Home' Trinidad and Tobago Guardian : February 2nd 2014 Contents A31
February 2, 2014 www.guardian.co.tt Sunday Guardian
Society for Family Health (SFH), the Caribbean affiliate of Populations Services International
(PSI), is a not for profit organization that has been operating in Trinidad for over eight years. SFH
currently oversees the implementation of a Social Marketing Programme for HIV/AIDS preven-
tion in countries across the English speaking Caribbean.
SFH has developed significant capacity in the region to design, implement and evaluate inte-
grated prevention activities, including behavior change communications (BCC) surrounding sex-
ual and reproductive health (SRH). SFH is best known for its regionally recognizable total mar-
ket approach coined as "Got it? Get it." (GIGI). The program dynamism is a direct result of its peo-
ple who are highly energetic, self motivated and talented.
PSI/C continues to focus its efforts on HIV prevention but has since expanded its activities into
addressing SRH more broadly and is also able to develop highly innovative and effective social
marketing programs around other health issues in the Caribbean. The organization continues to
grow with the health challenges faced by the region, looking for ways to assist in addressing
growing health priorities in areas such as gender-based violence and non-communicable disease
As the program continues to grow SFH/ (PSI/C) has a vacancy for a PROGAM ASSISTANT.
DUTIES & RESPONSIBILITIES:
1. Assist in the coordination and implementation of all program aspects of proposal
development, work plan development, implementation, field oversight, quality assurance,
and report preparation.
2. Assist in the creation of new IEC (Information, Education, and Communication) Materials
both print and online.
3. Help with development of any new campaigns for the Caribbean region including mass
media, targeted social media and event execution.
4. Assist in the development and implementation of GIGI Corporate social responsibility
campaign to engage private sector partners utilizing current materials and developing
5. Promote GIGI apparel to general public by creating a solid approach to promotion for
increased sales and distribution.
A degree in the social sciences, social work, public health or gender, or equivalent combination
of academic achievement.
2- 5 years' experience in project management and management of large project budgets.
Working experience in the area of HIV, SRH and the gender arena will be a strong asset.
Interested persons are asked to submit their cover letter and CV by February 21st, 2014 to
A A ,
BA (Hons), Dip LC, CCC, CLTMC
In her book Conflict in the Workplace: Causes and
Cures, Dr ArLyne Diamond said that in years gone by,
organisations operated by an authoritative structure
where employees would obey.
However, today s workplaces have flatter chains of
command, knowledge workers who make decisions
themselves, and are more likely to move to another job
if they don t like the way they are being treated.
Unfair treatment of staff issues can lead to disagree-
ments which can escalate to conflict among employees
and managers. Conflict in organisations can be resolved,
but we must have the appropriate tools to accomplish
The Conflict Dynamic Profile for Individuals (CDP-
I) is an assessment that can be administered to our
employees to determine the way they typically respond
to conflict. The CDP-I can also help them improve those
areas that are most problematic.
There are numerous ways to use the CDP-I. Although
the instrument can be given to individuals at all levels
and in different types of organisations and settings, the
primary applications are as follows:
Career development/individual coaching
C n l t s lut n
One of the primary uses of the CDP-I is to help indi-
viduals, teams and organisations resolve specific conflict
issues. It can be used as a means of preventing conflict
from happening in the future by making employees more
aware of how to use constructive responses to de-escalate
Employees can also use this tool in a current or ongoing
dispute to bring about a win/win outcome. The conflicts
can range from a one-on-one disagreement, to a dys-
functional team, to an overall pattern throughout an
organisation of destructive conflict management. What-
ever the scenario, the CDP-I can identify the problem
areas and target specific areas for improvement.
Tools to resolving workplace conflict
s v l nt
Research has suggested that effective
conflict management is one of the primary
developmental needs of leaders and man-
Daniel Goleman in his book, Working
with Emotional Intelligence, said that
"employees are being judged by a new
yardstick: not just by how smart they are,
or by their training and expertise, but also
by how they handle themselves and oth-
Therefore, managers must enhance
their skills set in other areas, as they them-
selves will be measured by how well they
manage and lead their people. Skills such
as, perspective taking, creating solutions,
expressing emotions, and reaching out
are related to promotion and the percep-
tion of excellent leadership skills.
The CDP-I can be used as part of an
internal leadership training programme.
C v l nt/
n v u l n
The CDP-I can be used alone or in
combination with other assessment tools
to help talented managers and individual
contributors to move into more complex
or demanding roles. This can prepare
them for future career growth.
In some cases, employees have a need
to develop themselves in the area of con-
flict resolution. The CDP-I can provide
information as to what specific areas need
to be addressed. This approach is often
used in one of the three following sce-
The employee has attended some
type of training programme either within
the organisation or from an outside vendor
and would like additional, follow-up
coaching, specifically in the area of conflict
The employee does not particularly
like group learning environments and
prefers a one-on-one setting
The employee, although a high per-
former, does not handle conflict effectively
and needs targeted assistance
In each of these cases, feedback on the
CDP-I and subsequent developmental
planning with the accompanying devel-
opment guide can be very beneficial. A
combination of coaching by telephone,
face-to-face goal-setting sessions, on-
site "shadowing," ongoing evaluation of
progress, and reassessment over a desig-
nated period of time can result in great
u l n
Unresolved conflict can be devastating
to an individual, a team and an organi-
sation. Communication breakdowns often
lead to avoidance and resentment which,
in turn, lead to lower satisfaction and pro-
ductivity. Conducting a team intervention
with the CDP-I (and possibly other assess-
ment tools) can be the starting point for
establishing guidelines for handling conflict
in the future. Even with high functioning
teams, there usually are areas of conflict,
which, if not addressed, have the potential
to derail the team.
Having each member of the team
receive feedback on the CDP-I helps team
members identify problem areas and foster
a more cohesive and supportive team
environment. Facilitating open and honest
discussions about specific issues can really
improve the team dynamics and provide
an enhanced working environment.
Conflict is a global issue and all of us
have been in situations where we allowed
our anger to control us. Feeling the anger
is good, but our response to it must be
Our emotions are not something we
can leave at the gate when we walk into
our organisation, we take them with us.
Conflict itself is inevitable and destructive
responses can be avoided, whilst effective
and beneficial responses to conflict can
s n s l
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Ass t n l
ut v s (A ) st B uty
B t t n t l, t Ann s
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s nt t n n s n l
un nts y t nsult nt
n ll y- n, n t l n
t v y u s n l n
ss n l y lly
u sts ls t t t
s n s s s n nts
& n tu tyl s.
B t nsult nt n
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n nn n s t l s t s
t Ass t n l ut v s
(A ) n t t " s n l
n nts" t A 's B uty
B t t n t l n
u s y. PHOTO: ANDRE ALEXANDER
A B A BA
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