SETTING THE AGENDA
Agenda? What is agenda?
An agenda is a list of meeting activities in order, in which they are to be taken up. The agenda is usually distributed to a meeting's participants prior to the meeting so that they will be aware of the subjects to be discussed, and are able to prepare for the meeting accordingly.
But wait! Do you know how to set an agenda? Well, if you dont, here it goes.
In setting up an agenda, an important issue must be spread. Issues must indicate interpretations, financial reporting and reporting methods must be improved.
In other words, the relationship that between the topic of a story and the extent to which people think that the story is important is the topic here in this blog. We are currentky focusing on this topic because it has a big role in public Relations. With agenda setting, it focuses on the social environment, current events, media coverage and conflict expansion in the origin and issues. It has a large influence on audiences by theor choice of what topis to consider.
Setting the agenda has multiple components:
Media agenda are issues discussed in the media, such as newspapers, television, and radio.
Public agenda are issues discussed and personally relevant to members of the public.
Policy agenda are issues that policy makers consider important, such as legislators.
Corporate agenda are issues that big business and corporations consider important, including corporations.
These four agendas are interrelated. The two basic assumptions underlie most research on agenda-setting are that the press and the media do not reflect reality, they filter and shape it, and the media concentration on a few issues and subjects leads the public to perceive those issues as more important than other issues.
DIFFUSION OF INFORMATION AND INNOVATION
"Diffusion" refers to the process of communicating an innovation to and among the population of potential users who might choose to adopt or reject it. An understanding of the diffusion process can aid in allowing those who could benefit from an innovation, such as a new technology. By identifying critical social factors and processes in the adoption, implementation, and utilization of a technology, the literature indicates that decision making responses of individuals, groups, and organizations may be predicted and therefore may also be accommodated or redirected through prescriptive strategies. By identifying critical human and technical factors within classes of potential users, diffusion studies also have the potential for directing the design efforts of system developers to those system characteristics and improvements most valued by end users.
Innovation is an idea, practice, or object perceived as new by an individual, group, organization, or other unit of adoption. A technological innovation will diffuse faster if it is perceived as having (1) relative advantage over the methods it supersedes in terms of economics, convenience, social prestige, or satisfaction; (2) a high degree of compatibility with existing values, past experiences, and needs of potential adopters; (3) a low degree of complexity; (4) a high degree of "trialability" before commitment is required, and (5) a high degree of visibility to other potential adopters.
Diffusion requires communication among innovators, diffusers and potential adopters in order to reach a common "base understanding" of the innovation itself (i.e what it is, how it works and why it works) and a common understanding of the advantages, disadvantages and consequences of the innovation in the specific situation. Occurring over time but not necessarily in the following order, conceptual steps in the innovation-decision process include: (1) knowledge - being exposed to the existence of an innovation and gaining some understanding of how it functions; (2) persuasion - forming a favorable or unfavorable attitude toward the innovation; (3) decision - engaging in activities that lead to a choice to adopt or reject the innovation; (4) implementation - putting an innovation into use and perhaps re-inventing to adapt to specific needs and (5) reinforcement - seeking reinforcement of an innovation decision already made or perhaps reversing a former acceptance or rejection decision.
Important to the acceptance or rejection of an innovation by a social system and to the rate of adoption by the system are "opinion leaders". Opinion leaders are part of the group of potential adopters who influence and are considered by other members of that group to have their interests at heart. Compared with their followers, characteristics of opinion leaders tend to include (1) more exposed to external communications; (2) more cosmopolite; (3) somewhat higher social status; (4) more innovative and, perhaps most significantly, (5) at the center of the interpersonal communication network of the peer group.
DEFINING SUPPORT
Defining support in my own understanding is a system of giving and receiving help founded on key principles of respect, shared responsibility, and mutual agreement of what is helpful. It is about understanding another’s situation through the shared experience of emotional and psychological pain. When people find affiliation with others whom they feel are “like” them, they feel a connection. This connection, or affiliation, is a deep, holistic understanding based on mutual experience where people are able to “be” with each other without the constraints of traditional (expert/patient) relationships. Further, as trust in the relationship builds, both people are able to respectfully challenge each other when they find themselves re-enacting old roles. This allows members of the community to try out new behaviors with one another and move beyond previously held self-concepts built on disability, diagnosis, and trauma worldview.
Defining support starts with the basic assumption that meaning and perception are created within the context of culture and relationships. Our self-definition, how we understand and interpret our experiences and how we relate to others is created and developed from the direct and indirect messages we get from others and the messages we get from dominant cultural beliefs and assumptions. We find that many of us who have usethe mental health services have been told what we “have,” how “it” will be treated and how we must think about arranging our lives around this “thing.” We have then begun to see our lives as a series of problems or “symptoms” and we have forgotten that there might be other ways to interpret our experiences. Because of this we have felt different and alone and “other-than” much of our lives, leaving us in relationships that have been less than mutually empowering and more often than not, destructive and infantalizing. We have learned to understand our experiences as signs of illness while burying histories of past violence and abuse. We have lost our power and our choices in most relationships. We have learned to either ‘act as if,’ or we have become dependent on professional interpretation of our every day experiences. Training helps us learn to sit with discomfort while we explore the relational dynamics that have kept us stuck, and also helps us look at our own reactivity. It is helpful to understand people’s “hot spots”, and the kinds of situations that feel comfortable, tolerable, or absolutely intolerable so they can learn to negotiate power rather than take it. Discovering this in a peer
community reveals a different way of understanding our behaviors and presents an
excellent framework to explore personal and relational change
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