEgo-less, cellular

Policy-makingPolicy-supportPolicy-critics

Mainly PublicMainly Private

SupportiveEnvironment

HostileEnvironment

Main Government Approach ElitismPopulism

10 Years Vision

Policy Critics Policy Support Policymaking

Low National Support for Meritocracy High

Low Involvement of G&T in Queen-type Activities High

Main Career Secondary CareerNon-Career

The Future Career of Gifted and Talented

Health System Innovation System Welfare System

Socio-cultural System Economic System Education System

• Initial Studies: 1380

• Arriving at Program’s Master Plan: 1381

• Initiation of Program: 1382

Levels of Manager-Leader Pathway

• Warm up• C Level• B Level• A Level• Managerial Clerkship• Managerial Internship• Continuous Managerial Development

Main Areas of Manager-Leader Pathway

1. Health Policy and Planning2. Health Economics and Finance3. Management4. Medical Education5. Research6. Sustainable Development7. Clinical Excellence8. Medical Informatics

http://www.ardn.nethttp://www.ardn.nethttp://www.ardn.nethttp://www.ardn.net

Level-up Exams

No Level-up Date Passed

1 Warm-up to C 2004-02-23 13

2 Warm-up to C 2005-05-15 27

3 C to B 2005-08-09 18

4 Warm-up to C 2005-10-15 13

5 Warm-up to C 2006-05-12 46

6 C to B 2006-10-12 22

7 B to A 2006-10-19 11

• Initial Studies: 1383

• Arriving at Program’s Master Plan: 1384

• Initiation of Program: 1385

Steps of Program

• Novice in Health Science and Technology Development

• Advanced Beginner in Health Science and Technology Development

• Competent in Health Science and Technology Development

• Proficient in Health Science and Technology Development

• Expert in Health Science and Technology Development

• Master in Health Science and Technology Development

Differentiated Curriculum

• Science and Knowledge• Creativity, Innovation and Technology• Research, Statistics, and Epidemiology• Cutting Edge Science and Technology• Evidence Based Medicine• Health Research System• Innovation System• Technology Commercialization• Industrial System• Sustainable Development

Organization, Management, Regulation and Finance of The Program

Observation andCritics of National

Structure andFunction

SupervisedTraining in

Authentic Settings

UnsupervisedTraining in

Authentic Settings

Invitro (Test Tube)Study of National

Structure andFunction

Networking of GTs within

Health System

Networking of GTs Between

Systems

Worldwide Networking of

Iranian GTs

Networking of GT Students within UMS

Support ThroughMOHME Authority

National Support of

G & TGT Cities

Support Limitedto UMS

FacilitatedRecruitment of

GTs in Academies

WidespreadPolicy Support

By G&Ts

Ensured Assignment of

GTs to Managerial Positions

Limited Absorption byG&T Mandates

Vision TransferIn Health System

NationwideVision Transfer

Vision Transfer Globally

Vision TransferIn G&T Program

M & L ofInnovation

System

M & L ofSocio-cultural

System

M & L ofOther

Systems

Management &Leadership ofHealth System

Networking Initiative

Support Initiative

Meritocracy Initiative

Envisioning Initiative

Teaching Initiative

Training Initiative

“Think About” Areas

1. Different Orientations (Pathways) of G&T Students2. Paradox of Fostering Diversity vs. Mission-Alignment3. Knowledge Objectives for Different G&T Pathways4. Knowledge-Base For Accomplishment of Knowledge

Objectives5. Appropriate Methods for Teaching/Learning of Knowledge-

Base6. Appropriate Methods For Evaluation of Knowledge7. Packaging G&T Knowledge-Base As a Curriculum (MSc,

PhD)8. Skill/Experience Objectives For Different Pathways9. Appropriate Methods for Transmission of Skill/Experience

Objectives10.Appropriate Methods for Evaluation of Skill/Experience

Objectives


11. Key Attitudes and Values for G&Ts 12. Appropriate Methods for Transmission of These Attitudes and

Values13. Appropriate Methods for Measurement of Attitudes and

Values14. Ways of Communicating Vision of G&T Program15. Partnership Building With Other G&T Related Organizations16. Linking G&T Program in Health Sector To Corresponding

Programs in Other Sectors (e.g. Science, Industry, Social, and Behavioral Sciences)

17. Leading Meritocracy Initiative in Iran18. Different Job Opportunities for G&T Students19. Methods For Providing and Supporting Job Options for G&T

Students20. G&Ts as Entrepreneurs


21. Different Target Groups For G&T Program22. Different Ways for Inviting New Members23. Incentives For Attracting New Members24. Guaranteeing Continuous Influx For G&T Program25. Hard-To-Access G&Ts26. Hard-To-Handle G&Ts27. Different Types of Membership28. Different Incentives Highly Valued By G&T Persons29. Equity and Fairness Concerns in G&T Rewarding30. Methods for Finding Expatriate G&T

“Think About” Areas31. Methods for Attracting Expatriate G&T to The Program32. Methods for Using Expatriate G&T for Homeland

Development33. Key Activities for G&T Program Sustainability34. Networking of G&T Members35. Different Interventions For Increasing e-Presence and e-

Activity36. Social, Cultural, and Athletic Meetings for G&T Students37. Ways of Increasing Cohesiveness between Members of G&T

Program38. The Paradox of Cohesion vs. Competition39. Different Sources of Financial Support for G&T Program40. Motivations and Incentives For Financial Supporters of G&T

Program

Dr. S

hahra

m

Yazd

ani

Dear Potential Queens We Have A Limited Time

"When the chess game is over, the pawns, rooks, kings and queens all go back into the same box."

Thank You !

Any Question?

Management and Leadershipof Health System

Management and Leadershipof Innovation System

Management and Leadershipof Socio-cultural System

SustainableDevelopment


Patriotism

Spirituality

Altruism

Creativity

Risk Taking

Perseverance

Intelligence

Essential Values

Problem Solving

Communication Skills

Visionary Leadership

Meta-knowledge

Health Policy

Health Economics

Education

Research

Health Informatics

Special Knowledge

English Language

Information Mastery

Teamwork

Critical Thinking

Presentation Skills

Self-discipline

General Management

Change Management

Meta-competencies

PersonalCharacteristics

Priority Setting

Life Planning

Personal Management

Sustainable Development

Clinical Excellence


Patriotism

Spirituality

Altruism

Creativity

Risk Taking

Perseverance

Intelligence

Values

Problem Solving

Communication Skills

Visionary Leadership

Meta-knowledge

Health Policy

Health Economics

Education

Research

Health Informatics

Special Knowledge

English Language

Information Mastery

Teamwork

Critical Thinking

Presentation Skills

Self-discipline

General Management

Change Management

Meta-competencies

PersonalCharacteristics

Priority Setting

Life Planning

Personal Management

Sustainable Development

Essential

High

Intermediate

Low

Clinical Excellence

Dr. S

hahra

m

Yazd

ani

Listen L1- Lecture L2- Mini-lectureL3- Panel discussion

Read R1- Assigned literature study R2- Non-assigned literature study

Discuss/ Talk D1- Post-lecture discussion D2- Topic discussion D3- Vignette case discussionsD4- Video triggered discussionD5- GTs real experience discussions

WriteW1- Writing reportsW2- Writing criticsW3- Writing reviews

SeeS1- Live demonstrationS2- Videotaped demonstrationS3- Observations of role models

PracticeS4- Observation of usual practice

PracticeP1- Role-playing by GT and peers P2- Supervised practice P3- Independent practice in friendly

settingsP4- Independent practice in hostile

settings Feedback on Practice

F1- Self-reflection F2- Peer-reflectionF3- Tutor-reflection

Methods

dr. shahram yazdani lets play chess correctly!. islamic republic of iran

Documents

sociocultural system

health system policymaker

innovation system policymaker

income slide

improved slide

problem of complex problems

multidirectional effect

life expectancy slide