How can we work together to meet peoples needs and wants

how can we work together to meet peoples needs and wants

Communities Meet Their Needs and Wants. Mrs. Martin. Grade 3. Learning Goals . People in communities have needs and wants. They work at different types of. be that the person or people doing harm begin to see that they want to change and need . People working together may need to find a common ground and. Dec 22, 5 People You Need to Meet If You Want to Start a Business For starters, you may find people whom you can work with directly, in the business as you, so you'll be able to work together to find solutions and new directions.

However, much of the time, the needs of a community aren't that clear. For example, there might be many competing needs, so that a community group doesn't know what it should try to do first. Or all too often, there is a lack of complete information available, and organizations and their leaders are left trying to understand what's necessary without having all the facts.

how can we work together to meet peoples needs and wants

Root or causal needs These are the "real needs" --the underlying causes of what more obvious needs might be. For example, if a child comes into the emergency room with whooping cough, his immediate need and that of his community is for medical attention, so he will get better and not spread the disease to others. But the root need might be his need to be immunized.

Going back a step farther, public health officials might say there is a need for an immunization campaign in his community, if a larger number of the children there haven't been properly immunized. For another example, take the case of a community with a high rate of teen pregnancy.

A coalition might say that there is a need to decrease that rate. But what needs to happen for that to occur? For example, is there a need for better access to contraceptives? Is there a need for young people to have more supervised activities, or to have better sexual education at school? Obviously, these needs are harder to understand.

They aren't always apparent, and often, it seems like there are several root causes a group might need to consider. Informational needs Here, we are just talking about the need for basic facts and knowledge. These are some of the simpler needs for a leader to understand and respond to. For example, do members know how to run a meeting? Do community members have enough information about the candidates to vote intelligently in the upcoming election?

Another reason that these needs are relatively easy to deal with is that they are easy for people to talk about. Some the other needs might be more difficult to bring up. For example, it's a very rare volunteer who will tell the organization's leader, "I don't feel appreciated.

Care commissioning must meet people's needs

I need you to tell me how much I mean to this organization," even though many volunteers have felt that way at one time or another. It's much easier for a volunteer to say, "Sure, I'd be interested in counseling women at the shelter, but I've never done it before.

Can you show me how? Fulfilling these needs, because they are so concrete, can give a very tangible sense of accomplishment. Some examples of these needs include: More money for the organization More staff or volunteers Better lighting for the community More safe homes for foster children Personal needs Finally, there is the need for appreciation, understanding, personal caring, etc.

Care commissioning must meet people's needs | Social Care Network | The Guardian

Most members of grassroots organizations are there either as staff members or volunteers for reasons that have little or nothing to do with money, including fellowship, personal fulfillment, and many other things.

While less tangible than some of the other needs, it is equally important that these needs be fulfilled if the organization and its goals are to flourish. Before we move on, it's important to remember that leaders have needs, too. We're just as human as any other member of our organization is.

As leaders, however, we may not always have the freedom to lean on other members of the organization. We may have to find other places to fulfill some of our own needs. However we choose to do so, though, it's important that leaders do take care of themselves as well as the needs of others in the organization. Many of the advantages to understanding what people need and want are probably already clear to you. To be complete, however, let's look here at the major advantages: Clear needs identification and response to those identified needs keep the group moving forward toward shared and desired goals.

There is a sense of ownership among members--we all want the same thing, and we're working together to get it. Reaching these goals can create a sense of accomplishment among group members. This sense of accomplishment and having a sense of being a real, necessary part of that success will strengthen individuals' connections with the group and will increase the likelihood of the group being successful in future efforts.

All of this will also serve to keep the morale of the group high. Finally, it will reinforce group members' belief in the leader.

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A leader who has shown he understands and tries to meet the needs of the members of his group is more than likely to have a group that will try to meet his needs as well. There are many methods that can be used for a leader to understand the needs of individuals, the organization, and the larger community. The general idea behind all of them, however, is for the leader to plan the best ways of collecting feedback, and then to make this a normal part of the everyday life of the organization. This might include occasional for example, monthly formal opportunities to obtain information, which are then supplemented by more informal feedback collected on a day-to-day basis.

how can we work together to meet peoples needs and wants

Of course, the leader doesn't need to do all of this collection of information herself although doing at least some of it is probably a good idea. Some of this "information collecting" can be formally or informally delegated to others. A central idea here is that being able to learn what people think and need will depend on trust. People need to trust that they won't be criticized, yelled at, or in danger of losing their job if they speak up.

We all know this happens. Even in fairly open organizations, a preferred strategy is often to keep one's mouth shut. This may be true for a variety of reasons, but one of them is certainly the risks involved in disclosure. Even more than this, people need to feel there is a real possibility that some good will come out of their telling the leader what they need.

If someone knows their needs are impossible to meet, or if they believe they will just be ignored anyway, there's a real fear that apathy will stand in the way of what could be a very helpful suggestion. Thoughts of "Why bother? Trust once again is central to the process; the leader needs to establish and institutionalize a trusting organizational climate. Unless the leader is trusted, the informal methods won't work well, and the formal ones are less likely to work.

But in a climate of trust, people are a whole lot more likely to tell you what's on their minds. They often do so spontaneously and at many noninstitutionalized times and places --whether you've asked for their feedback or not! This chapter is centered around the idea of leadership, and so ideas about understanding the needs of other people are discussed here primarily from that perspective. However, we should mention here that it's not just the leader of an organization who can and should have an active role in identifying and understanding the needs of others.

People who have much less formal roles may have a very good idea of what's going on, and may be the perfect people to speak up about what's really happening and what should occur. It may even be better that way, because then more people become "stakeholders" in the group's well-being. So, not only should the effective leader have a good understanding of people's needs, she should also be open and encouraging of having others identify individual and group needs as well.

Let's look now at some specific ways leaders and others! Ask people what they need When you want to know something, there is simply no replacement for asking people --and then really, completely, listening to their answers, and not just to what you want to hear. There are many different ways to ask people things. Depending on what information you want, different ways are more or less appropriate. Needs assessment surveys are a particularly good way to find out the needs of large groups of people, such as residents of a large neighborhood.

Focus groups are a good way to find out the needs of a specific group as they relate to a particular issue. For example, an organization might hold a focus group on educational needs with Hispanic teenagers, or a focus group with older women on their health needs. Formal interviews are another way to ask people about their needs. One-on-one conversations are often excellent ways to ask people in a less formal manner what they need. A casual conversation in the hallway or over coffee can give you an excellent idea of what's going on with others in the organization.

A suggestion box or a wish list in an area that's easy for everyone to get to offers people the opportunity to make suggestions and requests in an anonymous manner. This may be particularly helpful in a very large organization, where people don't know each other as well, and so trust and comfort levels may not be as high as they are in smaller organizations.

Note that these different techniques for needs identification won't work equally well for each for the five needs listed at the beginning of this section. For example, you probably wouldn't expect a needs assessment survey to reveal too much about personal needs. By the same token, maintaining a good relationship with others in the organization might not tell you too much about root or causal needs, as this often requires a more thoughtful and formal type of analysis.

And so for different situations, you will want to choose carefully the method that makes the most sense to get the information you want.

It can also be helpful to use more than one technique to obtain information. For example, your group might conduct a needs assessment survey to find out what members of your organization want, and use information you get from the survey in casual follow-up conversations with members.

Another important consideration is the number of people whose needs and concerns you are interested in learning about. If you have a very small group, you might be able to talk to everyone about their point of view. However, if you want to know what everyone in a community of 20, people thinks, that's not always going to be possible.

If you run into a situation like this, where you are unable to ask everyone their needs, try to decide the best people to ask.

These might be "key informants" --people from whom you have gotten reliable information in the past --or other community or opinion leaders. Part of knowing who to go to simply comes with experience. Usually, after working with an organization for a long time, you know who to go to in order to find out what's happening --what the word is on the street or behind the camera.

However, if you don't know who usually has the inside scoop on what's going on, you can ask about people about that, too. It's especially important when you are an official group leader the director or project manager, for example or an outsider to the community to learn as quickly as you can who others see as unofficial leaders. A word of caution: Be careful when you are choosing your "key informants" or other opinion leaders that you are getting an honest representation of what the majority of people you are interested in learning about need.

Choosing certain people to listen to either primarily or completely can introduce bias --you may hear only what a few people think, instead of the majority of opinions. Maintain good relationships If people feel comfortable with a leader, they will come up and tell him or her what's needed whether the leader wants to hear it or not!

Some of the most important things a leader can do to build and maintain relationships are: Build relationships one at a time. Fortunately or unfortunately, there are no short cuts. Sending out a newsletter helps you keep in touch with lots of folks, but it's no substitute for getting to know the people you work with. Be friendly and make a connection. This may seem self-evident, but a friendly word or smile can make someone's day.

At the moment, though, the way we provide services resembles procurement more than it does commissioning. People want an NHS they can rely on, but good commissioning must also be effective in helping people help themselves.

It is important that local authorities work together with clinical commissioning groups and involve the community in the design and delivery of services. This way, people are shown how to take control of their own lives so they are less reliant on formal public health care.

When health and social care services are integrated, everyone benefits, particularly those with the most complex needs, those people who often end up falling between the gaps.

There is another upside to working together: A good example of effective service design is Connected Care, Turning Point's model for community-led commissioning.

Connected Care ensures the voice of the community is heard when it comes to the design and delivery of health and social care services. This service was developed after an audit was carried out of local residents to understand their needs and the priorities of the community. At the top of the list was an advice service on debt and benefits and support for older people to stay in their homes for longer. This has identified what the community needs; now it is using this knowledge to design effective services.

The problem in Gorleston is the local residents were not benefiting from primary and community care services. The financial burden on the NHS from this is already considerable — and is set to increase as the ageing population rises.

Now community activists have been recruited locally to understand patients' concerns and needs so that services can be better designed. These examples demonstrate the vast potential of effective commissioning.