Accelerating Progress in Obesity Prevention Solving the Weight of the Nation (2012) / Chapter Skim
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10 Answering Questions About Leadership, Prioritization, and Assessment with a Systems Perspective
10 Answering Questions About Leadership, Prioritization, and Assessment with a Systems Perspective
Pages 379-392
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From page 379... ...
• A greater awareness of the potential catastrophic consequences of the high rates of obesity, together with a common understanding that individuals and groups in every sector and at every level must play a critical role in prevention, will help catalyze the systemwide implementation of the com mittee's recommendations. • Resources will be required to effectively monitor the full impact of the com mittee's recommendations and determine whether progress in obesity pre vention is accelerating.
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From page 380... ...
A social marketing campaign on its own, without a decrease in young people's exposure to food and beverage marketing, would be less effective. Likewise, a shift in food and bever age marketing would be more powerful when accompanied by a vigorous social marketing campaign." Likewise, Supplemental Nutrition Assistance Program (SNAP)
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From page 381... ...
The chapter concludes with suggestions for future systems research in obesity prevention. 381 Answering Questions about Leadership, Prioritization, and Assessment
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From page 382... ...
The initial discussion in Chapter 1 also highlights the importance of taking collaborative approaches, involving those affected by an issue in addressing the issues that affect them, and reducing dispari ties in racial/ethnic minority and low-income communities through "robust and long-term community engagement and civic participation among these disadvan taged populations." In addition, the chapter deals with the issue of responsibility, which is an important component of leadership, suggesting a new way to view personal responsibility -- as a collective responsibility of the public and private sec tors, and all those involved in each sector, to act to improve physical activity and nutrition environments. Chapter 3 includes some insights from systems thinking into new ways in which leaders can be identified or act, including the concepts of "facilitative leadership," which is "not necessarily located at any particular level or organization and is likely to encourage bottom-up solutions and activities"; "local creativity," which involves "mechanisms for local people to design locally relevant activities and solutions" and not "rigid requirements for activities imposed from outside the area"; and the possibility of "the visibility of obesity as an explicit policy goal or concern for nonhealth organizations.
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From page 383... ...
Some traditional leaders may turn away from their logical or designated roles in helping to solve this problem, but other organizations that have previously been concerned with obesity prevention may increase their efforts or broaden the scope of their activities, and many other less likely, unexpected, or less well-known candidates for leadership may step forward to address issues in sectors where they are stakeholders or have influence. For example, the broad articulation of the committee's system of recommendations will support ongoing organizational activity by groups such as county-level Cooperative Extension agencies that have nutrition expertise and strong community ties, while also encouraging many more leaders to identify themselves as important and willing actors, such as local banks that invest in community development or small businesses and faith-based organizations that provide services to their communities and congregations.
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From page 384... ...
The com mittee selected five major recommendations among hundreds of possibilities, with associated strategies and potential actions, for accelerating obesity prevention in the next decade. These are the committee's priorities for action.
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From page 385... ...
THE PUBLIC HEALTH CRISIS AS MOTIVATOR AND CATALYST FOR IMPLEMENTATION This report describes the public health crisis of obesity in stark terms. It points out that almost one-third of children and two-thirds of adults in the United States are overweight or obese.
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From page 386... ...
These indicators are intended for use in evaluating progress toward the adoption of the full system of strategies and actions described in Chapters 5 through 9. The committee also identified a foundational indicator focused on the broader dynamics of accelerating progress in obesity prevention, encompassing actions far ther upstream from obesity prevention that are important for the successful imple mentation of all the recommended strategies and actions.
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From page 387... ...
; source needed to measure proportion of children who meet current federal Physical Activity Guidelines 387 Answering Questions about Leadership, Prioritization, and Assessment
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From page 388... ...
NOTE: NHANES = National Health and Nutrition Examination Survey; NHIS = National Health Interview Survey; NYPAANS = National Youth Physical Activity and Nutrition Survey; PNSS = Pediatric Nutrition Surveillance System; YRBS = Youth Risk Behavior Survey. LOOKING TO THE FUTURE: MOVING TO THE NEXT LEVEL OF SYSTEMS ANALYSIS As noted throughout the report and in Appendix B, a systems perspective con sistently guided the committee's work, from the development of its vision to the formulation of recommendations, strategies, and actions with the greatest poten tial to accelerate progress in obesity prevention.
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From page 389... ...
. As appreciation for the complexity of many problems in the public health sphere has grown, there have recently been a number of calls to use systems science to examine public health problems (Homer and Hirsch, 2006; Leischow et al., 2008; Mabry et al., 2010; Madon et al., 2007; Milstein et al., 2007)
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From page 390... ...
. These techniques, among others, are particularly well suited for • understanding connections between a system's structure and its behavior over time; • anticipating a range of plausible futures based on explicit scenarios for action or inaction in certain areas; • identifying unintended or counterintuitive consequences of interventions; • evaluating both the short- and long-term effects of policy options; and • guiding investments in new research or data collection to address critical information needs.
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From page 391... ...
2010. Systems science: A revolution in public health policy research.
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From page 392... ...
American Journal of Public Health 96(3)
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