1. Dr. Shahram Yazdani Lets Play Chess Correctly!

2. Islamic Republic of Iran

3. During the 1990s many developing countries saw reversals and stagnation in many areas. Some 54 countries are poorer now than in 1990. In 21 countries a larger proportion of people are going hungry. In 14 countries more children are dying before age five. In 12 countries primary school enrolment rates have fallen. And in many countries things have simply stagnated— neither worsened nor improved

4. Global Disparities in Income

5. Global disparities in life expectancy

6. A complex problem The increasing gap between underdeveloped and developed countries

7. Dr. Shahram Yazdani The Problem of Complex Problems! For every complex problem, there’s a simple, obvious answer that just happens to be wrong!

8. Dr. Shahram Yazdani Different Social Positions The “pawn” position The “rook” position The “queen” position Limited lever arm of decision effects, Subordinate position Intermediate lever arm of decision effects, Managerial positions with down focus authority Wide lever arm of decision effects, Leadership, policymaking and policy support positions with multidirectional effect

9. Dr. Shahram Yazdani Queen Positions Usually addressing complex problems Usually confronting dynamic and intensely interactive situations Usually performing difficult tasks under considerable time pressure Any mistake in their decisions affect many people catastrophically

10. Dr. Shahram Yazdani Some Examples Pawn Position Pawn Position Rook Position Rook Position Queen Position Queen Position Health System Physician, Dentist Pharmacist Physician, Dentist Pharmacist Manager of Health Institutes Manager of Health Institutes Policymaker in Health System Policymaker in Health System Research & Innovation System Research & Innovation System Researcher, Scientist Researcher, Scientist Manager of Research Institutes Manager of Research Institutes Policymaker in Innovation System Policymaker in Innovation System Socio-cultural System Socio-cultural System Artist Manager of Socio-cultural Institutes Manager of Socio-cultural Institutes Policymaker in Socio-cultural System Policymaker in Socio-cultural System

11. Dr. Shahram Yazdani The Solution for the problem of complex problems! For every complex problem There is an optimal complex solution That arises from sufficiently complex thoughts ! Support and Direct Potential Queens to Become Actual Queens!

12. Dr. Shahram Yazdani GroupIQ Giftedness Prevalence Population 70,000,000 Population <15 years 22,000,000 Reaching 18 this year 1,800,000 Mildly (or Basically) Gifted115-1291:6 - 1:4011,600,0003,700,000280,000 Moderately Gifted130-1441:40 - 1:10001,750,000500,00035,000 Highly Gifted145-1591:1000 - 1:10,00070,00022,0001,800 Exceptionally Gifted160-1791:10,000 - 1:1 million7,0002,200180 Profoundly Gifted180+Fewer than 1:1 million70231-2 Potential Queens 

13. Dr. Shahram Yazdani Potential Queens Intelligent Creative Risk-taker Determined Dependable Initiative Persistent Self-confident Desire to excel

14. ?? ??????? The mere assignment of gifted and talented to managerial and policymaking positions is not enough     We need envisioned gifted and talented with deep knowledge of management and policymaking for their corresponding system The Pawn-Queen Paradox In the real world most of potential queens are working at pawn positions

15. Meritocracy Initiative Envisioning Initiative Teaching Initiative Training Initiative Networking Initiative Support Initiative                     

16. Policy Support Bodies Queen in The Shadow

17. Definition & Conceptualization Systematic Review of Literature Comparative Study of Experiences Solution Appropriateness Analysis Problem Analysis Policy Recommendation Policy Survey Recommended Policy Adopted Recommended Policy Not Adopted Policy Critics Policy Operation Guide Political Analysis of Solutions Cost Estimation of Solutions Feasibility Study of Solutions Analysis of Previous Experiences Capacity Building Educational Package Policy Implementation Policy Implementation Report Expected Policy Goals Policy Impact Assessment Policy Legislation Policy Scrutinization & Legitimation Customized Policy Reports Systematic Review of Literature and Creative Mental Synthesis of Basic Concepts –The Theoretical Constructs –Their Sub-constructs –Their Neighboring Constructs –The Interrelations Between Constructs (Conceptualization and Nomological Network) –Instruments for Measurement of These Constructs Applying Predefined Instruments for Determining The Current Situation of The Problem (Extent, Depth, Consequences, and Impact of The Problem) in The Country or Organization  Building the scientific basis for policy making through systematic searching, scientific appraising and biasfree synthesis of current available literature about effectiveness of different solutions.  Learning from similar experiences in other organizations and countries (Indicators, variables, strengths, weaknesses, features and characteristics )  Comparing different solution options according to predefined criteria Option 1 Option 2 Option 3 …. Option n Evidence of Effectiveness Political Acceptability FeasibilityEfficiency……. A statement in which different aspects of the recommended policy is explained in simple, understandable terms for policymakers Scrutinization of draft policy statement through formal round-table expert feedback Legitimation of the policy statement through formal Delphi method Rewriting the original policy report for different target groups with different background knowledge about the policy issue and different interests Stepwise implementation guide for operational managers Critically discussing the legislated policy through systematic biasfree comparison of this policy with recommended policy according to pre-selected set of criteria Stepwise implementation guide for operational managers Reports of policy implementation according to main progress (performance) indicators

18. Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Problem Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment

19. Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Problem Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Problem Definition And Conceptualization University Excellence Center Educational Excellence Office PDS-008 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Problem Analysis University Excellence Center Educational Excellence Office PAS-006 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Systematic Review of Literature University Excellence Center Educational Excellence Office SRS-010 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Comparative Study of Experiences University Excellence Center Educational Excellence Office CSS-007 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Solution Appropriateness Analysis University Excellence Center Educational Excellence Office SAS-007 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Policy Recommendation University Excellence Center Educational Excellence Office PRS-015 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Policy Survey University Excellence Center Educational Excellence Office PSS-002 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Policy Operation Guide University Excellence Center Educational Excellence Office POS-004 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Educational Package for CME Personnel University Excellence Center Educational Excellence Office EPS-001 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Policy Implementation Report University Excellence Center Educational Excellence Office PIS-006 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment Continuous Professional Development Policy impact Assessment University Excellence Center Educational Excellence Office PAS-004 Systematic Review Comparative Study Policy Survey. Policy Recommend. Solution Appropriate. Analysis Policy Operation Guide Problem Analysis Policy Definition & Conceptual. Educational Package Policy Implement. Report Policy Impact Assessment

20. Optimistic Neutromistic Pessimistic <10% of GTs Drained 10-30% of GTs Drained >30% of GTs Drained >50% of GTs Connected 20-50% of GTs Connected <20% of GTs Connected >30% of GTs Active 10-30% of GTs Active <10% of GTs Active >1000 Graduated GTP 300-1000 Graduated GTP <300 Graduated GTP >10% on Q Positions 3-10% on Q Positions <3% on Q Positions Elitist Government GTP: The Dominant Dialogue on GT Support Main StrategiesPredicted OutcomesContextMain Objectives Populist Government No National Plan for GT Support Semielitist Government GTP: a Recognized Plan for GT Support Alongside Other Plans Clinical Postgraduate Education Clinical Career Independent Horizontal Egoless

21. % of GTs in Q Position % of GTs in R Position % of GTs with postgraduate MPR Educ. % of Loyal & Active GTs Number of ≥A GTs Number of ≥C GTs Governance of GTP 2000-50001000-2000500-1000 200-500100-20050-100 5-102-51-2 0.2-10.1-0.2 % of GTs in S Position 20-3015-2010-15 C: Level C in GTP A: Level A in GTP R: Rook (Managerial) Positions Q: Queen (Policymaking) Positions S: Shadow (Policy Support) Positions MPR: Management & Policy Related Main Strategies Finance Schema HierarchicEgo-less, cellular Policy-makingPolicy-supportPolicy-critics Mainly PublicMainly Private Supportive Environment Hostile Environment Main Government Approach ElitismPopulism 10 Years Vision

22. Policy CriticsPolicy Support Policymaking Low National Support for Meritocracy High Low Involvement of G&T in Queen-type Activities High Main Career Secondary Career Non-Career The Future Career of Gifted and Talented

23. Health System Innovation System Welfare System Socio-cultural System Economic System Education System

24. Health System Innovation System Welfare System Socio-cultural System Economic System Education System

25. Initial Studies: 1380 Arriving at Program’s Master Plan: 1381 Initiation of Program: 1382

28. Levels of Manager-Leader Pathway Warm up C Level B Level A Level Managerial Clerkship Managerial Internship Continuous Managerial Development

29. Main Areas of Manager-Leader Pathway 1.Health Policy and Planning 2.Health Economics and Finance 3.Management 4.Medical Education 5.Research 6.Sustainable Development 7.Clinical Excellence 8.Medical Informatics

34. http://www.ardn.nethttp://www.ardn.net

36. Level-up Exams NoLevel-upDatePassed 1Warm-up to C2004-02-2313 2Warm-up to C2005-05-1527 3C to B2005-08-0918 4Warm-up to C2005-10-1513 5Warm-up to C2006-05-1246 6C to B2006-10-1222 7B to A2006-10-1911

37. Health System Innovation System Welfare System Socio-cultural System Economic System Education System

38. Initial Studies: 1383 Arriving at Program’s Master Plan: 1384 Initiation of Program: 1385

39. Steps of Program Novice in Health Science and Technology Development Advanced Beginner in Health Science and Technology Development Competent in Health Science and Technology Development Proficient in Health Science and Technology Development Expert in Health Science and Technology Development Master in Health Science and Technology Development

40. Differentiated Curriculum Science and Knowledge Creativity, Innovation and Technology Research, Statistics, and Epidemiology Cutting Edge Science and Technology Evidence Based Medicine Health Research System Innovation System Technology Commercialization Industrial System Sustainable Development

44. Health System Innovation System Welfare System Socio-cultural System Economic System Education System

45. Organization, Management, Regulation and Finance of The Program Observation and Critics of National Structure and Function Supervised Training in Authentic Settings Unsupervised Training in Authentic Settings Invitro (Test Tube) Study of National Structure and Function Networking of GTs within Health System Networking of GTs Between Systems Worldwide Networking of Iranian GTs Networking of GT Students within UMS Support Through MOHME Authority National Support of G & T GT Cities Support Limited to UMS Facilitated Recruitment of GTs in Academies Widespread Policy Support By G&Ts Ensured Assignment of GTs to Managerial Positions Limited Absorption by G&T Mandates Vision Transfer In Health System Nationwide Vision Transfer Globally Vision Transfer In G&T Program M & L of Innovation System M & L of Socio-cultural System M & L of Other Systems Management & Leadership of Health System Networking Initiative Support Initiative Meritocracy Initiative Envisioning Initiative Teaching Initiative Training Initiative

46. “Think About” Areas 1.Different Orientations (Pathways) of G&T Students 2.Paradox of Fostering Diversity vs. Mission-Alignment 3.Knowledge Objectives for Different G&T Pathways 4.Knowledge-Base For Accomplishment of Knowledge Objectives 5.Appropriate Methods for Teaching/Learning of Knowledge- Base 6.Appropriate Methods For Evaluation of Knowledge 7.Packaging G&T Knowledge-Base As a Curriculum (MSc, PhD) 8.Skill/Experience Objectives For Different Pathways 9.Appropriate Methods for Transmission of Skill/Experience Objectives 10.Appropriate Methods for Evaluation of Skill/Experience Objectives

47. “Think About” Areas 11.Key Attitudes and Values for G&Ts 12.Appropriate Methods for Transmission of These Attitudes and Values 13.Appropriate Methods for Measurement of Attitudes and Values 14.Ways of Communicating Vision of G&T Program 15.Partnership Building With Other G&T Related Organizations 16.Linking G&T Program in Health Sector To Corresponding Programs in Other Sectors (e.g. Science, Industry, Social, and Behavioral Sciences) 17.Leading Meritocracy Initiative in Iran 18.Different Job Opportunities for G&T Students 19.Methods For Providing and Supporting Job Options for G&T Students 20.G&Ts as Entrepreneurs

48. “Think About” Areas 21.Different Target Groups For G&T Program 22.Different Ways for Inviting New Members 23.Incentives For Attracting New Members 24.Guaranteeing Continuous Influx For G&T Program 25.Hard-To-Access G&Ts 26.Hard-To-Handle G&Ts 27.Different Types of Membership 28.Different Incentives Highly Valued By G&T Persons 29.Equity and Fairness Concerns in G&T Rewarding 30.Methods for Finding Expatriate G&T

49. “Think About” Areas 31.Methods for Attracting Expatriate G&T to The Program 32.Methods for Using Expatriate G&T for Homeland Development 33.Key Activities for G&T Program Sustainability 34.Networking of G&T Members 35.Different Interventions For Increasing e-Presence and e- Activity 36.Social, Cultural, and Athletic Meetings for G&T Students 37.Ways of Increasing Cohesiveness between Members of G&T Program 38.The Paradox of Cohesion vs. Competition 39.Different Sources of Financial Support for G&T Program 40.Motivations and Incentives For Financial Supporters of G&T Program

50. Dr. Shahram Yazdani Dear Potential Queens We Have A Limited Time "When the chess game is over, the pawns, rooks, kings and queens all go back into the same box."

51. Thank You ! Any Question?

52. Management and Leadership of Health System Management and Leadership of Innovation System Management and Leadership of Socio-cultural System Sustainable Development

53. Management and Leadership of Health System Patriotism Spirituality Altruism Creativity Risk Taking Perseverance Intelligence Essential Values Problem Solving Communication Skills Visionary Leadership Meta-knowledge Health Policy Health Economics Education Research Health Informatics Special Knowledge English Language Information Mastery Teamwork Critical Thinking Presentation Skills Self-discipline General Management Change Management Meta-competencies Personal Characteristics Priority Setting Life Planning Personal Management Sustainable Development Clinical Excellence

54. Management and Leadership of Health System Patriotism Spirituality Altruism Creativity Risk Taking Perseverance Intelligence Values Problem Solving Communication Skills Visionary Leadership Meta-knowledge Health Policy Health Economics Education Research Health Informatics Special Knowledge English Language Information Mastery Teamwork Critical Thinking Presentation Skills Self-discipline General Management Change Management Meta-competencies Personal Characteristics Priority Setting Life Planning Personal Management Sustainable Development Essential High Intermediate Low Clinical Excellence

55. Dr. Shahram Yazdani  Listen L1- Lecture L2- Mini-lecture L3- Panel discussion  Read R1- Assigned literature study R2- Non-assigned literature study  Discuss/ Talk D1- Post-lecture discussion D2- Topic discussion D3- Vignette case discussions D4- Video triggered discussion D5- GTs real experience discussions  Write W1- Writing reports W2- Writing critics W3- Writing reviews  See S1- Live demonstration S2- Videotaped demonstration S3- Observations of role models Practice S4- Observation of usual practice  Practice P1- Role-playing by GT and peers P2- Supervised practice P3- Independent practice in friendly settings P4- Independent practice in hostile settings  Feedback on Practice F1- Self-reflection F2- Peer-reflection F3- Tutor-reflection Methods