COMMUNITY COMPETENCE In the last three decades, the concept of community competence has been utilized as bases for developing, impleme nting or evaluating programs, projccls or strategies within the global initiative of 'health for all' through primary heal U1 care. Cottrell (1976, p. 197) refined Lhe concept and described a competent commun ity as one in which its interdependent parts can: (1) collabora te effectively in identifying the needs and problems of the commun ity; (2) achieve a working consensus on goals and prioritie s; (3) agree on ways and means to implement the agreed-upon goals; and (4) collaborate effectively in carrying out the actions. Cottrell describes eight essential conditio ns that must exist to some degree in a community for it lo function effectively. Stolte (1996, pp. 271-272) used Coltrell's concept as guide in explicating wellness nursing diagnoses for communities. She describes Cottrcll's eight dimensions as: (1) C0MM1TMENT-lndividua 1s can see that the community has,tn impact on their lives and that whatever affects it will affect them; they believe thul they have a significant role in the community; and they see positive results from their community efforts; (2) SELF-OTHER AWARENESS-Each communitycomp!m ent knows its identity and how it relates to the other compone nts of the community ; (3) ARTICULATENESS-Each component of the community can slate/ fonnulatc Lts views, atlitudes :rnd intentions in relation to other compon ents of the community; (4) COMMUNICAT ION-Components of the community can send messages/ transmit information as well as see how their message or information will be received or understood; (s) C0NFLICTC0NTAJNMENT AND ACCOMMODATION-\~hen conflict exists, it is "kept in bounds.. and efforts at resolution continue such tbat interact;on among communi ty groups are sustained despite differences in opinions or perceptions; (6) PARTICIP ATT0N-As components of the community interact, they become c. ommittecl, define goals, and find ways to reach those goals; (7) MANAGEMENT OF RELATI0NSWl TH THE I. ARGERS0C IETY-Any community is a part of a larger social system and must determine how it fits within that system. A competent community utilizes the input/resources/sup port from the larger system while ;icting to reduce threats from Lhat system. When necessary, it stimulates the creation and use of a ltemative or supplementary resources; (8) MACH !NERY FOR FACILITATING PARTICJPANTINTERACTI0N AND DECISION MAKING-Constant monitoring through flexible and responsive formal/i nformal procedures that facilitate interaction/communica tion for decision making. THE WORK GROUP MODEL AS STRATEGIC APPROACH TO COMMUNITY COMPETENCE Community competence as a process is rooted in social interaction to enhance better options for a collective life. Community members relate with each other as aggregates or groups to address ·issues or problems, whicl1 can not be effective ly done or sustained otherwise. Within t Ms operational framework, community health nursing practice is facilitated when the work group model is utilized as a strategic approach to develop or enhance the cornpetence of the commun ity as client-partner. · Realities of practice challenge many community projects or activities when members realize that the group undergoes dissolution before they can learn the uniqueness of group life as a natural phenomenon occurring in smnll group processes. Tbe nurse catalyst-partner can facilitate developm ent of the competencies of the group to work together as a productive functioning unit, The empowering potential of the community can be emerged to transform isolated individua ls into interaclional groups. Specific interventions enhance the group's experiences through the stages of group growth till the wo1·k group stage, the arena for optimum group productivity as a consequence of enhanced relatedness among group members while they experience affirmation of 131 