Nutrition Leadership Training in North-East Asia: an IUNS initiative in conjunction with nutrition societies in the region  

Oleh:

Wahlqvist, L Mark ; Duo, Li ; Jiang-Qin, Sun ; Keyou, Ge ; Hee-Young, Paik

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Asia Pacific Journal of Clinical Nutrition (keterangan: ada di Proquest) vol. 17 no. 04 (2008), page 672.
Topik: Chinese Nutrition Society; Korean Nutrition Society; Taiwan Nutrition Society; capacity building; leadership development; Zhejiang University; Fudan University; Huadong Hospital; Seoul National University; NHRI

Ketersediaan

Perpustakaan FK Nomor Panggil: A27.K.2008.02 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Food for humans is one of the most important of all global issues. It is a critical determinant of planetary and individual health, of economic development, of how sustainable energy and water supplies are, and its security a powerful determinant of peace or conflict. Those who assume leadership for the integrity of food and health systems have great responsibility. The IUNS (International Union of Nutritional Sciences), regional and national nutrition science and food technology organizations have concern about the leadership capacity available and required in what are rapidly changing and increasingly demanding circumstances. These include persistent poverty and hunger, climate change which threatens the sustainability of food production and fragile financial systems which are making food less affordable for many. North East Asia (NEA) is a major region for its population size, its economic wealth and disparities, its food production, its life expectancies among the best and its global reach. In 2008, for those of Chinese ancestry and of wider Asian origin, Nutrition Leadership training has been conducted in Hangzhou, Shanghai, Seoul and Taiwan (Hsinchu and Zhunan). Ninety prospective young leaders participated in all. Several successful early career Asian nutrition scientists and professionals served as role models. Senior colleagues acted as mentors for groups of 2 or 3. With mentors, the concept of leadership has been examined, careers and roles explored, knowledge and skills honed for a different future, and plans made to network in mutual support. Early feedback indicates that new opportunities have been created and seized.

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