Especialidades JA/Administração/Respostas
Nível de Habilidade
2
Ano
2012
Version
05.11.2024
Autoridade de Aprovação
Divisão Sul Americana
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2. Safety/Security Needs (Staying out of danger)
3. Belongingness/Love (Being accepted by another individual and/or a group)
4. Esteem (A sense of approval for behavior, recognition for achievement)
(Growth)
5. Cognitive (The desire to know, learn, understand and explore)
6. Aesthetic (An appreciation for symmetry, order, beauty)
(Self Fulfillment)
7. Self Actualization (Realizing ones own potential, living up to ones capabilities)
8. Self Transcendence (Placing others first, desiring to help others fulfill their potential)
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The instructor should not only acknowledge the completion of this requirement, but also use the essay as a place to expand the conversation of leadership, administration, management, order and responsibility. This essay can serve as both a review and starting point for several other requirements in this honor.
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As Pathfinders is a Ministry of the Adventist Church, the organizational structure generally parallels the Church structure.
The world church is administered by the General Conference, which comprises 15 Divisions and Fields. Most of these are divided further by Union Conferences, which are generally divided into Conferences, and finally, some conferences are divided further into Areas, where the local Pathfinder Club will reside.
The general organizational chart, from member up to the General Conference, as per the General Conference Pathfinder website, follows:
Pathfinder Club Members Counselors & Instructors Deputy Directors & other support staff Club Director Local Church Board Area Coordinators Local Conference Pathfinder Director Union Pathfinder Director Division Pathfinder Director General Conference Pathfinder Director
The Divisions and Fields can be found at [1]
The 10 Union Conferences and Missions of the North American Division can be found at [2]
The current World Pathfinder Director is Jonatan Tejel. The current North American Division Pathfinder Director is James Black. (see [3])
You will need to research within your own Division, Union, Conference and Area to determine the chain of leadership applicable to you.
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Planning is the process of systematically preparing for the future. In a Pathfinder club, there are several components of planning. Below is one way to consider a planning process, but it is certainly not the only way.
The first is to assess and understand the organization, which will allow effective planning for that specific club. Some things to consider may include: What is the mission and purpose of the club, which should shape all of the activities. What are the components of the Pathfinder experience, from the Investiture Achievement to the Honors to various activities. What are the the age level and skills of the members, as well as the staff. Where is the club located (what space can it use, what is the general climate and terrain of the city or state that needs considered for planning activities, etc). Think of some other basic considerations to understand as well.
Once the club is assessed, what are the activities it intends to accomplish, and over what time period? Consider some of the following, but list others that may be relevant: Staff recruitment and training Coordination with the local church for use of space Pathfinder recruitment Induction Club meetings Investiture Achievement classes Honor classes Skill training Field trips Mission and outreach work Community service projects Pathfinder Bible Experience Camping Hiking Camporees Pathfinder fairs Pinewood derby Pathfinder Sabbath Drilling and marching Fundraising Investiture
Once the basic ideas of what to do are decided, lay that against the calendar. What are the area, conference, union or division events that have set dates? What are the events the local church already has scheduled? What are the dates of operation and vacation of the public or church schools that the Pathfinders are likely to come from? What are the days available for use of the Pathfinder meeting room at the local church or elsewhere? Are there some things that must be done sequentially (it is better to teach basic camping skills before camping, one needs to learn drill before competing in a drill competition) Are there certain times activities are best done (depending upon where you live and what skills are known, january may be a great time or a lousy time to camp. If you have a special Thanksgiving program planned, is is usually better in November than March) Are there some things that take several weeks or months to learn or accomplish?
If you know what you want to do, you also have to consider equipment. Effective planning will need to take into consideration supplies, tents, food, chairs, art supplies, transportation - all of the things you use as part of Pathfinders. What equipment do you have, and what condition is it in? Do you need to consider either new equipment, or time for maintenance? Where is equipment stored, and how much time do you need to get it before using it? Is there some equipment or supplies that are perishable? If so, when will you acquire and/or use them.
As you start to fit all of the pieces together (and it is not easy), you also have to consider one of the more challenging aspects - budgeting. How much does each component cost? Don’t forget things like transportation, food, fuel, uniforms, patches... How much money does your club have in reserve? How much does your church contribute? How much does each Pathfinder contribute (Dues, membership registration, etc) What do club registration fees amount to for the conference and/or area? What are other ways the club may consider raising money? Have these been fit into the calendar? Once a master plan for the year has been made (and approved by the local Church board), it is important then to remember that planning isn't done. The main plan is just the overall guideline. Each activity, each event, will need a more focused plan, and plans will always need to be flexible as circumstances change.
it may sound complex (it is), but with proper planning and preparation, Clubs are better prepared, leaders are better prepared, and the overall program runs more smoothly, providing a positive environment for spiritual, mental, physical and social growth for the pathfinders, and for their staff. Poor planning, however, leads not only to disorganization and higher stress, it may also quickly lead to an unwelcoming or even unsafe environment.
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This is clearly something to be done in association with the Pathfinder staff. This fits well within the TLT program and responsibilities, but that doesn't exclude younger Pathfinders. A Pathfinder is never too young to be exposed to the planning process, and the early format of the Pathfinder Club devolved quite a bit of responsibility for planning down to the Unit level - to the youth themselves. But it must be remembered that the club leadership has a responsibility to provide guidance, oversight and ensure the decisions made are safe and more importantly fit within the purpose and mission of the Pathfinder program.
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MASP (Método de Análise e Solução de Problemas), often translated as either Method for Analysis and Solutions to Problems, or Method of Analysis and Troubleshooting (MAT), is a method of assessing and resolving problems in organizations popularized primarily in Brazil. MASP is a variant of the PDCA (Plan, Do, Check, Act) or PDSA (Plan, Do, Study, Act) method of problem solving, often comprising an eight step process that begins with looking at behavior, actions or outcomes that need adjusted, and then proceeds to find and implement solutions, while also monitoring the overall effectiveness.
A general MASP process comprises eight steps.
1. Identify the Problem: What specifically is the behavior, attitude, or outcome that needs changed. Be clear, concise, and focused at this step. You cannot change everything at once, so start with the most significant or most troubling.
2. Observe/Study the Problem: What are the main characteristics of the problem? How is it manifest? What are the component parts?
3. Analyze the Problem: What is the root cause of the problem? Again, it is important here to be very specific. List several assumed causes of the problem, then work through each one analytically to try and identify the center of gravity, the core issue that, if adjusted, could lead to a more positive outcome.
4. Build a Plan of Action: What are you going to do to address the root cause of the problem? Be clear about the strategies to employ to accomplish change, don’t just say the plan is to change. How can you change certain behavior, actions, underlying causes?
5. Take Action: Communicate the plan. Communication is key to effective action. Execute the action. Don’t just say change is needed, act on it, and ensure others are acting as well. It is very easy to slip back into old patterns, or to too quickly assume changes will not be effective.
6. Verify the Impact: Keep track of what is changing, both in regards to the root cause, and to the outcome. Are the expectations of change being met? In what ways? How are they not being met? Identify and remove blocks to change, revise the action plan as needed.
7. Standardization: Once you have found the new set of actions and methods that lead to the desired changed outcome, standardize these actions. Clearly identify the new pattern of behavior, process or actions, and communicate these throughout the organization. Be sure they are understood and applied.
8. Conclusion: Review the steps of the process, review the application and changes, and assess where the process could have been better, more effective, or less disruptive (though at times being disruptive is necessary to effect change). Look for lessons to apply moving forward.
MASP is useful for mid- to long-term adjustments in structure to achieve a desired outcome. The shorter-term PDSA method may also be useful, particularly to keep in mind when rapid mid-course corrections are needed.
PDSA begins first with a basic set of questions. What am I trying to change, how can I change it, how will I know when the desired effect has taken place. Think of PDSA as a loop, rather than a linear process.
1. PLAN: What will you do differently in your process to achieve the desired outcome. Be sure to communicate clearly the plan and the desired outcome.
2. DO: Carry out a small-scale test of the plan. See how it works. Is it beginning to bring about the changes desired?
3. STUDY: What are the effects of the changes? Are they meeting expectations? Where can they be adjusted to be more effective? Are these the right changes to be made to achieve the desired outcome?
4. ACT: Implement the adjusted changes on a larger scale. At this point, you can return to Step 1, and continue through the cycle. As noted above, PDSA serves as a rapid cycle process, so it may be run numerous times to be most effective, or can be used in rapidly changing situations.
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Exodus Chapter 18 provides a good lesson in administration, problem solving, and effective delegation, and serves as a good guide for leaders.
