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  • [Solved] NUR 612 Clinical SOAP Note 2

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    – ## ASOAPnoteisamethodofdocumentationemployedbyhealthcareproviderstorecordandcommunicatepatientinformationinaclear.docx – ## SOAPNoteTemplate-1.docx – ## SoapNoterubric.docx **## ASOAPnoteisamethodofdocumentationemployedbyhealthcareproviderstorecordandcommunicatepatientinformationinaclear.docx** A …

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    – ## ASOAPnoteisamethodofdocumentationemployedbyhealthcareproviderstorecordandcommunicatepatientinformationinaclear.docx

    – ## SOAPNoteTemplate-1.docx

    – ## SoapNoterubric.docx

    **## ASOAPnoteisamethodofdocumentationemployedbyhealthcareproviderstorecordandcommunicatepatientinformationinaclear.docx**

    A SOAP note is a method of documentation employed by healthcare providers to record and communicate patient information in a clear, structured, and in an organized manner. This assignment will provide students with the necessary tools to document patient care effectively, enhance their clinical skills, and prepare them for their roles as competent healthcare providers.

    **Instructions:**

    SOAP is an acronym that stands for Subjective, Objective, Assessment, and Plan. The episodic SOAP note is to be written using the attached template below.

    For all the SOAP note assignments, you will write a SOAP note about one of your patients and use the following acronym:

    | | |
    | — | — |
    | **S** = | Subjective data: Patient’s Chief Complaint (CC). |
    | **O** = | Objective data: Including client behavior, physical assessment, vital signs, and meds. |
    | **A** = | Assessment: Diagnosis of the patient's condition. Include differential diagnosis. |
    | **P** = | Plan: Treatment, diagnostic testing, and follow up |

    **## SOAPNoteTemplate-1.docx**

    | | |
    | — | — |
    | SOAP NOTE TEMPLATE<br>Review the Rubric for more Guidance |
    | _Demographics_ | |
    | _Chief Complaint (Reason for seeking health care)_ | |
    | _History of Present Illness (HPI)_ | |
    | _Allergies_ | |
    | _Review of Systems (ROS)_ | General: <br>HEENT:<br>Neck: <br>Lungs:<br>Cardio<br>Breast: <br>GI: <br>M/F genital:<br>GU: <br>Neuro<br>Musculo:<br>Activity:<br>Psychosocial: <br>Derm: <br>Nutrition:<br>Sleep/Rest:<br>LMP: <br>STI Hx: |
    | _Vital Signs_ | |
    | _Labs_ | |
    | _Medications_ | |
    | _Past Medical History_ | |
    | _Past Surgical History_ | |
    | _Family History_ | |
    | _Social History_ | |
    | _Health Maintenance/ Screenings_ | |
    | _Physical Examination_ | General: <br>HEENT:<br>Neck: <br>Lungs:<br>Cardio<br>Breast: <br>GI: <br>M/F genital:<br>GU: <br>Neuro<br>Musculo:<br>Activity:<br>Psychosocial: <br>Derm: |
    | _Diagnosis_ | |
    | _Differential Diagnosis_ | |
    | _ICD 10 Coding_ | |
    | _Pharmacologic treatment plan_ | |
    | _Diagnostic/Lab Testing_ | |
    | _Education_ | |
    | _Anticipatory Guidance_ | |
    | _Follow up plan_ | |
    | _Prescription_ | See Below (scroll down) |
    | _References_ | |
    | _Grammar_ | |

    | |
    | — |
    | EA#: 101010101 STU Clinic LIC# 10000000 |
    | Tel: (000) 555-1234 FAX: (000) 555-12222 |
    | Patient Name: (Initials)______________________________ Age ___________<br>Date: _______________<br>RX ______________________________________<br>SIG:<br>Dispense: ___________ Refill: _________________<br>No Substitution<br> <br>Signature:____________________________________________________________ |

    Signature (with appropriate credentials):_____________________________________

    References (must use current evidence-based guidelines used to guide the care [Mandatory])

    **## SoapNoterubric.docx**

    | | |
    | — | — |
    | Demographics | **1 to >0.8 pts**<br>**Begins with patient initials, age, race, ethnicity and gender (5 demographics)** |
    | Chief Complaint (Reason for seeking health care) | **4 to >3 pts**<br>**Includes a direct quote from patient about presenting problem** |
    | History of the Present Illness (HPI) | **5 to >3 pts**<br>**Includes the presenting problem and the 8 dimensions of the problem (OLD CARTS – Onset, Location, Duration, Character, Aggravating factors, Relieving factors, Timing and Severity)** |
    | Allergies | **2 to >1.5 pts**<br>**Includes NKA (including = Drug, Environmental, Food, Herbal, and/or Latex or if allergies are present (reports for each severity of allergy AND description of allergy)** |
    | Review of Systems (ROS) | **2 to >1.5 pts**<br>**Includes all 8 vital signs, (BP (with patient position), HR, RR, temperature (with Fahrenheit or Celsius and route of temperature collection), weight, height, BMI (or percentiles for pediatric population) and pain.** |
    | Labs | **4 to >2 pts**<br>**Includes a list of all of the patient reported medications and the medical diagnosis for the medication (including name, dose, route, frequency)** |
    | Past Medical History | **3 to >2 pts**<br>**Includes (Major/Chronic, Trauma, Hospitalizations), for each medical diagnosis, year of diagnosis and whether the diagnosis is active or current** |
    | Past Surgical History | **3 to >2 pts**<br>**Includes, for each surgical procedure, the year of procedure and the indication for the procedure** |

    | | |
    | — | — |
    | Family History | **3 to >2 pts**<br>**Includes an assessment of at least 4 family members regarding, at a minimum, genetic disorders, diabetes, heart disease and cancer.** |
    | Social History | **3 to >2 pts**<br>**Includes all of the required following: tobacco use, drug use, alcohol use, marital status, employment status, current/previous occupation, sexual orientation, sexually active, contraceptive use, and living situation** |
    | Health Maintenance / Screenings | **3 to >2 pts**<br>**Includes a detailed assessment of immunization status and other health maintenance needs such as age-appropriate screenings and preventive measures Includes an assessment of at least 5 screening tests** |
    | Physical Examination | **15 to >8 pts**<br>**Includes a minimum of 4 assessments for each body system and assesses at least 5 body systems directed to chief complaint** |
    | Diagnosis | **5 to >3 pts**<br>**Includes a clear outline of the accurate principal diagnosis AND lists the remaining diagnoses addressed at the visit (in descending priority)** |
    | Differential Diagnosis | **5 to >3 pts**<br>**Includes at least 3 differential diagnoses for the principal diagnosis** |
    | Pharmacologic treatment plan | **5 to >3 pts**<br>**Includes a detailed pharmacologic treatment plan for each of the diagnoses listed under “assessment”. The plan includes ALL of the required following: drug name, dose, route, frequency, duration and cost as well as education related to pharmacologic agent. If the diagnosis is a chronic problem, student includes instructions on currently prescribed medications as above.** |

    | | |
    | — | — |
    | Diagnostic / Lab Testing | **3 to >2 pts**<br>**Includes appropriate diagnostic/lab testing 100% of the time OR acknowledges “no diagnostic testing clinically required at this time”** |
    | Education | **3 to >2 pts**<br>**Includes at least 3 strategies to promote and develop skills for managing their illness and at least 3 self-management methods on how to incorporate healthy behaviors into their lives** |
    | Anticipatory Guidance | **3 to >2 pts**<br>**Includes at least 3 primary prevention strategies (related to age/condition (i.e. immunizations, pediatric and pre-natal milestone anticipatory guidance)) and at least 2 secondary prevention strategies (related to age/condition (i.e. screening))** |
    | Follow Up Plan | **2 to >1 pts**<br>**Includes recommendation for follow up, including time frame (i.e. x # of days/weeks/months)** |
    | Prescription | **3 to >2 pts**<br>**Prescription includes all required components: patient information, date, drug name, dose, route, frequency, quantity to be dispensed, refills, and provider’s signature and credentials** |

    | | |
    | — | — |
    | Writing Mechanics, Citations, and APA Style | **3 to >2 pts**<br>**Effectively uses the literature and other resources to inform their work. Exceptional use of citations and extended referencing. APA style is correct, and writing is free of grammar and spelling errors.** |

    **## SoapNoterubric.docx**

    | | |
    | — | — |
    | Demographics | **1 to >0.8 pts**<br>**Begins with patient initials, age, race, ethnicity and gender (5 demographics)** |
    | Chief Complaint (Reason for seeking health care) | **4 to >3 pts**<br>**Includes a direct quote from patient about presenting problem** |
    | History of the Present Illness (HPI) | **5 to >3 pts**<br>**Includes the presenting problem and the 8 dimensions of the problem (OLD CARTS – Onset, Location, Duration, Character, Aggravating factors, Relieving factors, Timing and Severity)** |
    | Allergies | **2 to >1.5 pts**<br>**Includes NKA (including = Drug, Environmental, Food, Herbal, and/or Latex or if allergies are present (reports for each severity of allergy AND description of allergy)** |
    | Review of Systems (ROS) | **2 to >1.5 pts**<br>**Includes all 8 vital signs, (BP (with patient position), HR, RR, temperature (with Fahrenheit or Celsius and route of temperature collection), weight, height, BMI (or percentiles for pediatric population) and pain.** |
    | Labs | **4 to >2 pts**<br>**Includes a list of all of the patient reported medications and the medical diagnosis for the medication (including name, dose, route, frequency)** |
    | Past Medical History | **3 to >2 pts**<br>**Includes (Major/Chronic, Trauma, Hospitalizations), for each medical diagnosis, year of diagnosis and whether the diagnosis is active or current** |
    | Past Surgical History | **3 to >2 pts**<br>**Includes, for each surgical procedure, the year of procedure and the indication for the procedure** |

    | | |
    | — | — |
    | Family History | **3 to >2 pts**<br>**Includes an assessment of at least 4 family members regarding, at a minimum, genetic disorders, diabetes, heart disease and cancer.** |
    | Social History | **3 to >2 pts**<br>**Includes all of the required following: tobacco use, drug use, alcohol use, marital status, employment status, current/previous occupation, sexual orientation, sexually active, contraceptive use, and living situation** |
    | Health Maintenance / Screenings | **3 to >2 pts**<br>**Includes a detailed assessment of immunization status and other health maintenance needs such as age-appropriate screenings and preventive measures Includes an assessment of at least 5 screening tests** |
    | Physical Examination | **15 to >8 pts**<br>**Includes a minimum of 4 assessments for each body system and assesses at least 5 body systems directed to chief complaint** |
    | Diagnosis | **5 to >3 pts**<br>**Includes a clear outline of the accurate principal diagnosis AND lists the remaining diagnoses addressed at the visit (in descending priority)** |
    | Differential Diagnosis | **5 to >3 pts**<br>**Includes at least 3 differential diagnoses for the principal diagnosis** |
    | Pharmacologic treatment plan | **5 to >3 pts**<br>**Includes a detailed pharmacologic treatment plan for each of the diagnoses listed under “assessment”. The plan includes ALL of the required following: drug name, dose, route, frequency, duration and cost as well as education related to pharmacologic agent. If the diagnosis is a chronic problem, student includes instructions on currently prescribed medications as above.** |

    | | |
    | — | — |
    | Diagnostic / Lab Testing | **3 to >2 pts**<br>**Includes appropriate diagnostic/lab testing 100% of the time OR acknowledges “no diagnostic testing clinically required at this time”** |
    | Education | **3 to >2 pts**<br>**Includes at least 3 strategies to promote and develop skills for managing their illness and at least 3 self-management methods on how to incorporate healthy behaviors into their lives** |
    | Anticipatory Guidance | **3 to >2 pts**<br>**Includes at least 3 primary prevention strategies (related to age/condition (i.e. immunizations, pediatric and pre-natal milestone anticipatory guidance)) and at least 2 secondary prevention strategies (related to age/condition (i.e. screening))** |
    | Follow Up Plan | **2 to >1 pts**<br>**Includes recommendation for follow up, including time frame (i.e. x # of days/weeks/months)** |
    | Prescription | **3 to >2 pts**<br>**Prescription includes all required components: patient information, date, drug name, dose, route, frequency, quantity to be dispensed, refills, and provider’s signature and credentials** |

    | | |
    | — | — |
    | Writing Mechanics, Citations, and APA Style | **3 to >2 pts**<br>**Effectively uses the literature and other resources to inform their work. Exceptional use of citations and extended referencing. APA style is correct, and writing is free of grammar and spelling errors.** |

    **## ASOAPnoteisamethodofdocumentationemployedbyhealthcareproviderstorecordandcommunicatepatientinformationinaclear.docx**

    A SOAP note is a method of documentation employed by healthcare providers to record and communicate patient information in a clear, structured, and in an organized manner. This assignment will provide students with the necessary tools to document patient care effectively, enhance their clinical skills, and prepare them for their roles as competent healthcare providers.

    **Instructions:**

    SOAP is an acronym that stands for Subjective, Objective, Assessment, and Plan. The episodic SOAP note is to be written using the attached template below.

    For all the SOAP note assignments, you will write a SOAP note about one of your patients and use the following acronym:

    | | |
    | — | — |
    | **S** = | Subjective data: Patient’s Chief Complaint (CC). |
    | **O** = | Objective data: Including client behavior, physical assessment, vital signs, and meds. |
    | **A** = | Assessment: Diagnosis of the patient's condition. Include differential diagnosis. |
    | **P** = | Plan: Treatment, diagnostic testing, and follow up |

    **## SOAPNoteTemplate-1.docx**

    | | |
    | — | — |
    | SOAP NOTE TEMPLATE<br>Review the Rubric for more Guidance |
    | _Demographics_ | |
    | _Chief Complaint (Reason for seeking health care)_ | |
    | _History of Present Illness (HPI)_ | |
    | _Allergies_ | |
    | _Review of Systems (ROS)_ | General: <br>HEENT:<br>Neck: <br>Lungs:<br>Cardio<br>Breast: <br>GI: <br>M/F genital:<br>GU: <br>Neuro<br>Musculo:<br>Activity:<br>Psychosocial: <br>Derm: <br>Nutrition:<br>Sleep/Rest:<br>LMP: <br>STI Hx: |
    | _Vital Signs_ | |
    | _Labs_ | |
    | _Medications_ | |
    | _Past Medical History_ | |
    | _Past Surgical History_ | |
    | _Family History_ | |
    | _Social History_ | |
    | _Health Maintenance/ Screenings_ | |
    | _Physical Examination_ | General: <br>HEENT:<br>Neck: <br>Lungs:<br>Cardio<br>Breast: <br>GI: <br>M/F genital:<br>GU: <br>Neuro<br>Musculo:<br>Activity:<br>Psychosocial: <br>Derm: |
    | _Diagnosis_ | |
    | _Differential Diagnosis_ | |
    | _ICD 10 Coding_ | |
    | _Pharmacologic treatment plan_ | |
    | _Diagnostic/Lab Testing_ | |
    | _Education_ | |
    | _Anticipatory Guidance_ | |
    | _Follow up plan_ | |
    | _Prescription_ | See Below (scroll down) |
    | _References_ | |
    | _Grammar_ | |

    | |
    | — |
    | EA#: 101010101 STU Clinic LIC# 10000000 |
    | Tel: (000) 555-1234 FAX: (000) 555-12222 |
    | Patient Name: (Initials)______________________________ Age ___________<br>Date: _______________<br>RX ______________________________________<br>SIG:<br>Dispense: ___________ Refill: _________________<br>No Substitution<br> <br>Signature:____________________________________________________________ |

    Signature (with appropriate credentials):_____________________________________

    References (must use current evidence-based guidelines used to guide the care [Mandatory])

    **## SoapNoterubric.docx**

    | | |
    | — | — |
    | Demographics | **1 to >0.8 pts**<br>**Begins with patient initials, age, race, ethnicity and gender (5 demographics)** |
    | Chief Complaint (Reason for seeking health care) | **4 to >3 pts**<br>**Includes a direct quote from patient about presenting problem** |
    | History of the Present Illness (HPI) | **5 to >3 pts**<br>**Includes the presenting problem and the 8 dimensions of the problem (OLD CARTS – Onset, Location, Duration, Character, Aggravating factors, Relieving factors, Timing and Severity)** |
    | Allergies | **2 to >1.5 pts**<br>**Includes NKA (including = Drug, Environmental, Food, Herbal, and/or Latex or if allergies are present (reports for each severity of allergy AND description of allergy)** |
    | Review of Systems (ROS) | **2 to >1.5 pts**<br>**Includes all 8 vital signs, (BP (with patient position), HR, RR, temperature (with Fahrenheit or Celsius and route of temperature collection), weight, height, BMI (or percentiles for pediatric population) and pain.** |
    | Labs | **4 to >2 pts**<br>**Includes a list of all of the patient reported medications and the medical diagnosis for the medication (including name, dose, route, frequency)** |
    | Past Medical History | **3 to >2 pts**<br>**Includes (Major/Chronic, Trauma, Hospitalizations), for each medical diagnosis, year of diagnosis and whether the diagnosis is active or current** |
    | Past Surgical History | **3 to >2 pts**<br>**Includes, for each surgical procedure, the year of procedure and the indication for the procedure** |

    | | |
    | — | — |
    | Family History | **3 to >2 pts**<br>**Includes an assessment of at least 4 family members regarding, at a minimum, genetic disorders, diabetes, heart disease and cancer.** |
    | Social History | **3 to >2 pts**<br>**Includes all of the required following: tobacco use, drug use, alcohol use, marital status, employment status, current/previous occupation, sexual orientation, sexually active, contraceptive use, and living situation** |
    | Health Maintenance / Screenings | **3 to >2 pts**<br>**Includes a detailed assessment of immunization status and other health maintenance needs such as age-appropriate screenings and preventive measures Includes an assessment of at least 5 screening tests** |
    | Physical Examination | **15 to >8 pts**<br>**Includes a minimum of 4 assessments for each body system and assesses at least 5 body systems directed to chief complaint** |
    | Diagnosis | **5 to >3 pts**<br>**Includes a clear outline of the accurate principal diagnosis AND lists the remaining diagnoses addressed at the visit (in descending priority)** |
    | Differential Diagnosis | **5 to >3 pts**<br>**Includes at least 3 differential diagnoses for the principal diagnosis** |
    | Pharmacologic treatment plan | **5 to >3 pts**<br>**Includes a detailed pharmacologic treatment plan for each of the diagnoses listed under “assessment”. The plan includes ALL of the required following: drug name, dose, route, frequency, duration and cost as well as education related to pharmacologic agent. If the diagnosis is a chronic problem, student includes instructions on currently prescribed medications as above.** |

    | | |
    | — | — |
    | Diagnostic / Lab Testing | **3 to >2 pts**<br>**Includes appropriate diagnostic/lab testing 100% of the time OR acknowledges “no diagnostic testing clinically required at this time”** |
    | Education | **3 to >2 pts**<br>**Includes at least 3 strategies to promote and develop skills for managing their illness and at least 3 self-management methods on how to incorporate healthy behaviors into their lives** |
    | Anticipatory Guidance | **3 to >2 pts**<br>**Includes at least 3 primary prevention strategies (related to age/condition (i.e. immunizations, pediatric and pre-natal milestone anticipatory guidance)) and at least 2 secondary prevention strategies (related to age/condition (i.e. screening))** |
    | Follow Up Plan | **2 to >1 pts**<br>**Includes recommendation for follow up, including time frame (i.e. x # of days/weeks/months)** |
    | Prescription | **3 to >2 pts**<br>**Prescription includes all required components: patient information, date, drug name, dose, route, frequency, quantity to be dispensed, refills, and provider’s signature and credentials** |

    | | |
    | — | — |
    | Writing Mechanics, Citations, and APA Style | **3 to >2 pts**<br>**Effectively uses the literature and other resources to inform their work. Exceptional use of citations and extended referencing. APA style is correct, and writing is free of grammar and spelling errors.** |

    **## ASOAPnoteisamethodofdocumentationemployedbyhealthcareproviderstorecordandcommunicatepatientinformationinaclear.docx**

    A SOAP note is a method of documentation employed by healthcare providers to record and communicate patient information in a clear, structured, and in an organized manner. This assignment will provide students with the necessary tools to document patient care effectively, enhance their clinical skills, and prepare them for their roles as competent healthcare providers.

    **Instructions:**

    SOAP is an acronym that stands for Subjective, Objective, Assessment, and Plan. The episodic SOAP note is to be written using the attached template below.

    For all the SOAP note assignments, you will write a SOAP note about one of your patients and use the following acronym:

    | | |
    | — | — |
    | **S** = | Subjective data: Patient’s Chief Complaint (CC). |
    | **O** = | Objective data: Including client behavior, physical assessment, vital signs, and meds. |
    | **A** = | Assessment: Diagnosis of the patient's condition. Include differential diagnosis. |
    | **P** = | Plan: Treatment, diagnostic testing, and follow up |

    **## SOAPNoteTemplate-1.docx**

    | | |
    | — | — |
    | SOAP NOTE TEMPLATE<br>Review the Rubric for more Guidance |
    | _Demographics_ | |
    | _Chief Complaint (Reason for seeking health care)_ | |
    | _History of Present Illness (HPI)_ | |
    | _Allergies_ | |
    | _Review of Systems (ROS)_ | General: <br>HEENT:<br>Neck: <br>Lungs:<br>Cardio<br>Breast: <br>GI: <br>M/F genital:<br>GU: <br>Neuro<br>Musculo:<br>Activity:<br>Psychosocial: <br>Derm: <br>Nutrition:<br>Sleep/Rest:<br>LMP: <br>STI Hx: |
    | _Vital Signs_ | |
    | _Labs_ | |
    | _Medications_ | |
    | _Past Medical History_ | |
    | _Past Surgical History_ | |
    | _Family History_ | |
    | _Social History_ | |
    | _Health Maintenance/ Screenings_ | |
    | _Physical Examination_ | General: <br>HEENT:<br>Neck: <br>Lungs:<br>Cardio<br>Breast: <br>GI: <br>M/F genital:<br>GU: <br>Neuro<br>Musculo:<br>Activity:<br>Psychosocial: <br>Derm: |
    | _Diagnosis_ | |
    | _Differential Diagnosis_ | |
    | _ICD 10 Coding_ | |
    | _Pharmacologic treatment plan_ | |
    | _Diagnostic/Lab Testing_ | |
    | _Education_ | |
    | _Anticipatory Guidance_ | |
    | _Follow up plan_ | |
    | _Prescription_ | See Below (scroll down) |
    | _References_ | |
    | _Grammar_ | |

    | |
    | — |
    | EA#: 101010101 STU Clinic LIC# 10000000 |
    | Tel: (000) 555-1234 FAX: (000) 555-12222 |
    | Patient Name: (Initials)______________________________ Age ___________<br>Date: _______________<br>RX ______________________________________<br>SIG:<br>Dispense: ___________ Refill: _________________<br>No Substitution<br> <br>Signature:____________________________________________________________ |

    Signature (with appropriate credentials):_____________________________________

    References (must use current evidence-based guidelines used to guide the care [Mandatory])

    **## SoapNoterubric.docx**

    | | |
    | — | — |
    | Demographics | **1 to >0.8 pts**<br>**Begins with patient initials, age, race, ethnicity and gender (5 demographics)** |
    | Chief Complaint (Reason for seeking health care) | **4 to >3 pts**<br>**Includes a direct quote from patient about presenting problem** |
    | History of the Present Illness (HPI) | **5 to >3 pts**<br>**Includes the presenting problem and the 8 dimensions of the problem (OLD CARTS – Onset, Location, Duration, Character, Aggravating factors, Relieving factors, Timing and Severity)** |
    | Allergies | **2 to >1.5 pts**<br>**Includes NKA (including = Drug, Environmental, Food, Herbal, and/or Latex or if allergies are present (reports for each severity of allergy AND description of allergy)** |
    | Review of Systems (ROS) | **2 to >1.5 pts**<br>**Includes all 8 vital signs, (BP (with patient position), HR, RR, temperature (with Fahrenheit or Celsius and route of temperature collection), weight, height, BMI (or percentiles for pediatric population) and pain.** |
    | Labs | **4 to >2 pts**<br>**Includes a list of all of the patient reported medications and the medical diagnosis for the medication (including name, dose, route, frequency)** |
    | Past Medical History | **3 to >2 pts**<br>**Includes (Major/Chronic, Trauma, Hospitalizations), for each medical diagnosis, year of diagnosis and whether the diagnosis is active or current** |
    | Past Surgical History | **3 to >2 pts**<br>**Includes, for each surgical procedure, the year of procedure and the indication for the procedure** |

    | | |
    | — | — |
    | Family History | **3 to >2 pts**<br>**Includes an assessment of at least 4 family members regarding, at a minimum, genetic disorders, diabetes, heart disease and cancer.** |
    | Social History | **3 to >2 pts**<br>**Includes all of the required following: tobacco use, drug use, alcohol use, marital status, employment status, current/previous occupation, sexual orientation, sexually active, contraceptive use, and living situation** |
    | Health Maintenance / Screenings | **3 to >2 pts**<br>**Includes a detailed assessment of immunization status and other health maintenance needs such as age-appropriate screenings and preventive measures Includes an assessment of at least 5 screening tests** |
    | Physical Examination | **15 to >8 pts**<br>**Includes a minimum of 4 assessments for each body system and assesses at least 5 body systems directed to chief complaint** |
    | Diagnosis | **5 to >3 pts**<br>**Includes a clear outline of the accurate principal diagnosis AND lists the remaining diagnoses addressed at the visit (in descending priority)** |
    | Differential Diagnosis | **5 to >3 pts**<br>**Includes at least 3 differential diagnoses for the principal diagnosis** |
    | Pharmacologic treatment plan | **5 to >3 pts**<br>**Includes a detailed pharmacologic treatment plan for each of the diagnoses listed under “assessment”. The plan includes ALL of the required following: drug name, dose, route, frequency, duration and cost as well as education related to pharmacologic agent. If the diagnosis is a chronic problem, student includes instructions on currently prescribed medications as above.** |

    | | |
    | — | — |
    | Diagnostic / Lab Testing | **3 to >2 pts**<br>**Includes appropriate diagnostic/lab testing 100% of the time OR acknowledges “no diagnostic testing clinically required at this time”** |
    | Education | **3 to >2 pts**<br>**Includes at least 3 strategies to promote and develop skills for managing their illness and at least 3 self-management methods on how to incorporate healthy behaviors into their lives** |
    | Anticipatory Guidance | **3 to >2 pts**<br>**Includes at least 3 primary prevention strategies (related to age/condition (i.e. immunizations, pediatric and pre-natal milestone anticipatory guidance)) and at least 2 secondary prevention strategies (related to age/condition (i.e. screening))** |
    | Follow Up Plan | **2 to >1 pts**<br>**Includes recommendation for follow up, including time frame (i.e. x # of days/weeks/months)** |
    | Prescription | **3 to >2 pts**<br>**Prescription includes all required components: patient information, date, drug name, dose, route, frequency, quantity to be dispensed, refills, and provider’s signature and credentials** |

    | | |
    | — | — |
    | Writing Mechanics, Citations, and APA Style | **3 to >2 pts**<br>**Effectively uses the literature and other resources to inform their work. Exceptional use of citations and extended referencing. APA style is correct, and writing is free of grammar and spelling errors.** |

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    Assignment Prompt & Instructions

    See attached

    – ## QAPI1.docx

    – ## downloadfile8.PDF

    **## QAPI1.docx**

    2

    **Discussion**

    Student’s Name

    Institutional Affiliation

    Professor’s Name

    Course Name

    Due Date

    The uniqueness of Continuing Care Retirement Communities (CCRCs) needs to be maintained as their services are extended. Learning from the market, the demographics of the immediate area, and the changing needs of older persons is the first step towards strategic expansion. CCRCs need to advocate for health, independence, and care continuity in a person-centered manner. The SQUIRE 2.0 framework fosters responsible expansion through contextual awareness, theory-guided interventions, and careful evaluation (Ogrinc et al., 2015). Adapting expansion plans to the surrounding area's values, interests, and needs facilitates scaling and sustaining healthcare ecosystems.

    One of the most critical aspects of a CCRC's growth plan must be developing successful, not competing, relationships with the hospital and other long-term care organizations. Partnerships with local hospitals, university programs, and telemedicine providers may enhance specialist care and reduce hospital readmissions without compromising the CCRC's goal. Using external knowledge and internal autonomy, CCRCs may become major healthcare players. Integrating electronic health records and predictive analytics for resident health monitoring increases operational efficiency and resident outcomes, harmonizing with SQUIRE 2.0's "systems" approach to linked healthcare services (Ogrinc et al., 2015).

    Growing without losing its identity requires a solid communication strategy that defines the CCRC. Comprehensive care, resident empowerment, and aging continuity must be promoted in community marketing. Service design should include regular needs assessments and stakeholder input to enhance quality (Brown et al., 2021). It creates a feedback-rich environment where growth attempts match resident and community expectations. Transparency in decision-making and resident and family participation in governance committees may strengthen community ownership and reduce alienation as the organization grows.

    The importance of ethical considerations in growth cannot be overstated. Expanding too quickly or without enough infrastructure might undermine care quality and staff well-being, breaking quality improvement framework ethics (Ogrinc et al., 2015). Before implementing interventions, CCRCs must consider opportunity costs, such as diverting resources from current programs, and rigorously analyze treatments. Sustainable development must be iterative and led by real-world data, as SQUIRE studies treatments and adapts depending on contextual input. CCRCs may grow while retaining their identity and value to communities by following this balanced, ethical, and data-driven plan.

    **References**

    Brown, H., Jacobson, S., Cockrell, M., Sutt, J., Allen, K., & Copeland, A. (2021). A Five-Step Stakeholder Communication Plan for More Effective Natural Resource Management.
    _Journal of Extension_,
    _59_(Autumn 2021). https://doi.org/10.34068/joe.59.04.06

    Ogrinc, G., Davies, L., Goodman, D., Batalden, P., Davidoff, F., & Stevens, D. (2015). Squire 2.0 (Standards for Quality Improvement Reporting Excellence): Revised Publication Guidelines From a Detailed Consensus Process.
    _American Journal of Critical Care_,
    _24_(6), 466–473. https://doi.org/10.4037/ajcc2015455

    **## downloadfile8.PDF**

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Template
    for
    Asking
    PICOT
    Questions

    INTERVENTION

    In
    ____________________(P),
    how
    does
    ____________________
    (I)
    compared
    to

    ____________________(C)
    affect
    _____________________(O)
    within
    ___________(T)?

    THERAPY

    In
    __________________(P),
    what
    is
    the
    effect
    of
    __________________(I)
    compared
    to

    \_\_\___________
    (C)
    on
    ________________(O
    within
    _____________(T)?

    PROGNOSIS/PREDICTION

    In
    ______________
    (P),
    how
    does
    ___________________
    (I)
    compared
    to
    _____________(C)

    influence
    __________________
    (O)
    over
    _______________
    (T)?

    DIAGNOSIS
    OR
    DIAGNOSTIC
    TEST

    In
    ___________________(P)
    are/is
    ____________________(I)

    compared
    with

    _______________________(C)
    more
    accurate
    in
    diagnosing
    _________________(O)?

    ETIOLOGY

    Are____________________
    (P),
    who
    have
    ____________________
    (I)
    compared
    with
    those

    without
    ____________________(C)
    at
    ____________
    risk
    for/of

    ____________________(O)
    over
    ________________(T)?

    MEANING

    How
    do
    _______________________
    (P)
    with
    _______________________
    (I)

    perceive

    \_\_\_____________________
    (O)
    during
    ________________(T)?

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Short
    Definitions
    of
    Different
    Types
    of
    Questions

    Intervention/Therapy:
    Questions
    addressing
    the
    treatment
    of
    an
    illness
    or
    disability.

    Etiology:
    Questions
    addressing
    the
    causes
    or
    origins
    of
    disease
    (i.e.,
    factors
    that
    produce
    or

    predispose
    toward
    a
    certain
    disease
    or
    disorder).

    Diagnosis:
    Questions
    addressing
    the
    act
    or
    process
    of
    identifying
    or
    determining
    the
    nature
    and

    cause
    of
    a
    disease
    or
    injury
    through
    evaluation.

    Prognosis/Prediction:
    Questions
    addressing
    the
    prediction
    of
    the
    course
    of
    a
    disease.

    Meaning:
    Questions
    addressing
    how
    one
    experiences
    a
    phenomenon.

    Sample
    Questions:

    Intervention:
    In
    African-­‐American
    female
    adolescents
    with
    hepatitis
    B
    (P),
    how
    does

    acetaminophen
    (I)
    compared
    to
    ibuprofen
    (C)
    affect
    liver
    function
    (O)?

    Therapy:
    In
    children
    with
    spastic
    cerebral
    palsy
    (P),
    what
    is
    the
    effect
    of
    splinting
    and
    casting(I)

    compared
    to
    constraint-­‐
    induced
    therapy
    (C)
    on
    two-­‐handed
    skill
    development
    (O)?

    Prognosis/Prediction:

    1)
    For
    patients
    65
    years
    and
    older
    (P),
    how
    does
    the
    use
    of
    an
    influenza
    vaccine
    (I)
    compared
    to

    not
    received
    the
    vaccine
    (C)
    influence
    the
    risk
    of
    developing
    pneumonia
    (O)
    during
    flu
    season

    (T)?

    2)
    In
    patients
    who
    have
    experienced
    an
    acute
    myocardial
    infarction
    (P),
    how
    does
    being
    a

    smoker
    (I)
    compared
    to
    a
    non-­‐smoker
    (C)
    influence
    death
    and
    infarction
    rates
    (O)
    during
    the

    first
    5
    years
    after
    the
    myocardial
    infarction
    (T)?

    Diagnosis:
    In
    middle-­‐aged
    males
    with
    suspected
    myocardial
    infarction
    (P),
    are
    serial
    12-­‐lead

    ECGs
    (I)
    compared
    to
    one
    initial
    12-­‐lead
    ECG
    (C)
    more
    accurate
    in
    diagnosing
    an
    acute

    myocardial
    infarction
    (O)?

    Etiology:
    Are
    30-­‐
    to
    50-­‐year-­‐old
    women
    (P)
    who
    have
    high
    blood
    pressure
    (I)
    compared
    with

    those
    without
    high
    blood
    pressure
    (C)
    at
    increased
    risk
    for
    an
    acute
    myocardial
    infarction
    (O)

    during
    the
    first
    year
    after
    hysterectomy
    (T)?

    Meaning:
    How
    do
    young
    males
    (P)
    with
    a
    diagnosis
    of
    below
    the
    waist
    paralysis
    (I)
    perceive

    their
    interactions
    with
    their
    romantic
    significant
    others
    (O)
    during
    the
    first
    year
    after
    their

    diagnosis
    (T)?

    **## downloadfile8.PDF**

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Template
    for
    Asking
    PICOT
    Questions

    INTERVENTION

    In
    ____________________(P),
    how
    does
    ____________________
    (I)
    compared
    to

    ____________________(C)
    affect
    _____________________(O)
    within
    ___________(T)?

    THERAPY

    In
    __________________(P),
    what
    is
    the
    effect
    of
    __________________(I)
    compared
    to

    \_\_\___________
    (C)
    on
    ________________(O
    within
    _____________(T)?

    PROGNOSIS/PREDICTION

    In
    ______________
    (P),
    how
    does
    ___________________
    (I)
    compared
    to
    _____________(C)

    influence
    __________________
    (O)
    over
    _______________
    (T)?

    DIAGNOSIS
    OR
    DIAGNOSTIC
    TEST

    In
    ___________________(P)
    are/is
    ____________________(I)

    compared
    with

    _______________________(C)
    more
    accurate
    in
    diagnosing
    _________________(O)?

    ETIOLOGY

    Are____________________
    (P),
    who
    have
    ____________________
    (I)
    compared
    with
    those

    without
    ____________________(C)
    at
    ____________
    risk
    for/of

    ____________________(O)
    over
    ________________(T)?

    MEANING

    How
    do
    _______________________
    (P)
    with
    _______________________
    (I)

    perceive

    \_\_\_____________________
    (O)
    during
    ________________(T)?

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Short
    Definitions
    of
    Different
    Types
    of
    Questions

    Intervention/Therapy:
    Questions
    addressing
    the
    treatment
    of
    an
    illness
    or
    disability.

    Etiology:
    Questions
    addressing
    the
    causes
    or
    origins
    of
    disease
    (i.e.,
    factors
    that
    produce
    or

    predispose
    toward
    a
    certain
    disease
    or
    disorder).

    Diagnosis:
    Questions
    addressing
    the
    act
    or
    process
    of
    identifying
    or
    determining
    the
    nature
    and

    cause
    of
    a
    disease
    or
    injury
    through
    evaluation.

    Prognosis/Prediction:
    Questions
    addressing
    the
    prediction
    of
    the
    course
    of
    a
    disease.

    Meaning:
    Questions
    addressing
    how
    one
    experiences
    a
    phenomenon.

    Sample
    Questions:

    Intervention:
    In
    African-­‐American
    female
    adolescents
    with
    hepatitis
    B
    (P),
    how
    does

    acetaminophen
    (I)
    compared
    to
    ibuprofen
    (C)
    affect
    liver
    function
    (O)?

    Therapy:
    In
    children
    with
    spastic
    cerebral
    palsy
    (P),
    what
    is
    the
    effect
    of
    splinting
    and
    casting(I)

    compared
    to
    constraint-­‐
    induced
    therapy
    (C)
    on
    two-­‐handed
    skill
    development
    (O)?

    Prognosis/Prediction:

    1)
    For
    patients
    65
    years
    and
    older
    (P),
    how
    does
    the
    use
    of
    an
    influenza
    vaccine
    (I)
    compared
    to

    not
    received
    the
    vaccine
    (C)
    influence
    the
    risk
    of
    developing
    pneumonia
    (O)
    during
    flu
    season

    (T)?

    2)
    In
    patients
    who
    have
    experienced
    an
    acute
    myocardial
    infarction
    (P),
    how
    does
    being
    a

    smoker
    (I)
    compared
    to
    a
    non-­‐smoker
    (C)
    influence
    death
    and
    infarction
    rates
    (O)
    during
    the

    first
    5
    years
    after
    the
    myocardial
    infarction
    (T)?

    Diagnosis:
    In
    middle-­‐aged
    males
    with
    suspected
    myocardial
    infarction
    (P),
    are
    serial
    12-­‐lead

    ECGs
    (I)
    compared
    to
    one
    initial
    12-­‐lead
    ECG
    (C)
    more
    accurate
    in
    diagnosing
    an
    acute

    myocardial
    infarction
    (O)?

    Etiology:
    Are
    30-­‐
    to
    50-­‐year-­‐old
    women
    (P)
    who
    have
    high
    blood
    pressure
    (I)
    compared
    with

    those
    without
    high
    blood
    pressure
    (C)
    at
    increased
    risk
    for
    an
    acute
    myocardial
    infarction
    (O)

    during
    the
    first
    year
    after
    hysterectomy
    (T)?

    Meaning:
    How
    do
    young
    males
    (P)
    with
    a
    diagnosis
    of
    below
    the
    waist
    paralysis
    (I)
    perceive

    their
    interactions
    with
    their
    romantic
    significant
    others
    (O)
    during
    the
    first
    year
    after
    their

    diagnosis
    (T)?

    **## QAPI1.docx**

    2

    **Discussion**

    Student’s Name

    Institutional Affiliation

    Professor’s Name

    Course Name

    Due Date

    The uniqueness of Continuing Care Retirement Communities (CCRCs) needs to be maintained as their services are extended. Learning from the market, the demographics of the immediate area, and the changing needs of older persons is the first step towards strategic expansion. CCRCs need to advocate for health, independence, and care continuity in a person-centered manner. The SQUIRE 2.0 framework fosters responsible expansion through contextual awareness, theory-guided interventions, and careful evaluation (Ogrinc et al., 2015). Adapting expansion plans to the surrounding area's values, interests, and needs facilitates scaling and sustaining healthcare ecosystems.

    One of the most critical aspects of a CCRC's growth plan must be developing successful, not competing, relationships with the hospital and other long-term care organizations. Partnerships with local hospitals, university programs, and telemedicine providers may enhance specialist care and reduce hospital readmissions without compromising the CCRC's goal. Using external knowledge and internal autonomy, CCRCs may become major healthcare players. Integrating electronic health records and predictive analytics for resident health monitoring increases operational efficiency and resident outcomes, harmonizing with SQUIRE 2.0's "systems" approach to linked healthcare services (Ogrinc et al., 2015).

    Growing without losing its identity requires a solid communication strategy that defines the CCRC. Comprehensive care, resident empowerment, and aging continuity must be promoted in community marketing. Service design should include regular needs assessments and stakeholder input to enhance quality (Brown et al., 2021). It creates a feedback-rich environment where growth attempts match resident and community expectations. Transparency in decision-making and resident and family participation in governance committees may strengthen community ownership and reduce alienation as the organization grows.

    The importance of ethical considerations in growth cannot be overstated. Expanding too quickly or without enough infrastructure might undermine care quality and staff well-being, breaking quality improvement framework ethics (Ogrinc et al., 2015). Before implementing interventions, CCRCs must consider opportunity costs, such as diverting resources from current programs, and rigorously analyze treatments. Sustainable development must be iterative and led by real-world data, as SQUIRE studies treatments and adapts depending on contextual input. CCRCs may grow while retaining their identity and value to communities by following this balanced, ethical, and data-driven plan.

    **References**

    Brown, H., Jacobson, S., Cockrell, M., Sutt, J., Allen, K., & Copeland, A. (2021). A Five-Step Stakeholder Communication Plan for More Effective Natural Resource Management.
    _Journal of Extension_,
    _59_(Autumn 2021). https://doi.org/10.34068/joe.59.04.06

    Ogrinc, G., Davies, L., Goodman, D., Batalden, P., Davidoff, F., & Stevens, D. (2015). Squire 2.0 (Standards for Quality Improvement Reporting Excellence): Revised Publication Guidelines From a Detailed Consensus Process.
    _American Journal of Critical Care_,
    _24_(6), 466–473. https://doi.org/10.4037/ajcc2015455

    **## downloadfile8.PDF**

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Template
    for
    Asking
    PICOT
    Questions

    INTERVENTION

    In
    ____________________(P),
    how
    does
    ____________________
    (I)
    compared
    to

    ____________________(C)
    affect
    _____________________(O)
    within
    ___________(T)?

    THERAPY

    In
    __________________(P),
    what
    is
    the
    effect
    of
    __________________(I)
    compared
    to

    \_\_\___________
    (C)
    on
    ________________(O
    within
    _____________(T)?

    PROGNOSIS/PREDICTION

    In
    ______________
    (P),
    how
    does
    ___________________
    (I)
    compared
    to
    _____________(C)

    influence
    __________________
    (O)
    over
    _______________
    (T)?

    DIAGNOSIS
    OR
    DIAGNOSTIC
    TEST

    In
    ___________________(P)
    are/is
    ____________________(I)

    compared
    with

    _______________________(C)
    more
    accurate
    in
    diagnosing
    _________________(O)?

    ETIOLOGY

    Are____________________
    (P),
    who
    have
    ____________________
    (I)
    compared
    with
    those

    without
    ____________________(C)
    at
    ____________
    risk
    for/of

    ____________________(O)
    over
    ________________(T)?

    MEANING

    How
    do
    _______________________
    (P)
    with
    _______________________
    (I)

    perceive

    \_\_\_____________________
    (O)
    during
    ________________(T)?

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Short
    Definitions
    of
    Different
    Types
    of
    Questions

    Intervention/Therapy:
    Questions
    addressing
    the
    treatment
    of
    an
    illness
    or
    disability.

    Etiology:
    Questions
    addressing
    the
    causes
    or
    origins
    of
    disease
    (i.e.,
    factors
    that
    produce
    or

    predispose
    toward
    a
    certain
    disease
    or
    disorder).

    Diagnosis:
    Questions
    addressing
    the
    act
    or
    process
    of
    identifying
    or
    determining
    the
    nature
    and

    cause
    of
    a
    disease
    or
    injury
    through
    evaluation.

    Prognosis/Prediction:
    Questions
    addressing
    the
    prediction
    of
    the
    course
    of
    a
    disease.

    Meaning:
    Questions
    addressing
    how
    one
    experiences
    a
    phenomenon.

    Sample
    Questions:

    Intervention:
    In
    African-­‐American
    female
    adolescents
    with
    hepatitis
    B
    (P),
    how
    does

    acetaminophen
    (I)
    compared
    to
    ibuprofen
    (C)
    affect
    liver
    function
    (O)?

    Therapy:
    In
    children
    with
    spastic
    cerebral
    palsy
    (P),
    what
    is
    the
    effect
    of
    splinting
    and
    casting(I)

    compared
    to
    constraint-­‐
    induced
    therapy
    (C)
    on
    two-­‐handed
    skill
    development
    (O)?

    Prognosis/Prediction:

    1)
    For
    patients
    65
    years
    and
    older
    (P),
    how
    does
    the
    use
    of
    an
    influenza
    vaccine
    (I)
    compared
    to

    not
    received
    the
    vaccine
    (C)
    influence
    the
    risk
    of
    developing
    pneumonia
    (O)
    during
    flu
    season

    (T)?

    2)
    In
    patients
    who
    have
    experienced
    an
    acute
    myocardial
    infarction
    (P),
    how
    does
    being
    a

    smoker
    (I)
    compared
    to
    a
    non-­‐smoker
    (C)
    influence
    death
    and
    infarction
    rates
    (O)
    during
    the

    first
    5
    years
    after
    the
    myocardial
    infarction
    (T)?

    Diagnosis:
    In
    middle-­‐aged
    males
    with
    suspected
    myocardial
    infarction
    (P),
    are
    serial
    12-­‐lead

    ECGs
    (I)
    compared
    to
    one
    initial
    12-­‐lead
    ECG
    (C)
    more
    accurate
    in
    diagnosing
    an
    acute

    myocardial
    infarction
    (O)?

    Etiology:
    Are
    30-­‐
    to
    50-­‐year-­‐old
    women
    (P)
    who
    have
    high
    blood
    pressure
    (I)
    compared
    with

    those
    without
    high
    blood
    pressure
    (C)
    at
    increased
    risk
    for
    an
    acute
    myocardial
    infarction
    (O)

    during
    the
    first
    year
    after
    hysterectomy
    (T)?

    Meaning:
    How
    do
    young
    males
    (P)
    with
    a
    diagnosis
    of
    below
    the
    waist
    paralysis
    (I)
    perceive

    their
    interactions
    with
    their
    romantic
    significant
    others
    (O)
    during
    the
    first
    year
    after
    their

    diagnosis
    (T)?

    **## QAPI1.docx**

    2

    **Discussion**

    Student’s Name

    Institutional Affiliation

    Professor’s Name

    Course Name

    Due Date

    The uniqueness of Continuing Care Retirement Communities (CCRCs) needs to be maintained as their services are extended. Learning from the market, the demographics of the immediate area, and the changing needs of older persons is the first step towards strategic expansion. CCRCs need to advocate for health, independence, and care continuity in a person-centered manner. The SQUIRE 2.0 framework fosters responsible expansion through contextual awareness, theory-guided interventions, and careful evaluation (Ogrinc et al., 2015). Adapting expansion plans to the surrounding area's values, interests, and needs facilitates scaling and sustaining healthcare ecosystems.

    One of the most critical aspects of a CCRC's growth plan must be developing successful, not competing, relationships with the hospital and other long-term care organizations. Partnerships with local hospitals, university programs, and telemedicine providers may enhance specialist care and reduce hospital readmissions without compromising the CCRC's goal. Using external knowledge and internal autonomy, CCRCs may become major healthcare players. Integrating electronic health records and predictive analytics for resident health monitoring increases operational efficiency and resident outcomes, harmonizing with SQUIRE 2.0's "systems" approach to linked healthcare services (Ogrinc et al., 2015).

    Growing without losing its identity requires a solid communication strategy that defines the CCRC. Comprehensive care, resident empowerment, and aging continuity must be promoted in community marketing. Service design should include regular needs assessments and stakeholder input to enhance quality (Brown et al., 2021). It creates a feedback-rich environment where growth attempts match resident and community expectations. Transparency in decision-making and resident and family participation in governance committees may strengthen community ownership and reduce alienation as the organization grows.

    The importance of ethical considerations in growth cannot be overstated. Expanding too quickly or without enough infrastructure might undermine care quality and staff well-being, breaking quality improvement framework ethics (Ogrinc et al., 2015). Before implementing interventions, CCRCs must consider opportunity costs, such as diverting resources from current programs, and rigorously analyze treatments. Sustainable development must be iterative and led by real-world data, as SQUIRE studies treatments and adapts depending on contextual input. CCRCs may grow while retaining their identity and value to communities by following this balanced, ethical, and data-driven plan.

    **References**

    Brown, H., Jacobson, S., Cockrell, M., Sutt, J., Allen, K., & Copeland, A. (2021). A Five-Step Stakeholder Communication Plan for More Effective Natural Resource Management.
    _Journal of Extension_,
    _59_(Autumn 2021). https://doi.org/10.34068/joe.59.04.06

    Ogrinc, G., Davies, L., Goodman, D., Batalden, P., Davidoff, F., & Stevens, D. (2015). Squire 2.0 (Standards for Quality Improvement Reporting Excellence): Revised Publication Guidelines From a Detailed Consensus Process.
    _American Journal of Critical Care_,
    _24_(6), 466–473. https://doi.org/10.4037/ajcc2015455

    **## downloadfile8.PDF**

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Template
    for
    Asking
    PICOT
    Questions

    INTERVENTION

    In
    ____________________(P),
    how
    does
    ____________________
    (I)
    compared
    to

    ____________________(C)
    affect
    _____________________(O)
    within
    ___________(T)?

    THERAPY

    In
    __________________(P),
    what
    is
    the
    effect
    of
    __________________(I)
    compared
    to

    \_\_\___________
    (C)
    on
    ________________(O
    within
    _____________(T)?

    PROGNOSIS/PREDICTION

    In
    ______________
    (P),
    how
    does
    ___________________
    (I)
    compared
    to
    _____________(C)

    influence
    __________________
    (O)
    over
    _______________
    (T)?

    DIAGNOSIS
    OR
    DIAGNOSTIC
    TEST

    In
    ___________________(P)
    are/is
    ____________________(I)

    compared
    with

    _______________________(C)
    more
    accurate
    in
    diagnosing
    _________________(O)?

    ETIOLOGY

    Are____________________
    (P),
    who
    have
    ____________________
    (I)
    compared
    with
    those

    without
    ____________________(C)
    at
    ____________
    risk
    for/of

    ____________________(O)
    over
    ________________(T)?

    MEANING

    How
    do
    _______________________
    (P)
    with
    _______________________
    (I)

    perceive

    \_\_\_____________________
    (O)
    during
    ________________(T)?

    Adapted from the PICOT Questions Template; Ellen Fineout-Overholt, 2006. This form may be used for educational & research purposes without permission.

    Short
    Definitions
    of
    Different
    Types
    of
    Questions

    Intervention/Therapy:
    Questions
    addressing
    the
    treatment
    of
    an
    illness
    or
    disability.

    Etiology:
    Questions
    addressing
    the
    causes
    or
    origins
    of
    disease
    (i.e.,
    factors
    that
    produce
    or

    predispose
    toward
    a
    certain
    disease
    or
    disorder).

    Diagnosis:
    Questions
    addressing
    the
    act
    or
    process
    of
    identifying
    or
    determining
    the
    nature
    and

    cause
    of
    a
    disease
    or
    injury
    through
    evaluation.

    Prognosis/Prediction:
    Questions
    addressing
    the
    prediction
    of
    the
    course
    of
    a
    disease.

    Meaning:
    Questions
    addressing
    how
    one
    experiences
    a
    phenomenon.

    Sample
    Questions:

    Intervention:
    In
    African-­‐American
    female
    adolescents
    with
    hepatitis
    B
    (P),
    how
    does

    acetaminophen
    (I)
    compared
    to
    ibuprofen
    (C)
    affect
    liver
    function
    (O)?

    Therapy:
    In
    children
    with
    spastic
    cerebral
    palsy
    (P),
    what
    is
    the
    effect
    of
    splinting
    and
    casting(I)

    compared
    to
    constraint-­‐
    induced
    therapy
    (C)
    on
    two-­‐handed
    skill
    development
    (O)?

    Prognosis/Prediction:

    1)
    For
    patients
    65
    years
    and
    older
    (P),
    how
    does
    the
    use
    of
    an
    influenza
    vaccine
    (I)
    compared
    to

    not
    received
    the
    vaccine
    (C)
    influence
    the
    risk
    of
    developing
    pneumonia
    (O)
    during
    flu
    season

    (T)?

    2)
    In
    patients
    who
    have
    experienced
    an
    acute
    myocardial
    infarction
    (P),
    how
    does
    being
    a

    smoker
    (I)
    compared
    to
    a
    non-­‐smoker
    (C)
    influence
    death
    and
    infarction
    rates
    (O)
    during
    the

    first
    5
    years
    after
    the
    myocardial
    infarction
    (T)?

    Diagnosis:
    In
    middle-­‐aged
    males
    with
    suspected
    myocardial
    infarction
    (P),
    are
    serial
    12-­‐lead

    ECGs
    (I)
    compared
    to
    one
    initial
    12-­‐lead
    ECG
    (C)
    more
    accurate
    in
    diagnosing
    an
    acute

    myocardial
    infarction
    (O)?

    Etiology:
    Are
    30-­‐
    to
    50-­‐year-­‐old
    women
    (P)
    who
    have
    high
    blood
    pressure
    (I)
    compared
    with

    those
    without
    high
    blood
    pressure
    (C)
    at
    increased
    risk
    for
    an
    acute
    myocardial
    infarction
    (O)

    during
    the
    first
    year
    after
    hysterectomy
    (T)?

    Meaning:
    How
    do
    young
    males
    (P)
    with
    a
    diagnosis
    of
    below
    the
    waist
    paralysis
    (I)
    perceive

    their
    interactions
    with
    their
    romantic
    significant
    others
    (O)
    during
    the
    first
    year
    after
    their

    diagnosis
    (T)?

    – 1
    – 2

  • [Solved] DLE2

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    Develop a PowerPoint presentation on a Mitral valve prolapse discussed in the McCance & Huether’s Pathophysiology, 9th Edition text book. The presentation must provide information about the incidence, prevalence, and pathophysiology of the disease/disorder to the cellular level. The presentation mus…

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    Develop a PowerPoint presentation on a Mitral valve prolapse discussed in the McCance & Huether’s Pathophysiology, 9th Edition text book.
    The presentation must provide information about the incidence, prevalence, and pathophysiology of the disease/disorder to the cellular level. The presentation must educate advanced practice nurses on assessment and care/treatment, including genetics/genomics—specific for this disorder. Patient education for management, cultural, and spiritual considerations for care must also be addressed. The presentation must specifically address how the disease/disorder affects 1 of the following age groups: infant/child, adult, or elderly.
    **Format Requirements:**
    – Followed APA format including citation of references.
    – Power point presentation with 10-15 slides were clear and easy to read. Speaker notes expanded upon and clarified content on the slides.
    – Incorporate a minimum of 4 current (published within last five years) scholarly journal articles or primary legal sources (statutes, court opinions) within your work. Journal articles and books should be referenced according to APA style (the library has a copy of the APA Manual).
    **Content Requirements:**
    – Provide information about the incidence, prevalence, and pathophysiology of the mitral valve prolapse to the cellular level.
    – Educate advanced practice nurses on assessment and care/treatment, including genetics/genomics—specific for this mitral valve prolapse
    – Provide patient education for management, cultural, and spiritual considerations for care must also be addressed.
    – Must specifically address how the mitral valve prolapse affects 1 of the following age groups: infant/child, adult, or elderly.

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    – ## psychwk3.docx **## psychwk3.docx** **Discussion 1** Read the section in your textbook discussing the various ways culture impacts our memory on p. 283-285 and refer back to it for the following questions: Based on **Floyd, K. (2017).** **_Interpersonal Communication_ (4th ed.)**, here’s how cul…

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    Assignment Prompt & Instructions

    – ## psychwk3.docx

    **## psychwk3.docx**

    **Discussion 1**

    Read the section in your textbook discussing the various ways culture impacts our memory on p. 283-285 and refer back to it for the following questions:

    Based on
    **Floyd, K. (2017).**
    **_Interpersonal Communication_ (4th ed.)**, here’s how culture impacts memory:

    **How Culture Impacts Memory (According to Floyd, 2017):**

    1.
    **Cultural Differences in Memory Content**
    Culture influences
    **what kinds of information people tend to remember**. For example, individuals from
    **collectivist cultures** often remember social information and relational contexts more vividly, while those from
    **individualistic cultures** tend to focus on personal experiences and individual-centered memories.

    2.
    **Memory Organization and Recall**
    People from different cultural backgrounds organize and retrieve memories in ways that reflect their cultural values. For instance, members of collectivist cultures might recall events with a greater emphasis on group dynamics and interpersonal relationships, whereas members of individualistic cultures emphasize personal feelings and actions.

    3.
    **Cultural Schemas Influence Memory Processing**
    The mental frameworks shaped by cultural values and norms—called
    **schemas**—affect both the encoding (storage) and retrieval of memories. These schemas help filter which information is attended to and later recalled, making memory a culturally influenced process.

    4.
    **Cultural Norms Affect Emotional Memory**
    Since cultures vary in how emotions are expressed or valued, this also influences how emotional experiences are remembered. Some cultures may encourage the recall of emotionally positive experiences, while others might value restraint and remembering events with a balanced or collective perspective.

    5.
    **Memory and Communication Context**
    Because culture affects communication patterns, it also shapes how people narrate memories. For example, storytelling styles and the importance of relational context in memory sharing differ across cultures.

    **In summary:**

    Culture plays a key role in shaping
    **what we remember, how we organize memories, the emotional tone of memories, and how we share them with others**. Memory is not just an individual cognitive process but one deeply intertwined with cultural values and interpersonal communication practices.

    If you want, I can help you find exact quotes or page references from Floyd’s book related to this, or assist with integrating this into an assignment!

    _(Note: the textbook and e-book pages do not line up. While in the e-book, the actual page numbers will be indicated on the right hand on the screen within the text of the chapters) I DON’T HAVE THE TEXTBOOK, SO ANSWER AS BEST YOU CAN_

    1. Summarize two examples from the above section of the textbook of how culture impacts memory.

    2. What memory processes do you think are universal and not impacted by cultural differences? Would you describe the overall process of forming memory as "universal" across cultures? Why or why not?

    3. Research a current event in
    **your assigned country** (JAPAN) (
    _an event that is not COVID-19)_. Please include the link to a news article about this event and summarize it here.

    4. Using what you researched, discuss how being from that country/culture might impact the experience and memory of that particular event. Be sure to link your answer back to the readings from the textbook.

    **_Note – the response post format is a little different this week!_**

    1. Refer to the current event your classmate discussed in their Main Post. How might someone from
    **your assigned country** experience hearing about/remember this event differently?
    **Use Germany since our assigned country Japan. You wrote this for me.**

    2. COVID-19 was a global pandemic, affecting everyone differently. Briefly discuss how the pandemic directly impacted
    **your assigned country**. How may someone from your assigned country remember the pandemic differently in the future?

    **Discussion Board 2**

    Top of Form

    **Introduction**

    Sometimes people confuse being aggressive with being assertive. To assert your rights is to calmly state how you feel and propose a solution, while being aggressive is forcing your ideas on others. Rather than stating your opinion, you use a hostile tone and demanding your desires, the response you receive may either be equally aggressive and an argument escalates, or there is no response, the receiver shuts down, and no communication takes place. Many times aggressive communication creates more conflict. The Lecture Notes for Chapter 5 explains the four steps to communicating assertively: 1) define the problem, 2) state how the problem affects you, 3) propose solutions that are workable, and 4) confirm understanding. It is important to know when you should assert your rights and when it may be best to not give an assertive response. For example, if it is pouring rain outside but your grandmother wants you to take her to the store, rather than assert your right not to go out in the rain, you may be accommodating so as not to hurt her feelings.

    **The Prompt:**

              "A friend borrows $50 and promises to pay you back tomorrow. But tomorrow passes, as do 20 other tomorrows, and there is no sign of the money. You know that the person has not forgotten about it and you also know that the person has more than enough money to pay you back. How might you assertively ask for your money back? What obstacles might you face? What might happen if you are unassertive or aggressive?"

    Bottom of Form

    **## psychwk3.docx**

    **Discussion 1**

    Read the section in your textbook discussing the various ways culture impacts our memory on p. 283-285 and refer back to it for the following questions:

    Based on
    **Floyd, K. (2017).**
    **_Interpersonal Communication_ (4th ed.)**, here’s how culture impacts memory:

    **How Culture Impacts Memory (According to Floyd, 2017):**

    1.
    **Cultural Differences in Memory Content**
    Culture influences
    **what kinds of information people tend to remember**. For example, individuals from
    **collectivist cultures** often remember social information and relational contexts more vividly, while those from
    **individualistic cultures** tend to focus on personal experiences and individual-centered memories.

    2.
    **Memory Organization and Recall**
    People from different cultural backgrounds organize and retrieve memories in ways that reflect their cultural values. For instance, members of collectivist cultures might recall events with a greater emphasis on group dynamics and interpersonal relationships, whereas members of individualistic cultures emphasize personal feelings and actions.

    3.
    **Cultural Schemas Influence Memory Processing**
    The mental frameworks shaped by cultural values and norms—called
    **schemas**—affect both the encoding (storage) and retrieval of memories. These schemas help filter which information is attended to and later recalled, making memory a culturally influenced process.

    4.
    **Cultural Norms Affect Emotional Memory**
    Since cultures vary in how emotions are expressed or valued, this also influences how emotional experiences are remembered. Some cultures may encourage the recall of emotionally positive experiences, while others might value restraint and remembering events with a balanced or collective perspective.

    5.
    **Memory and Communication Context**
    Because culture affects communication patterns, it also shapes how people narrate memories. For example, storytelling styles and the importance of relational context in memory sharing differ across cultures.

    **In summary:**

    Culture plays a key role in shaping
    **what we remember, how we organize memories, the emotional tone of memories, and how we share them with others**. Memory is not just an individual cognitive process but one deeply intertwined with cultural values and interpersonal communication practices.

    If you want, I can help you find exact quotes or page references from Floyd’s book related to this, or assist with integrating this into an assignment!

    _(Note: the textbook and e-book pages do not line up. While in the e-book, the actual page numbers will be indicated on the right hand on the screen within the text of the chapters) I DON’T HAVE THE TEXTBOOK, SO ANSWER AS BEST YOU CAN_

    1. Summarize two examples from the above section of the textbook of how culture impacts memory.

    2. What memory processes do you think are universal and not impacted by cultural differences? Would you describe the overall process of forming memory as "universal" across cultures? Why or why not?

    3. Research a current event in
    **your assigned country** (JAPAN) (
    _an event that is not COVID-19)_. Please include the link to a news article about this event and summarize it here.

    4. Using what you researched, discuss how being from that country/culture might impact the experience and memory of that particular event. Be sure to link your answer back to the readings from the textbook.

    **_Note – the response post format is a little different this week!_**

    1. Refer to the current event your classmate discussed in their Main Post. How might someone from
    **your assigned country** experience hearing about/remember this event differently?
    **Use Germany since our assigned country Japan. You wrote this for me.**

    2. COVID-19 was a global pandemic, affecting everyone differently. Briefly discuss how the pandemic directly impacted
    **your assigned country**. How may someone from your assigned country remember the pandemic differently in the future?

    **Discussion Board 2**

    Top of Form

    **Introduction**

    Sometimes people confuse being aggressive with being assertive. To assert your rights is to calmly state how you feel and propose a solution, while being aggressive is forcing your ideas on others. Rather than stating your opinion, you use a hostile tone and demanding your desires, the response you receive may either be equally aggressive and an argument escalates, or there is no response, the receiver shuts down, and no communication takes place. Many times aggressive communication creates more conflict. The Lecture Notes for Chapter 5 explains the four steps to communicating assertively: 1) define the problem, 2) state how the problem affects you, 3) propose solutions that are workable, and 4) confirm understanding. It is important to know when you should assert your rights and when it may be best to not give an assertive response. For example, if it is pouring rain outside but your grandmother wants you to take her to the store, rather than assert your right not to go out in the rain, you may be accommodating so as not to hurt her feelings.

    **The Prompt:**

              "A friend borrows $50 and promises to pay you back tomorrow. But tomorrow passes, as do 20 other tomorrows, and there is no sign of the money. You know that the person has not forgotten about it and you also know that the person has more than enough money to pay you back. How might you assertively ask for your money back? What obstacles might you face? What might happen if you are unassertive or aggressive?"

    Bottom of Form

  • [Solved] Template

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    APA format- In-text citation, references include throughout the template Complete the template – ## TemplateInfo.pdf – ## Need.docx – ## Template.docx – ## Article.pdf **## TemplateInfo.pdf** MODULE 2 ASSIGNMENT 1 EXTERNAL SWOT ANALYSIS INFORMATION There are a variety of questions you should begin a…

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    APA format- In-text citation, references include throughout the template
    Complete the template

    – ## TemplateInfo.pdf

    – ## Need.docx

    – ## Template.docx

    – ## Article.pdf

    **## TemplateInfo.pdf**

    MODULE 2 ASSIGNMENT 1 EXTERNAL SWOT ANALYSIS INFORMATION

    There are a variety of questions you should begin asking yourself, as well as asking
    HSO leadership. Some examples would include:

    Opportunities:

    1. How can we turn our strengths into opportunities?
    2. How can we turn our weaknesses into opportunities?
    3. Is there a need in our HSO that no one is meeting?
    4. What could we do today that is not being done?
    5. How is our field changing? How can we take advantage of those changes?
    6. Who could we support? How could we support them?
    7. What are our regions changing community demographics?
    8. What new opportunities in the market are becoming available?
    9. How is the market changing?
    10. What opportunities did we pass but are still available?
    11. What would be the ideal opportunity for us?
    12. What is the competition ignoring that we can play in our favor?

    Threats:

    1. What obstacles do we face?
    2. Could any of our weaknesses prevent our unit from meeting our goals?
    3. Who and/or what might cause us problems in the future? How?
    4. Are there any standards, policies, and/or legislation changing that might

    negatively impact us?
    5. Are we competing with others to provide service?
    6. Are there changes in our field or in technology that could threaten our success?
    7. Who are our competitors?
    8. Has there been an increase in competition lately? Where and why?
    9. What are the costs of our resources? Is it affecting our bottom line?
    10. What are the economic trends impacting fewer healthcare services in our

    industry? Why?
    11. Are our suppliers unreliable?

    **## Need.docx**

    **To prepare:**

    · Review the Learning Resource on research and competitive analysis.

    · Review the Learning Resources on external SWOT analysis.

    · Review the Learning Resource on ethical organizational culture.

    · Review the research you already conducted on your HSO and competitor organizations in Module 1, and then spend some additional time conducting research on your HSO’s external environment. Continue to use the research resources, listed in Chapter 3 of your textbook, to guide you in your information gathering. You will want to gather information from organizational leadership, published literature, conference proceedings, and professional associations. Keep in mind the various approaches for collecting information may vary depending on your specific HSO type. As mentioned in Module 1, some examples of sources that can assist with a strategic analysis include:

    · Websites of your HSO and competitor HSOs

    · Research tools listed in the textbook for this course

    · Organizational leaders that you can contact about the organization

    · Members of a professional association that students can contact for an interview

    · Published literature

    · Professional associations (white papers, newsletters, conferences, webinars, etc.)

    · Regulatory agencies (Joint Commission, HHS, Medicare, and Medicaid, etc.)

    · Trade journals

    · Use this research of your selected HSO and competitor organizations to begin to brainstorm external factors that could positively or negatively affect your selected HSO.

    · As you develop this list of opportunities and threats, add details to describe exactly how the opportunity or threat could impact your selected HSO. For example, if a policy change poses an opportunity, be certain to explain what the policy is and how the policy might positively impact your HSO.

    · Chapter 9 of your textbook explains how to create an external SWOT analysis and provides an example. Be sure to review the textbook guidance closely, and then use the Module 2 External SWOT Analysis Template to complete the analysis and associated interpretation questions.

    **The Assignment: External SWOT Analysis—Opportunities and Threats**

    Use the Module 2 External SWOT Analysis Template to complete the External SWOT Table and answer the accompanying interpretation questions.

    **## Template.docx**

    **External SWOT Analysis**

    | |
    | — |
    | **External SWOT Table** |

    Use your research of your HSO and competitor organizations to list and briefly describe five or six (5–6) opportunities your HSO could potentially leverage and five to six (5–6) external threats to your HSO. In your descriptions, be sure to describe the specific ways each opportunity and threat manifest at your selected HSO.

    | | |
    | — | — |
    | **Opportunities** | **Brief description of how this opportunity manifests at your HSO** |
    | 1. | |
    | 2. | |
    | 3. | |
    | 4. | |
    | 5. | |
    | 6. | |
    | |
    | **Threats** | **Brief description of how this threat manifests at your HSO** |
    | 1. | |
    | 2. | |
    | 3. | |
    | 4. | |
    | 5. | |
    | 6. | |

    | |
    | — |
    | **External SWOT Analysis Interpretation** |

    · Review your list of opportunities and threats and describe significant findings and themes.

    · Read the following article and take note of the author’s arguments that an HSO’s success is tied to its ability to maintain alignment between its mission and practice, and that ethics must be built into organizational culture and strategy. Use this lens to consider the role of ethics in your HSO’s organizational strategy. Then, explain which opportunities or threats could pose ethical challenges for your HSO’s leaders and which might promote mission alignment. Be sure to cite the article in your response.

    · Nelson, W. A., Taylor, E., & Walsh, T. (2020). Building an ethical organizational culture.
    _Health Care Manager_,
    _39_(4), 168–174.
    [https://doi.org/10.1097/HCM.0000000000000304](https://doi.org/10.1097/HCM.0000000000000304)

    · Explain how your analysis of your HSO’s opportunities and threats could inform strategic recommendations to your HSO’s leadership.

    SWOT table adapted from Wayland, M. S., & McDonald, W. G. (2021).
    _Strategic analysis for healthcare: Concepts and practical applications_(2nd ed., pp. 79–80). Health Administration Press.

    **## Article.pdf**

    75

    CHAPTER

    9

    A nalysis of an organization’s strengths, weaknesses, opportunities, and threats is
    commonly called a SWOT analysis. SWOT brings together analyses from the previ-
    ous chapters and starts to form a cohesive assessment of the company. It does not

    identify particular strategies but rather identifies issues that may later need to be strategi-
    cally addressed. Specific consideration is given to critical success factors in the organiza-
    tion’s industry. The SWOT categories are examined in two dimensions, covering internal
    and external issues, as shown in exhibit 9.1.

    Internally, every organization has both strengths and weaknesses. As a prelude to
    developing strategy, the analyst must understand what these strengths and weaknesses are,
    particularly in relation to the industry’s critical success factors. An aggressive strategy for
    medical device research and development (R&D) and new product introduction might
    not be appropriate for an organization that is weak in the area of engineering, R&D, or
    manufacturing capability. In healthcare, for example, a hospital system delivering direct
    patient care may not consider technology transfer itself, based on its research activities,
    but may want to partner with others more experienced in that area. A more fundamental
    strategy might be to strengthen areas of weakness before venturing into uncharted waters.
    Opportunities and threats, described in greater detail later in this chapter, are regarded as
    the external SWOT factors.

    A company’s SWOT analysis is typically depicted in a four-block matrix as shown
    in exhibit 9.2. An alternative display used by some strategists involves listing the organiza-
    tion side by side with top competitors in the area or region, as shown in exhibit 9.3. The
    purpose of this format is to compare the SWOT components of one company more easily
    with those of its competitors.

    SWOT: EXTERNAL OPPORTUNITIES AND THREATS

    EXHIBIT 9.1
    Dimensions of
    SWOT AnalysisInternal: Strengths Weaknesses

    External: Opportunities Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

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    EBSCO Publishing: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY 2636870; Warren G. McDonald, Michael S. Wayland; Strategic
    Analysis for Healthcare: Concepts and Practical Applications, Second Edition Account:eds.

    Strategic Analysis for Healthcare76

    The SWOT analysis serves as the basis for two lines of analysis that we will explore
    in the chapters ahead. The first line involves developing an internal factor evaluation (IFE)
    and an external factor evaluation (EFE), leading to an internal–external (I/E) matrix that
    suggests broad strategic directions. In the second line of analysis, SWOT forms the basis
    of a TOWS (threats, opportunities, weaknesses, and strengths) matrix, which will later be
    used to develop specific strategies. See exhibit 9.4.

    Most strategy texts instruct the analyst to complete all four SWOT boxes at one
    time. This text, however, separates the internal and external components and addresses
    them separately. Doing so allows the strategist to focus on the external issues first and to
    draw upon the previous analyses that were primarily external in focus. We will examine
    the internal SWOT factors in chapter 17, after having had an opportunity to perform
    additional analyses of the inner workings of the company.

    EXHIBIT 9.2
    SWOT Analysis
    Matrix

    Internal: Strengths

    Organization Name

    Weaknesses

    External: Opportunities Threats

    EXHIBIT 9.4
    Where Is SWOT
    Leading?

    Specific strategies

    S

    O T

    W

    TOWS matrix

    Broad strategies

    External factor evaluation (EFE)

    Internal factor evaluation (IFE)

    Internal–external (I/E) matrix

    EXHIBIT 9.3
    Company
    Grid for SWOT
    Analysis with
    Competitors

    SWOT Component Your Organization Competitor 1 Competitor 2 Competitor 3

    Strengths

    Weaknesses

    Opportunities

    Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Chapter 9: SWOT: External Oppor tunit ies and Threats 77

    SWOT: The External Analysis

    The external factors account for SWOT’s O and T—the opportunities and threats. An
    opportunity can be thought of as any market possibility for which your organization
    can take action and have a positive impact. Such impacts could include organizational
    growth, market share increase, potential entry into new markets, increased profits, chances
    to exploit competitors’ weaknesses, or any other positive outcome. In healthcare, for
    instance, the systemization of hospitals is becoming commonplace, and it represents an
    opportunity for well-positioned organizations to grow.

    A threat can be defined as any possibility for your organization to be negatively
    affected by an external action of the market or a competitor. Threats represent negative
    impacts on your organization’s profitability and competitive well-being. Negative impacts
    could involve such things as a competitor’s plans to introduce new technology or services
    to attract your current customer base, economic forces, government intrusion into health-
    care, the potential of a hostile takeover, the chance of a new entrant into your market, or
    looming price wars. In the example presented earlier, systemization represents an opportu-
    nity, but it can also represent a threat, as larger hospitals enter a market and buy up smaller
    competitors to form systems.

    When you begin your SWOT analysis, first focus on the external factors that could,
    either now or in the future, affect your organization. Consider the critical success factors
    that pertain to the external environment. Where does this information come from? It
    should be drawn from your research about the organization in particular, the competi-
    tors, the industry, and the external environment in general. You previously assessed these
    issues to develop your industry map, five forces analysis, PEST analysis, and competitive
    benchmark analysis. Review those analyses and identify the issues that could become com-
    petitive threats against your organization or could create competitive opportunities for
    your organization. Typically, you should identify about ten opportunities and ten threats.
    Note that you are not proposing strategies or solutions at this time. You are identifying
    critical external and industry issues that will need to be addressed in subsequent strategy
    development sections.

    You need to think broadly here. For example, it is unlikely that anyone could
    have predicted the events of September 11 or their effects, such as war, oil and gas price
    increases, and economic recession. How effective would strategists in the automotive
    industry have been, however, if they had identified the threat of a sustained oil price spike
    and a resulting shift in customer preference for fuel-efficient vehicles, and then developed
    a corresponding strategy? This type of external threat does not depend on a single event
    such as 9/11, but rather could have evolved from a multitude of issues. The strategist is
    not expected to have a crystal ball and be able to predict the next 9/11, but rather should
    be considering questions such as, “What if oil and gas prices spike as a result of some
    unforeseen event? How would that affect the healthcare industry?”

    Though some threats may seem remote, they still may be worth addressing. In the
    case of oil prices, for example, the potential for a rise in prices could have been reflected
    in the economic section of an organization’s PEST analysis. Similarly, the threat of war or
    oil embargos could have been identified in the political section. These issues could then
    have been transferred directly into the SWOT analysis. You should carefully examine your
    previous analyses to identify issues for the external section of SWOT. Exhibit 9.5 provides
    a hypothetical example for a small healthcare organization.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Strategic Analysis for Healthcare78

    Many of the external issues affecting the healthcare industry, whether pertaining to
    device manufacturers, pharmaceutical developers, insurance companies, or service delivery
    organizations, are not immediately obvious. Focus on broad and emerging trends. For
    instance, artificial intelligence is an emerging issue in the SWOT that may lead to strate-
    gies to incorporate it in a hospital or training setting. In looking at trends, consider the
    community hospitals of the 1980s. They were the facilities sought by patients and trusted
    for their healthcare, much like family physicians. However, times have changed, as has the
    delivery of healthcare, with minute clinics in big box stores, telemedicine, and the emer-
    gence of the physician’s assistant displacing the typical doctor’s visit. As a result, we must
    constantly revisit our SWOT analysis to ensure that we are doing things right and doing
    the right things.

    When you have completed the external portion of the SWOT analysis, the issues
    you identify will be used to complete the EFE in the next chapter and will later be trans-
    ferred into the TOWS strategy development chart in chapter 26.

    EXHIBIT 9.5
    Examples of an
    Organization’s
    External
    Opportunities
    and Threats

    Opportunities Threats

    1. Expansion of existing services 1. Multiple competitors

    2. Additional locations 2. Emergency department overcrowding

    3. Greater exposure and branding 3. Power of suppliers

    4. Addition of trauma center 4. Recent lawsuits

    5. Purchasing additional practices 5. Low socioeconomic status of area
    residents

    6. Expansion into surrounding counties 6. Transient market

    7. Government contracts 7. Pending legislation expanding patients’
    rights

    8. Residency programs/teaching 8. Qualified providers reluctant to relocate
    to the area

    9. Expansion of ancillary services 9. Changes in reimbursement

    10. Demographic changes 10. Decrease in population

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Chapter 9: SWOT: External Oppor tunit ies and Threats 79

    E

    X

    E

    R

    C

    I

    S

    E

    Complete the external portion of the SWOT analysis for your project organization in the space
    provided. Be sure to review your previous analyses and consider the critical success factors in
    the industry. What are the implications for strategy? The issues you identify in this exercise will
    be used to complete the EFE in the next chapter and later will be transferred into the TOWS
    strategy development chart in chapter 26.

    (SW)OT Analysis of _________________________________________________

    External

    Opportunities Threats

    1. 1.

    2. 2.

    3. 3.

    4. 4.

    5. 5.

    6. 6.

    7. 7.

    8. 8.

    9. 9.

    10. 10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Strategic Analysis for Healthcare80

    E

    X

    E

    R

    C

    I

    S

    E

    Implications for Strategy:

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    8.

    9.

    10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    **## Article.pdf**

    75

    CHAPTER

    9

    A nalysis of an organization’s strengths, weaknesses, opportunities, and threats is
    commonly called a SWOT analysis. SWOT brings together analyses from the previ-
    ous chapters and starts to form a cohesive assessment of the company. It does not

    identify particular strategies but rather identifies issues that may later need to be strategi-
    cally addressed. Specific consideration is given to critical success factors in the organiza-
    tion’s industry. The SWOT categories are examined in two dimensions, covering internal
    and external issues, as shown in exhibit 9.1.

    Internally, every organization has both strengths and weaknesses. As a prelude to
    developing strategy, the analyst must understand what these strengths and weaknesses are,
    particularly in relation to the industry’s critical success factors. An aggressive strategy for
    medical device research and development (R&D) and new product introduction might
    not be appropriate for an organization that is weak in the area of engineering, R&D, or
    manufacturing capability. In healthcare, for example, a hospital system delivering direct
    patient care may not consider technology transfer itself, based on its research activities,
    but may want to partner with others more experienced in that area. A more fundamental
    strategy might be to strengthen areas of weakness before venturing into uncharted waters.
    Opportunities and threats, described in greater detail later in this chapter, are regarded as
    the external SWOT factors.

    A company’s SWOT analysis is typically depicted in a four-block matrix as shown
    in exhibit 9.2. An alternative display used by some strategists involves listing the organiza-
    tion side by side with top competitors in the area or region, as shown in exhibit 9.3. The
    purpose of this format is to compare the SWOT components of one company more easily
    with those of its competitors.

    SWOT: EXTERNAL OPPORTUNITIES AND THREATS

    EXHIBIT 9.1
    Dimensions of
    SWOT AnalysisInternal: Strengths Weaknesses

    External: Opportunities Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    2
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    EBSCO Publishing: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY 2636870; Warren G. McDonald, Michael S. Wayland; Strategic
    Analysis for Healthcare: Concepts and Practical Applications, Second Edition Account:eds.

    Strategic Analysis for Healthcare76

    The SWOT analysis serves as the basis for two lines of analysis that we will explore
    in the chapters ahead. The first line involves developing an internal factor evaluation (IFE)
    and an external factor evaluation (EFE), leading to an internal–external (I/E) matrix that
    suggests broad strategic directions. In the second line of analysis, SWOT forms the basis
    of a TOWS (threats, opportunities, weaknesses, and strengths) matrix, which will later be
    used to develop specific strategies. See exhibit 9.4.

    Most strategy texts instruct the analyst to complete all four SWOT boxes at one
    time. This text, however, separates the internal and external components and addresses
    them separately. Doing so allows the strategist to focus on the external issues first and to
    draw upon the previous analyses that were primarily external in focus. We will examine
    the internal SWOT factors in chapter 17, after having had an opportunity to perform
    additional analyses of the inner workings of the company.

    EXHIBIT 9.2
    SWOT Analysis
    Matrix

    Internal: Strengths

    Organization Name

    Weaknesses

    External: Opportunities Threats

    EXHIBIT 9.4
    Where Is SWOT
    Leading?

    Specific strategies

    S

    O T

    W

    TOWS matrix

    Broad strategies

    External factor evaluation (EFE)

    Internal factor evaluation (IFE)

    Internal–external (I/E) matrix

    EXHIBIT 9.3
    Company
    Grid for SWOT
    Analysis with
    Competitors

    SWOT Component Your Organization Competitor 1 Competitor 2 Competitor 3

    Strengths

    Weaknesses

    Opportunities

    Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Chapter 9: SWOT: External Oppor tunit ies and Threats 77

    SWOT: The External Analysis

    The external factors account for SWOT’s O and T—the opportunities and threats. An
    opportunity can be thought of as any market possibility for which your organization
    can take action and have a positive impact. Such impacts could include organizational
    growth, market share increase, potential entry into new markets, increased profits, chances
    to exploit competitors’ weaknesses, or any other positive outcome. In healthcare, for
    instance, the systemization of hospitals is becoming commonplace, and it represents an
    opportunity for well-positioned organizations to grow.

    A threat can be defined as any possibility for your organization to be negatively
    affected by an external action of the market or a competitor. Threats represent negative
    impacts on your organization’s profitability and competitive well-being. Negative impacts
    could involve such things as a competitor’s plans to introduce new technology or services
    to attract your current customer base, economic forces, government intrusion into health-
    care, the potential of a hostile takeover, the chance of a new entrant into your market, or
    looming price wars. In the example presented earlier, systemization represents an opportu-
    nity, but it can also represent a threat, as larger hospitals enter a market and buy up smaller
    competitors to form systems.

    When you begin your SWOT analysis, first focus on the external factors that could,
    either now or in the future, affect your organization. Consider the critical success factors
    that pertain to the external environment. Where does this information come from? It
    should be drawn from your research about the organization in particular, the competi-
    tors, the industry, and the external environment in general. You previously assessed these
    issues to develop your industry map, five forces analysis, PEST analysis, and competitive
    benchmark analysis. Review those analyses and identify the issues that could become com-
    petitive threats against your organization or could create competitive opportunities for
    your organization. Typically, you should identify about ten opportunities and ten threats.
    Note that you are not proposing strategies or solutions at this time. You are identifying
    critical external and industry issues that will need to be addressed in subsequent strategy
    development sections.

    You need to think broadly here. For example, it is unlikely that anyone could
    have predicted the events of September 11 or their effects, such as war, oil and gas price
    increases, and economic recession. How effective would strategists in the automotive
    industry have been, however, if they had identified the threat of a sustained oil price spike
    and a resulting shift in customer preference for fuel-efficient vehicles, and then developed
    a corresponding strategy? This type of external threat does not depend on a single event
    such as 9/11, but rather could have evolved from a multitude of issues. The strategist is
    not expected to have a crystal ball and be able to predict the next 9/11, but rather should
    be considering questions such as, “What if oil and gas prices spike as a result of some
    unforeseen event? How would that affect the healthcare industry?”

    Though some threats may seem remote, they still may be worth addressing. In the
    case of oil prices, for example, the potential for a rise in prices could have been reflected
    in the economic section of an organization’s PEST analysis. Similarly, the threat of war or
    oil embargos could have been identified in the political section. These issues could then
    have been transferred directly into the SWOT analysis. You should carefully examine your
    previous analyses to identify issues for the external section of SWOT. Exhibit 9.5 provides
    a hypothetical example for a small healthcare organization.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Strategic Analysis for Healthcare78

    Many of the external issues affecting the healthcare industry, whether pertaining to
    device manufacturers, pharmaceutical developers, insurance companies, or service delivery
    organizations, are not immediately obvious. Focus on broad and emerging trends. For
    instance, artificial intelligence is an emerging issue in the SWOT that may lead to strate-
    gies to incorporate it in a hospital or training setting. In looking at trends, consider the
    community hospitals of the 1980s. They were the facilities sought by patients and trusted
    for their healthcare, much like family physicians. However, times have changed, as has the
    delivery of healthcare, with minute clinics in big box stores, telemedicine, and the emer-
    gence of the physician’s assistant displacing the typical doctor’s visit. As a result, we must
    constantly revisit our SWOT analysis to ensure that we are doing things right and doing
    the right things.

    When you have completed the external portion of the SWOT analysis, the issues
    you identify will be used to complete the EFE in the next chapter and will later be trans-
    ferred into the TOWS strategy development chart in chapter 26.

    EXHIBIT 9.5
    Examples of an
    Organization’s
    External
    Opportunities
    and Threats

    Opportunities Threats

    1. Expansion of existing services 1. Multiple competitors

    2. Additional locations 2. Emergency department overcrowding

    3. Greater exposure and branding 3. Power of suppliers

    4. Addition of trauma center 4. Recent lawsuits

    5. Purchasing additional practices 5. Low socioeconomic status of area
    residents

    6. Expansion into surrounding counties 6. Transient market

    7. Government contracts 7. Pending legislation expanding patients’
    rights

    8. Residency programs/teaching 8. Qualified providers reluctant to relocate
    to the area

    9. Expansion of ancillary services 9. Changes in reimbursement

    10. Demographic changes 10. Decrease in population

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Chapter 9: SWOT: External Oppor tunit ies and Threats 79

    E

    X

    E

    R

    C

    I

    S

    E

    Complete the external portion of the SWOT analysis for your project organization in the space
    provided. Be sure to review your previous analyses and consider the critical success factors in
    the industry. What are the implications for strategy? The issues you identify in this exercise will
    be used to complete the EFE in the next chapter and later will be transferred into the TOWS
    strategy development chart in chapter 26.

    (SW)OT Analysis of _________________________________________________

    External

    Opportunities Threats

    1. 1.

    2. 2.

    3. 3.

    4. 4.

    5. 5.

    6. 6.

    7. 7.

    8. 8.

    9. 9.

    10. 10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Strategic Analysis for Healthcare80

    E

    X

    E

    R

    C

    I

    S

    E

    Implications for Strategy:

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    8.

    9.

    10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    **## TemplateInfo.pdf**

    MODULE 2 ASSIGNMENT 1 EXTERNAL SWOT ANALYSIS INFORMATION

    There are a variety of questions you should begin asking yourself, as well as asking
    HSO leadership. Some examples would include:

    Opportunities:

    1. How can we turn our strengths into opportunities?
    2. How can we turn our weaknesses into opportunities?
    3. Is there a need in our HSO that no one is meeting?
    4. What could we do today that is not being done?
    5. How is our field changing? How can we take advantage of those changes?
    6. Who could we support? How could we support them?
    7. What are our regions changing community demographics?
    8. What new opportunities in the market are becoming available?
    9. How is the market changing?
    10. What opportunities did we pass but are still available?
    11. What would be the ideal opportunity for us?
    12. What is the competition ignoring that we can play in our favor?

    Threats:

    1. What obstacles do we face?
    2. Could any of our weaknesses prevent our unit from meeting our goals?
    3. Who and/or what might cause us problems in the future? How?
    4. Are there any standards, policies, and/or legislation changing that might

    negatively impact us?
    5. Are we competing with others to provide service?
    6. Are there changes in our field or in technology that could threaten our success?
    7. Who are our competitors?
    8. Has there been an increase in competition lately? Where and why?
    9. What are the costs of our resources? Is it affecting our bottom line?
    10. What are the economic trends impacting fewer healthcare services in our

    industry? Why?
    11. Are our suppliers unreliable?

    **## Need.docx**

    **To prepare:**

    · Review the Learning Resource on research and competitive analysis.

    · Review the Learning Resources on external SWOT analysis.

    · Review the Learning Resource on ethical organizational culture.

    · Review the research you already conducted on your HSO and competitor organizations in Module 1, and then spend some additional time conducting research on your HSO’s external environment. Continue to use the research resources, listed in Chapter 3 of your textbook, to guide you in your information gathering. You will want to gather information from organizational leadership, published literature, conference proceedings, and professional associations. Keep in mind the various approaches for collecting information may vary depending on your specific HSO type. As mentioned in Module 1, some examples of sources that can assist with a strategic analysis include:

    · Websites of your HSO and competitor HSOs

    · Research tools listed in the textbook for this course

    · Organizational leaders that you can contact about the organization

    · Members of a professional association that students can contact for an interview

    · Published literature

    · Professional associations (white papers, newsletters, conferences, webinars, etc.)

    · Regulatory agencies (Joint Commission, HHS, Medicare, and Medicaid, etc.)

    · Trade journals

    · Use this research of your selected HSO and competitor organizations to begin to brainstorm external factors that could positively or negatively affect your selected HSO.

    · As you develop this list of opportunities and threats, add details to describe exactly how the opportunity or threat could impact your selected HSO. For example, if a policy change poses an opportunity, be certain to explain what the policy is and how the policy might positively impact your HSO.

    · Chapter 9 of your textbook explains how to create an external SWOT analysis and provides an example. Be sure to review the textbook guidance closely, and then use the Module 2 External SWOT Analysis Template to complete the analysis and associated interpretation questions.

    **The Assignment: External SWOT Analysis—Opportunities and Threats**

    Use the Module 2 External SWOT Analysis Template to complete the External SWOT Table and answer the accompanying interpretation questions.

    **## Template.docx**

    **External SWOT Analysis**

    | |
    | — |
    | **External SWOT Table** |

    Use your research of your HSO and competitor organizations to list and briefly describe five or six (5–6) opportunities your HSO could potentially leverage and five to six (5–6) external threats to your HSO. In your descriptions, be sure to describe the specific ways each opportunity and threat manifest at your selected HSO.

    | | |
    | — | — |
    | **Opportunities** | **Brief description of how this opportunity manifests at your HSO** |
    | 1. | |
    | 2. | |
    | 3. | |
    | 4. | |
    | 5. | |
    | 6. | |
    | |
    | **Threats** | **Brief description of how this threat manifests at your HSO** |
    | 1. | |
    | 2. | |
    | 3. | |
    | 4. | |
    | 5. | |
    | 6. | |

    | |
    | — |
    | **External SWOT Analysis Interpretation** |

    · Review your list of opportunities and threats and describe significant findings and themes.

    · Read the following article and take note of the author’s arguments that an HSO’s success is tied to its ability to maintain alignment between its mission and practice, and that ethics must be built into organizational culture and strategy. Use this lens to consider the role of ethics in your HSO’s organizational strategy. Then, explain which opportunities or threats could pose ethical challenges for your HSO’s leaders and which might promote mission alignment. Be sure to cite the article in your response.

    · Nelson, W. A., Taylor, E., & Walsh, T. (2020). Building an ethical organizational culture.
    _Health Care Manager_,
    _39_(4), 168–174.
    [https://doi.org/10.1097/HCM.0000000000000304](https://doi.org/10.1097/HCM.0000000000000304)

    · Explain how your analysis of your HSO’s opportunities and threats could inform strategic recommendations to your HSO’s leadership.

    SWOT table adapted from Wayland, M. S., & McDonald, W. G. (2021).
    _Strategic analysis for healthcare: Concepts and practical applications_(2nd ed., pp. 79–80). Health Administration Press.

    **## Article.pdf**

    75

    CHAPTER

    9

    A nalysis of an organization’s strengths, weaknesses, opportunities, and threats is
    commonly called a SWOT analysis. SWOT brings together analyses from the previ-
    ous chapters and starts to form a cohesive assessment of the company. It does not

    identify particular strategies but rather identifies issues that may later need to be strategi-
    cally addressed. Specific consideration is given to critical success factors in the organiza-
    tion’s industry. The SWOT categories are examined in two dimensions, covering internal
    and external issues, as shown in exhibit 9.1.

    Internally, every organization has both strengths and weaknesses. As a prelude to
    developing strategy, the analyst must understand what these strengths and weaknesses are,
    particularly in relation to the industry’s critical success factors. An aggressive strategy for
    medical device research and development (R&D) and new product introduction might
    not be appropriate for an organization that is weak in the area of engineering, R&D, or
    manufacturing capability. In healthcare, for example, a hospital system delivering direct
    patient care may not consider technology transfer itself, based on its research activities,
    but may want to partner with others more experienced in that area. A more fundamental
    strategy might be to strengthen areas of weakness before venturing into uncharted waters.
    Opportunities and threats, described in greater detail later in this chapter, are regarded as
    the external SWOT factors.

    A company’s SWOT analysis is typically depicted in a four-block matrix as shown
    in exhibit 9.2. An alternative display used by some strategists involves listing the organiza-
    tion side by side with top competitors in the area or region, as shown in exhibit 9.3. The
    purpose of this format is to compare the SWOT components of one company more easily
    with those of its competitors.

    SWOT: EXTERNAL OPPORTUNITIES AND THREATS

    EXHIBIT 9.1
    Dimensions of
    SWOT AnalysisInternal: Strengths Weaknesses

    External: Opportunities Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    2
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    EBSCO Publishing: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY 2636870; Warren G. McDonald, Michael S. Wayland; Strategic
    Analysis for Healthcare: Concepts and Practical Applications, Second Edition Account:eds.

    Strategic Analysis for Healthcare76

    The SWOT analysis serves as the basis for two lines of analysis that we will explore
    in the chapters ahead. The first line involves developing an internal factor evaluation (IFE)
    and an external factor evaluation (EFE), leading to an internal–external (I/E) matrix that
    suggests broad strategic directions. In the second line of analysis, SWOT forms the basis
    of a TOWS (threats, opportunities, weaknesses, and strengths) matrix, which will later be
    used to develop specific strategies. See exhibit 9.4.

    Most strategy texts instruct the analyst to complete all four SWOT boxes at one
    time. This text, however, separates the internal and external components and addresses
    them separately. Doing so allows the strategist to focus on the external issues first and to
    draw upon the previous analyses that were primarily external in focus. We will examine
    the internal SWOT factors in chapter 17, after having had an opportunity to perform
    additional analyses of the inner workings of the company.

    EXHIBIT 9.2
    SWOT Analysis
    Matrix

    Internal: Strengths

    Organization Name

    Weaknesses

    External: Opportunities Threats

    EXHIBIT 9.4
    Where Is SWOT
    Leading?

    Specific strategies

    S

    O T

    W

    TOWS matrix

    Broad strategies

    External factor evaluation (EFE)

    Internal factor evaluation (IFE)

    Internal–external (I/E) matrix

    EXHIBIT 9.3
    Company
    Grid for SWOT
    Analysis with
    Competitors

    SWOT Component Your Organization Competitor 1 Competitor 2 Competitor 3

    Strengths

    Weaknesses

    Opportunities

    Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Chapter 9: SWOT: External Oppor tunit ies and Threats 77

    SWOT: The External Analysis

    The external factors account for SWOT’s O and T—the opportunities and threats. An
    opportunity can be thought of as any market possibility for which your organization
    can take action and have a positive impact. Such impacts could include organizational
    growth, market share increase, potential entry into new markets, increased profits, chances
    to exploit competitors’ weaknesses, or any other positive outcome. In healthcare, for
    instance, the systemization of hospitals is becoming commonplace, and it represents an
    opportunity for well-positioned organizations to grow.

    A threat can be defined as any possibility for your organization to be negatively
    affected by an external action of the market or a competitor. Threats represent negative
    impacts on your organization’s profitability and competitive well-being. Negative impacts
    could involve such things as a competitor’s plans to introduce new technology or services
    to attract your current customer base, economic forces, government intrusion into health-
    care, the potential of a hostile takeover, the chance of a new entrant into your market, or
    looming price wars. In the example presented earlier, systemization represents an opportu-
    nity, but it can also represent a threat, as larger hospitals enter a market and buy up smaller
    competitors to form systems.

    When you begin your SWOT analysis, first focus on the external factors that could,
    either now or in the future, affect your organization. Consider the critical success factors
    that pertain to the external environment. Where does this information come from? It
    should be drawn from your research about the organization in particular, the competi-
    tors, the industry, and the external environment in general. You previously assessed these
    issues to develop your industry map, five forces analysis, PEST analysis, and competitive
    benchmark analysis. Review those analyses and identify the issues that could become com-
    petitive threats against your organization or could create competitive opportunities for
    your organization. Typically, you should identify about ten opportunities and ten threats.
    Note that you are not proposing strategies or solutions at this time. You are identifying
    critical external and industry issues that will need to be addressed in subsequent strategy
    development sections.

    You need to think broadly here. For example, it is unlikely that anyone could
    have predicted the events of September 11 or their effects, such as war, oil and gas price
    increases, and economic recession. How effective would strategists in the automotive
    industry have been, however, if they had identified the threat of a sustained oil price spike
    and a resulting shift in customer preference for fuel-efficient vehicles, and then developed
    a corresponding strategy? This type of external threat does not depend on a single event
    such as 9/11, but rather could have evolved from a multitude of issues. The strategist is
    not expected to have a crystal ball and be able to predict the next 9/11, but rather should
    be considering questions such as, “What if oil and gas prices spike as a result of some
    unforeseen event? How would that affect the healthcare industry?”

    Though some threats may seem remote, they still may be worth addressing. In the
    case of oil prices, for example, the potential for a rise in prices could have been reflected
    in the economic section of an organization’s PEST analysis. Similarly, the threat of war or
    oil embargos could have been identified in the political section. These issues could then
    have been transferred directly into the SWOT analysis. You should carefully examine your
    previous analyses to identify issues for the external section of SWOT. Exhibit 9.5 provides
    a hypothetical example for a small healthcare organization.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Strategic Analysis for Healthcare78

    Many of the external issues affecting the healthcare industry, whether pertaining to
    device manufacturers, pharmaceutical developers, insurance companies, or service delivery
    organizations, are not immediately obvious. Focus on broad and emerging trends. For
    instance, artificial intelligence is an emerging issue in the SWOT that may lead to strate-
    gies to incorporate it in a hospital or training setting. In looking at trends, consider the
    community hospitals of the 1980s. They were the facilities sought by patients and trusted
    for their healthcare, much like family physicians. However, times have changed, as has the
    delivery of healthcare, with minute clinics in big box stores, telemedicine, and the emer-
    gence of the physician’s assistant displacing the typical doctor’s visit. As a result, we must
    constantly revisit our SWOT analysis to ensure that we are doing things right and doing
    the right things.

    When you have completed the external portion of the SWOT analysis, the issues
    you identify will be used to complete the EFE in the next chapter and will later be trans-
    ferred into the TOWS strategy development chart in chapter 26.

    EXHIBIT 9.5
    Examples of an
    Organization’s
    External
    Opportunities
    and Threats

    Opportunities Threats

    1. Expansion of existing services 1. Multiple competitors

    2. Additional locations 2. Emergency department overcrowding

    3. Greater exposure and branding 3. Power of suppliers

    4. Addition of trauma center 4. Recent lawsuits

    5. Purchasing additional practices 5. Low socioeconomic status of area
    residents

    6. Expansion into surrounding counties 6. Transient market

    7. Government contracts 7. Pending legislation expanding patients’
    rights

    8. Residency programs/teaching 8. Qualified providers reluctant to relocate
    to the area

    9. Expansion of ancillary services 9. Changes in reimbursement

    10. Demographic changes 10. Decrease in population

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    Chapter 9: SWOT: External Oppor tunit ies and Threats 79

    E

    X

    E

    R

    C

    I

    S

    E

    Complete the external portion of the SWOT analysis for your project organization in the space
    provided. Be sure to review your previous analyses and consider the critical success factors in
    the industry. What are the implications for strategy? The issues you identify in this exercise will
    be used to complete the EFE in the next chapter and later will be transferred into the TOWS
    strategy development chart in chapter 26.

    (SW)OT Analysis of _________________________________________________

    External

    Opportunities Threats

    1. 1.

    2. 2.

    3. 3.

    4. 4.

    5. 5.

    6. 6.

    7. 7.

    8. 8.

    9. 9.

    10. 10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

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    Strategic Analysis for Healthcare80

    E

    X

    E

    R

    C

    I

    S

    E

    Implications for Strategy:

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    8.

    9.

    10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

    EBSCOhost: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use.

    **## TemplateInfo.pdf**

    MODULE 2 ASSIGNMENT 1 EXTERNAL SWOT ANALYSIS INFORMATION

    There are a variety of questions you should begin asking yourself, as well as asking
    HSO leadership. Some examples would include:

    Opportunities:

    1. How can we turn our strengths into opportunities?
    2. How can we turn our weaknesses into opportunities?
    3. Is there a need in our HSO that no one is meeting?
    4. What could we do today that is not being done?
    5. How is our field changing? How can we take advantage of those changes?
    6. Who could we support? How could we support them?
    7. What are our regions changing community demographics?
    8. What new opportunities in the market are becoming available?
    9. How is the market changing?
    10. What opportunities did we pass but are still available?
    11. What would be the ideal opportunity for us?
    12. What is the competition ignoring that we can play in our favor?

    Threats:

    1. What obstacles do we face?
    2. Could any of our weaknesses prevent our unit from meeting our goals?
    3. Who and/or what might cause us problems in the future? How?
    4. Are there any standards, policies, and/or legislation changing that might

    negatively impact us?
    5. Are we competing with others to provide service?
    6. Are there changes in our field or in technology that could threaten our success?
    7. Who are our competitors?
    8. Has there been an increase in competition lately? Where and why?
    9. What are the costs of our resources? Is it affecting our bottom line?
    10. What are the economic trends impacting fewer healthcare services in our

    industry? Why?
    11. Are our suppliers unreliable?

    **## Need.docx**

    **To prepare:**

    · Review the Learning Resource on research and competitive analysis.

    · Review the Learning Resources on external SWOT analysis.

    · Review the Learning Resource on ethical organizational culture.

    · Review the research you already conducted on your HSO and competitor organizations in Module 1, and then spend some additional time conducting research on your HSO’s external environment. Continue to use the research resources, listed in Chapter 3 of your textbook, to guide you in your information gathering. You will want to gather information from organizational leadership, published literature, conference proceedings, and professional associations. Keep in mind the various approaches for collecting information may vary depending on your specific HSO type. As mentioned in Module 1, some examples of sources that can assist with a strategic analysis include:

    · Websites of your HSO and competitor HSOs

    · Research tools listed in the textbook for this course

    · Organizational leaders that you can contact about the organization

    · Members of a professional association that students can contact for an interview

    · Published literature

    · Professional associations (white papers, newsletters, conferences, webinars, etc.)

    · Regulatory agencies (Joint Commission, HHS, Medicare, and Medicaid, etc.)

    · Trade journals

    · Use this research of your selected HSO and competitor organizations to begin to brainstorm external factors that could positively or negatively affect your selected HSO.

    · As you develop this list of opportunities and threats, add details to describe exactly how the opportunity or threat could impact your selected HSO. For example, if a policy change poses an opportunity, be certain to explain what the policy is and how the policy might positively impact your HSO.

    · Chapter 9 of your textbook explains how to create an external SWOT analysis and provides an example. Be sure to review the textbook guidance closely, and then use the Module 2 External SWOT Analysis Template to complete the analysis and associated interpretation questions.

    **The Assignment: External SWOT Analysis—Opportunities and Threats**

    Use the Module 2 External SWOT Analysis Template to complete the External SWOT Table and answer the accompanying interpretation questions.

    **## Template.docx**

    **External SWOT Analysis**

    | |
    | — |
    | **External SWOT Table** |

    Use your research of your HSO and competitor organizations to list and briefly describe five or six (5–6) opportunities your HSO could potentially leverage and five to six (5–6) external threats to your HSO. In your descriptions, be sure to describe the specific ways each opportunity and threat manifest at your selected HSO.

    | | |
    | — | — |
    | **Opportunities** | **Brief description of how this opportunity manifests at your HSO** |
    | 1. | |
    | 2. | |
    | 3. | |
    | 4. | |
    | 5. | |
    | 6. | |
    | |
    | **Threats** | **Brief description of how this threat manifests at your HSO** |
    | 1. | |
    | 2. | |
    | 3. | |
    | 4. | |
    | 5. | |
    | 6. | |

    | |
    | — |
    | **External SWOT Analysis Interpretation** |

    · Review your list of opportunities and threats and describe significant findings and themes.

    · Read the following article and take note of the author’s arguments that an HSO’s success is tied to its ability to maintain alignment between its mission and practice, and that ethics must be built into organizational culture and strategy. Use this lens to consider the role of ethics in your HSO’s organizational strategy. Then, explain which opportunities or threats could pose ethical challenges for your HSO’s leaders and which might promote mission alignment. Be sure to cite the article in your response.

    · Nelson, W. A., Taylor, E., & Walsh, T. (2020). Building an ethical organizational culture.
    _Health Care Manager_,
    _39_(4), 168–174.
    [https://doi.org/10.1097/HCM.0000000000000304](https://doi.org/10.1097/HCM.0000000000000304)

    · Explain how your analysis of your HSO’s opportunities and threats could inform strategic recommendations to your HSO’s leadership.

    SWOT table adapted from Wayland, M. S., & McDonald, W. G. (2021).
    _Strategic analysis for healthcare: Concepts and practical applications_(2nd ed., pp. 79–80). Health Administration Press.

    **## Article.pdf**

    75

    CHAPTER

    9

    A nalysis of an organization’s strengths, weaknesses, opportunities, and threats is
    commonly called a SWOT analysis. SWOT brings together analyses from the previ-
    ous chapters and starts to form a cohesive assessment of the company. It does not

    identify particular strategies but rather identifies issues that may later need to be strategi-
    cally addressed. Specific consideration is given to critical success factors in the organiza-
    tion’s industry. The SWOT categories are examined in two dimensions, covering internal
    and external issues, as shown in exhibit 9.1.

    Internally, every organization has both strengths and weaknesses. As a prelude to
    developing strategy, the analyst must understand what these strengths and weaknesses are,
    particularly in relation to the industry’s critical success factors. An aggressive strategy for
    medical device research and development (R&D) and new product introduction might
    not be appropriate for an organization that is weak in the area of engineering, R&D, or
    manufacturing capability. In healthcare, for example, a hospital system delivering direct
    patient care may not consider technology transfer itself, based on its research activities,
    but may want to partner with others more experienced in that area. A more fundamental
    strategy might be to strengthen areas of weakness before venturing into uncharted waters.
    Opportunities and threats, described in greater detail later in this chapter, are regarded as
    the external SWOT factors.

    A company’s SWOT analysis is typically depicted in a four-block matrix as shown
    in exhibit 9.2. An alternative display used by some strategists involves listing the organiza-
    tion side by side with top competitors in the area or region, as shown in exhibit 9.3. The
    purpose of this format is to compare the SWOT components of one company more easily
    with those of its competitors.

    SWOT: EXTERNAL OPPORTUNITIES AND THREATS

    EXHIBIT 9.1
    Dimensions of
    SWOT AnalysisInternal: Strengths Weaknesses

    External: Opportunities Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

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    EBSCO Publishing: eBook Collection (EBSCOhost) printed on 6/14/2025 7:57:43 PM UTC via WALDEN UNIVERSITY 2636870; Warren G. McDonald, Michael S. Wayland; Strategic
    Analysis for Healthcare: Concepts and Practical Applications, Second Edition Account:eds.

    Strategic Analysis for Healthcare76

    The SWOT analysis serves as the basis for two lines of analysis that we will explore
    in the chapters ahead. The first line involves developing an internal factor evaluation (IFE)
    and an external factor evaluation (EFE), leading to an internal–external (I/E) matrix that
    suggests broad strategic directions. In the second line of analysis, SWOT forms the basis
    of a TOWS (threats, opportunities, weaknesses, and strengths) matrix, which will later be
    used to develop specific strategies. See exhibit 9.4.

    Most strategy texts instruct the analyst to complete all four SWOT boxes at one
    time. This text, however, separates the internal and external components and addresses
    them separately. Doing so allows the strategist to focus on the external issues first and to
    draw upon the previous analyses that were primarily external in focus. We will examine
    the internal SWOT factors in chapter 17, after having had an opportunity to perform
    additional analyses of the inner workings of the company.

    EXHIBIT 9.2
    SWOT Analysis
    Matrix

    Internal: Strengths

    Organization Name

    Weaknesses

    External: Opportunities Threats

    EXHIBIT 9.4
    Where Is SWOT
    Leading?

    Specific strategies

    S

    O T

    W

    TOWS matrix

    Broad strategies

    External factor evaluation (EFE)

    Internal factor evaluation (IFE)

    Internal–external (I/E) matrix

    EXHIBIT 9.3
    Company
    Grid for SWOT
    Analysis with
    Competitors

    SWOT Component Your Organization Competitor 1 Competitor 2 Competitor 3

    Strengths

    Weaknesses

    Opportunities

    Threats

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

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    Chapter 9: SWOT: External Oppor tunit ies and Threats 77

    SWOT: The External Analysis

    The external factors account for SWOT’s O and T—the opportunities and threats. An
    opportunity can be thought of as any market possibility for which your organization
    can take action and have a positive impact. Such impacts could include organizational
    growth, market share increase, potential entry into new markets, increased profits, chances
    to exploit competitors’ weaknesses, or any other positive outcome. In healthcare, for
    instance, the systemization of hospitals is becoming commonplace, and it represents an
    opportunity for well-positioned organizations to grow.

    A threat can be defined as any possibility for your organization to be negatively
    affected by an external action of the market or a competitor. Threats represent negative
    impacts on your organization’s profitability and competitive well-being. Negative impacts
    could involve such things as a competitor’s plans to introduce new technology or services
    to attract your current customer base, economic forces, government intrusion into health-
    care, the potential of a hostile takeover, the chance of a new entrant into your market, or
    looming price wars. In the example presented earlier, systemization represents an opportu-
    nity, but it can also represent a threat, as larger hospitals enter a market and buy up smaller
    competitors to form systems.

    When you begin your SWOT analysis, first focus on the external factors that could,
    either now or in the future, affect your organization. Consider the critical success factors
    that pertain to the external environment. Where does this information come from? It
    should be drawn from your research about the organization in particular, the competi-
    tors, the industry, and the external environment in general. You previously assessed these
    issues to develop your industry map, five forces analysis, PEST analysis, and competitive
    benchmark analysis. Review those analyses and identify the issues that could become com-
    petitive threats against your organization or could create competitive opportunities for
    your organization. Typically, you should identify about ten opportunities and ten threats.
    Note that you are not proposing strategies or solutions at this time. You are identifying
    critical external and industry issues that will need to be addressed in subsequent strategy
    development sections.

    You need to think broadly here. For example, it is unlikely that anyone could
    have predicted the events of September 11 or their effects, such as war, oil and gas price
    increases, and economic recession. How effective would strategists in the automotive
    industry have been, however, if they had identified the threat of a sustained oil price spike
    and a resulting shift in customer preference for fuel-efficient vehicles, and then developed
    a corresponding strategy? This type of external threat does not depend on a single event
    such as 9/11, but rather could have evolved from a multitude of issues. The strategist is
    not expected to have a crystal ball and be able to predict the next 9/11, but rather should
    be considering questions such as, “What if oil and gas prices spike as a result of some
    unforeseen event? How would that affect the healthcare industry?”

    Though some threats may seem remote, they still may be worth addressing. In the
    case of oil prices, for example, the potential for a rise in prices could have been reflected
    in the economic section of an organization’s PEST analysis. Similarly, the threat of war or
    oil embargos could have been identified in the political section. These issues could then
    have been transferred directly into the SWOT analysis. You should carefully examine your
    previous analyses to identify issues for the external section of SWOT. Exhibit 9.5 provides
    a hypothetical example for a small healthcare organization.

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    Strategic Analysis for Healthcare78

    Many of the external issues affecting the healthcare industry, whether pertaining to
    device manufacturers, pharmaceutical developers, insurance companies, or service delivery
    organizations, are not immediately obvious. Focus on broad and emerging trends. For
    instance, artificial intelligence is an emerging issue in the SWOT that may lead to strate-
    gies to incorporate it in a hospital or training setting. In looking at trends, consider the
    community hospitals of the 1980s. They were the facilities sought by patients and trusted
    for their healthcare, much like family physicians. However, times have changed, as has the
    delivery of healthcare, with minute clinics in big box stores, telemedicine, and the emer-
    gence of the physician’s assistant displacing the typical doctor’s visit. As a result, we must
    constantly revisit our SWOT analysis to ensure that we are doing things right and doing
    the right things.

    When you have completed the external portion of the SWOT analysis, the issues
    you identify will be used to complete the EFE in the next chapter and will later be trans-
    ferred into the TOWS strategy development chart in chapter 26.

    EXHIBIT 9.5
    Examples of an
    Organization’s
    External
    Opportunities
    and Threats

    Opportunities Threats

    1. Expansion of existing services 1. Multiple competitors

    2. Additional locations 2. Emergency department overcrowding

    3. Greater exposure and branding 3. Power of suppliers

    4. Addition of trauma center 4. Recent lawsuits

    5. Purchasing additional practices 5. Low socioeconomic status of area
    residents

    6. Expansion into surrounding counties 6. Transient market

    7. Government contracts 7. Pending legislation expanding patients’
    rights

    8. Residency programs/teaching 8. Qualified providers reluctant to relocate
    to the area

    9. Expansion of ancillary services 9. Changes in reimbursement

    10. Demographic changes 10. Decrease in population

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    Chapter 9: SWOT: External Oppor tunit ies and Threats 79

    E

    X

    E

    R

    C

    I

    S

    E

    Complete the external portion of the SWOT analysis for your project organization in the space
    provided. Be sure to review your previous analyses and consider the critical success factors in
    the industry. What are the implications for strategy? The issues you identify in this exercise will
    be used to complete the EFE in the next chapter and later will be transferred into the TOWS
    strategy development chart in chapter 26.

    (SW)OT Analysis of _________________________________________________

    External

    Opportunities Threats

    1. 1.

    2. 2.

    3. 3.

    4. 4.

    5. 5.

    6. 6.

    7. 7.

    8. 8.

    9. 9.

    10. 10.

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    Strategic Analysis for Healthcare80

    E

    X

    E

    R

    C

    I

    S

    E

    Implications for Strategy:

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    8.

    9.

    10.

    Copying and distribution of this PDF is prohibited without written permission.
    For permission, please contact Copyright Clearance Center at www.copyright.com

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    – 1
    – 2
    – 3
    – 4

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    The objective of this assignment is to expose students to Christian integration on many topics in the counseling profession and to provide flexibility for students to study chapters aligning with their degree program! Students will refer to these instructions when completing the
    **Chapter Review Paper Assignments.**

    I
    **nstructions**

    Your instructions are the same for each paper, but each submission will be from a different chapter/topic. Each
    **Chapter Review Paper Assignment** must be between 5 double-spaced pages (not including the title page, abstract, and reference pages). Each paper must be created in a Microsoft Word document. You are highly encouraged to use the APA 7th Edition Word Template that is linked under the
    **Resources** header on each
    **Chapter Review Paper Assignment** page. Use the following guidelines to write each assignment.

    1. Provide a
    **title page in the current APA format** including only your name, the
    **Chapter (#) and Title**, and the institutional affiliation (Liberty University). The paper should have the running head in the appropriate place and a page number on every page.

    2. You are not required to write an abstract for your papers in this course.

    3. Divide your paper into three sections with the following major headings:
    **Summary**,
    **Interaction**, and
    **Application**(review the current APA Manual for guidance on levels of headings if needed).
    **_The chapter review papers do not require an abstract_**.
    For more information on how the title page should look according to Liberty University Standards,
    **please reference the APA Template that was given to you in Module 1.**

    4. Develop a
    **Summary** of the main concepts from the assigned week Chapters
    **_in a minimum of least two pages, no more than four_**. The summary should be appropriately concise, clear, and adequately complete. The summary is not a commentary or listing of the main points but rather a discussion of the core ideas presented in the chapter. Use the objectives of the chapter to guide the discussion presented in your summary. Cite the chapter in-text (Warden & Simmons, 2024) at least once per paragraph, and include page numbers for direct quotations (Warden & Simmons, 2024, p. 123). Each page of the
    **Summary** should have no more than three direct quotations. Avoid lengthy or block quotes in the summary.

    5. In your own words, describe your
    **Interaction** with the chapter
    **_in a minimum of two pages, no more than four_**.
    Appropriate comments for this part of the
    **Chapter Review Paper Assignment** should include:

    a. Your initial response to the chapter (positive, negative, or neutral).

    b. Three insightful observations you gained from reading the chapter.

    c. Your subjective comments about the main points of the chapter. Support your comments by scholarly sources (less than 10 years old). The scholarly sources may include peer-reviewed articles you may have read in previous courses, textbooks for other Liberty University courses, the
    _ACA Code of Ethics_(2014) or the AACC Code of Ethics (2014), and relevant Scriptural insight. Please include proper citations and references at the end of the paper.

    d. You are
    **required to include citations of at least three academic sources** on top of the chapter that you are writing about in the
    **Interaction** section. An academic source includes chapters from textbooks like King & Ford. (Remember to properly cite the chapter of a book in APA 7th Edition formatting), the ACA Code of Ethics, books from other courses you have taken so far in your degree program, journal articles, etc. Citation of bible verses is very much encouraged as they relate to the topic of the chapter.

    6. In your final section (in at least 1 page, no more than 2), write how you would apply
    **(Application)** the information you have learned from the chapter to your life and profession. Explain how the chapter objectives and major ideas of the chapter will impact you as a professional counselor in the future. You are also highly encouraged to share how reading this chapter has helped you grow in your walk with the Lord.

    7. Please include a Reference page and properly cite the King and Ford (2024) book, along with all other sources of information you cite in each of your
    **Chapter Review Paper Assignments**. Ensure that each of the in-text citations you use in the body of this paper is written in the reference list. For example, if you cite two different chapters in the paper, you will have two different citations in your paper (remembering to cite the authors of the chapter(s), not the editors King & Ford). In the references page of your paper, you will list the references in the following way (See example below)

    Knapp, K. & Hull, C. (2024). Christian integration and the CACREP alliance. In J. A. King & K. M. Ford (Eds.),
    _Christian integration in counselor education_. Kendall Hunt Publishers. ISBN 979-8-3851-2564-7

    Remember that all papers in this program follow the current APA format and are written

    per APA Professional (not APA student paper) standards.

    Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.

    **## Ch15.docx**

    Chapter 15

    Christian Integration in Marriage and Family Counseling Programs

    Vasti P. Holstun & Lynn R. Bohecker

    VIDEO

    Author Bios

    Dr. Vasti Holstun is core faculty at Liberty University. Before becoming a counselor educator, Dr. Holstun was a school counselor for 16 years. She is also a licensed professional counselor in private practice, where she continues counseling children, adolescents, adults, and families. Dr. Holstun publishes and presents at state and national conferences on the following topics: burnout, compassion satisfaction, and self-care for counselor educators, integrating spirituality in counseling, mental health in schools, and counseling supervision.

    Dr. Lynn Bohecker is core faculty at Liberty University and the director of the Marriage and Family Therapy Program. She has taught counselor education in secular and faith-based institutions of higher education. Dr. Bohecker has published many peer-reviewed journal articles, books, and book chapters. Her research interests include supervision, the integration of spirituality and religion in counseling, marriage and family, group work, diversity, inclusion, and professional identity.

    LEARNING OBJECTIVES

    After reading this chapter, students will be able to:

    1.

    Incorporate a Christian worldview in their understanding of marriage and family counseling,

    2.

    Identify the impact of worldviews, beliefs, theories, and strategies on marriage and family counseling, and

    3.

    Work with a variety of family structures and will be prepared to ethically provide services to families with diverse worldviews, including a Christian worldview.

    Introduction

    While secular institutions recognize marriage and family as the basic structure of society, and many religions and spiritual systems accept marriage and family as important in their worldview (Blankenhorn, 2009), Christians believe that marriage and family are sacred institutions because they were created by God Himself (Genesis 1:26-28; Genesis 2:18-24). Furthermore, Jesus reinforced approval of the institution of marriage by performing his first miracle at a wedding (John 2:1-11) and explicitly speaking against divorce (Matthew 19:1-8). Furthermore, the Bible views the church and the church members as a family, with God as the Father, and the members as siblings—brothers and sisters in Christ (Ephesians 2:19; 1 John 3:1; 1 Timothy 5:1-2; John 1:12-13). This is why the idea of everyone being equal in church made sense at a time when society was very much disaggregated based on social class and other differences (Galatians 3:26-29). Viewing the church as a family can also help us understand how the church functions as a system. Each member of the church is part of this system, compared in 1 Corinthians 12 to a physical body, with each member functioning as one component of the body and with each member as important as the next. Counseling concepts related to family and family systems can apply to multiple types of entities such as the church, which inspires meaningful applications for Christians in particular, who often consider their church family as their second family.

    Marriage in Human History

    In modern human history and in individualistic and egalitarian societies, marriage prioritizes the feelings of the people getting married. It is assumed that when a man and a woman decide to get married, they independently choose to be with the other person and are in love with each other. However, this current belief has not always been the norm. In ancient human history, marriage was instituted to protect the most vulnerable segments of society: women, children, and the elderly (Blankenhorn, 2009). Marriages were also viewed as a means to create alliances between family groups, offer a place to belong, and a source of loyalty and protection. Moreover, marriages served as a way of ensuring the existence of future generations who would continue the traditions of the family or collective culture. Marriage was not about how the man or the woman felt about each other; their feelings were not a consideration and falling in love was not a requirement. Likewise, feelings of love were not a prerequisite to marriage in Biblical times.

    Marriage in the Old Testament

    The Bible shows us that marriage and the human family are very important to God. The Poem of Creation in Genesis 1 states that God decided it is not good for man to be alone, and he created a woman as his companion. When reading Genesis 1:26-27 carefully, we find that God created mankind in His image and further specified that He created them male and female. Theologians have debated for centuries what it means to be created in the image of God, but because God made both man and woman and made them be together, we may surmise that being part of a family is perhaps part of being made in the image of God (Johnson, 2020). The triune God (Father, Son, and Holy Spirit) is also conceptually a family of three in one, and as such, understanding how ideal human families work at their best may give us a glimpse into how the Godhead works systemically and how families are the image of God.

    Marriage in the New Testament

    In this context, the Apostle Paul in Ephesians 5:21-33 laid out some fundamental principles for love and respect in a Christian marriage. While his advice was dependent on the cultural values of his time, the principles he described are applicable today. It may seem through a modern-day lens that Paul promotes the subservience of women by saying that wives are required to submit to their husbands. However, verse 21 begins with, “Submit to one another” (New International Version Bible [NIV], 2011). Then, in verse 25, Paul requires husbands to love their wives sacrificially, as Christ loved the Church and gave His life for her. Paul also explains in verse 24 that the type of “submission” he refers to for wives should be similar to how the Church submits to Christ. Thus, husbands and wives are both called to be submissive. It would be safe and not difficult to submit to someone who loves one sacrificially.

    The Bible does not call on wives to be unconditionally submissive to their husbands nor condones the abuse of that submission on the husband’s part. Questions that may arise are, What if the wife loves and respects the husband, but the husband does not submit to God, and does not love his wife sacrificially? Or what if the husband loves the wife sacrificially, but the wife does not respect or submit to the husband? Unilateral submission results in a tyrannical relationship in which a dutiful Christian spouse is taken advantage of, disrespected, and often treated with contempt. Incidentally, secular research shows that contempt is likely one of the main causes of divorce (Gottman, 1993). When both the husband and the wife follow God’s call to submit, the marriage and family unit can function in God’s image as was intended.

    The Role of Sin in Marriage

    It is often difficult for marriage and family counselors to connect marriage and family counseling principles with Biblical fundamentals. However, the connection may be nearer than we think. The Bible is very clear that God is a relational God. When we think of God from a relational perspective, we can then connect our theology with marriage and family counseling principles, which are very much focused on relationships (Johnson, 2020). Not only is God a relational Being, but He also created mankind in His image—to enjoy and connect relationally with God and with fellow human beings (Genesis 1:26-27). Furthermore, we must understand that when sin entered the world, it shattered these delicate and profound relational connections. Genesis 3 clearly describes that sin ruptured the loving connection between God and His creation (Genesis 3:10) and between Adam and Eve (Genesis 3:12). Genesis 3:10 tells us that Adam was afraid of God—which is the opposite of a loving relationship. In Genesis 3:12, Adam blames his wife for his sin, and Eve blames the serpent (Genesis 3:13). It is interesting that the couple does not take responsibility for their actions until they are forced to bear the consequences of their choices. According to Johnson (2020), sin is relational. Instead of seeing the image of God in our loved ones, we end up seeing them as the source of our difficulties. When our relationships with God and others are distorted by sin, we suffer, and this may be particularly true in marriage.

    Family Systems In the Bible

    Systems theory (Bowen, 1966) revolves around a few concepts, such as the whole being greater than the sum of its parts, systems having a hierarchy, executive organization, subsystems, and systems having self-preservation as the main goal. When we think about systems, it is important to realize that Biblical cultures were very much about preserving homeostasis and involved self-correction in dealing with family members (2 Samuel 3:28-30). This brings us again to the story of creation. While we see the couple dynamics with Adam and Eve, we also see that each of them had personal responsibility and contributed to the dynamic. There is little information about where Adam was when Eve took the forbidden fruit and why he chose to eat the fruit (Genesis 3:1-6). However, the Scripture describes how God held each of them accountable for their actions, even though they were a couple and acted together in some ways (Genesis 3:13-19).

    Biblical Example: Jacob’s Family

    A Biblical family that is interesting to analyze is Jacob’s family in Genesis (starting in chapters 29-35 and 37-50). The dynamics are complex because Jacob had two wives (who were also sisters), two concubines, 12 sons, and one daughter. We can see how Jacob’s actions (or lack thereof) impacted the system and created several complex interactions and dynamics that ultimately had a very powerful impact on all family members. The same complex dynamics can be viewed in Abraham’s story (Gen. 16:1–16; 21:8–21) and Isaac’s (Genesis 24 and 27). Thus, it is important to note how cultural norms (such as the allowance of polygamy, even though

    **## Ch15.docx**

    Chapter 15

    Christian Integration in Marriage and Family Counseling Programs

    Vasti P. Holstun & Lynn R. Bohecker

    VIDEO

    Author Bios

    Dr. Vasti Holstun is core faculty at Liberty University. Before becoming a counselor educator, Dr. Holstun was a school counselor for 16 years. She is also a licensed professional counselor in private practice, where she continues counseling children, adolescents, adults, and families. Dr. Holstun publishes and presents at state and national conferences on the following topics: burnout, compassion satisfaction, and self-care for counselor educators, integrating spirituality in counseling, mental health in schools, and counseling supervision.

    Dr. Lynn Bohecker is core faculty at Liberty University and the director of the Marriage and Family Therapy Program. She has taught counselor education in secular and faith-based institutions of higher education. Dr. Bohecker has published many peer-reviewed journal articles, books, and book chapters. Her research interests include supervision, the integration of spirituality and religion in counseling, marriage and family, group work, diversity, inclusion, and professional identity.

    LEARNING OBJECTIVES

    After reading this chapter, students will be able to:

    1.

    Incorporate a Christian worldview in their understanding of marriage and family counseling,

    2.

    Identify the impact of worldviews, beliefs, theories, and strategies on marriage and family counseling, and

    3.

    Work with a variety of family structures and will be prepared to ethically provide services to families with diverse worldviews, including a Christian worldview.

    Introduction

    While secular institutions recognize marriage and family as the basic structure of society, and many religions and spiritual systems accept marriage and family as important in their worldview (Blankenhorn, 2009), Christians believe that marriage and family are sacred institutions because they were created by God Himself (Genesis 1:26-28; Genesis 2:18-24). Furthermore, Jesus reinforced approval of the institution of marriage by performing his first miracle at a wedding (John 2:1-11) and explicitly speaking against divorce (Matthew 19:1-8). Furthermore, the Bible views the church and the church members as a family, with God as the Father, and the members as siblings—brothers and sisters in Christ (Ephesians 2:19; 1 John 3:1; 1 Timothy 5:1-2; John 1:12-13). This is why the idea of everyone being equal in church made sense at a time when society was very much disaggregated based on social class and other differences (Galatians 3:26-29). Viewing the church as a family can also help us understand how the church functions as a system. Each member of the church is part of this system, compared in 1 Corinthians 12 to a physical body, with each member functioning as one component of the body and with each member as important as the next. Counseling concepts related to family and family systems can apply to multiple types of entities such as the church, which inspires meaningful applications for Christians in particular, who often consider their church family as their second family.

    Marriage in Human History

    In modern human history and in individualistic and egalitarian societies, marriage prioritizes the feelings of the people getting married. It is assumed that when a man and a woman decide to get married, they independently choose to be with the other person and are in love with each other. However, this current belief has not always been the norm. In ancient human history, marriage was instituted to protect the most vulnerable segments of society: women, children, and the elderly (Blankenhorn, 2009). Marriages were also viewed as a means to create alliances between family groups, offer a place to belong, and a source of loyalty and protection. Moreover, marriages served as a way of ensuring the existence of future generations who would continue the traditions of the family or collective culture. Marriage was not about how the man or the woman felt about each other; their feelings were not a consideration and falling in love was not a requirement. Likewise, feelings of love were not a prerequisite to marriage in Biblical times.

    Marriage in the Old Testament

    The Bible shows us that marriage and the human family are very important to God. The Poem of Creation in Genesis 1 states that God decided it is not good for man to be alone, and he created a woman as his companion. When reading Genesis 1:26-27 carefully, we find that God created mankind in His image and further specified that He created them male and female. Theologians have debated for centuries what it means to be created in the image of God, but because God made both man and woman and made them be together, we may surmise that being part of a family is perhaps part of being made in the image of God (Johnson, 2020). The triune God (Father, Son, and Holy Spirit) is also conceptually a family of three in one, and as such, understanding how ideal human families work at their best may give us a glimpse into how the Godhead works systemically and how families are the image of God.

    Marriage in the New Testament

    In this context, the Apostle Paul in Ephesians 5:21-33 laid out some fundamental principles for love and respect in a Christian marriage. While his advice was dependent on the cultural values of his time, the principles he described are applicable today. It may seem through a modern-day lens that Paul promotes the subservience of women by saying that wives are required to submit to their husbands. However, verse 21 begins with, “Submit to one another” (New International Version Bible [NIV], 2011). Then, in verse 25, Paul requires husbands to love their wives sacrificially, as Christ loved the Church and gave His life for her. Paul also explains in verse 24 that the type of “submission” he refers to for wives should be similar to how the Church submits to Christ. Thus, husbands and wives are both called to be submissive. It would be safe and not difficult to submit to someone who loves one sacrificially.

    The Bible does not call on wives to be unconditionally submissive to their husbands nor condones the abuse of that submission on the husband’s part. Questions that may arise are, What if the wife loves and respects the husband, but the husband does not submit to God, and does not love his wife sacrificially? Or what if the husband loves the wife sacrificially, but the wife does not respect or submit to the husband? Unilateral submission results in a tyrannical relationship in which a dutiful Christian spouse is taken advantage of, disrespected, and often treated with contempt. Incidentally, secular research shows that contempt is likely one of the main causes of divorce (Gottman, 1993). When both the husband and the wife follow God’s call to submit, the marriage and family unit can function in God’s image as was intended.

    The Role of Sin in Marriage

    It is often difficult for marriage and family counselors to connect marriage and family counseling principles with Biblical fundamentals. However, the connection may be nearer than we think. The Bible is very clear that God is a relational God. When we think of God from a relational perspective, we can then connect our theology with marriage and family counseling principles, which are very much focused on relationships (Johnson, 2020). Not only is God a relational Being, but He also created mankind in His image—to enjoy and connect relationally with God and with fellow human beings (Genesis 1:26-27). Furthermore, we must understand that when sin entered the world, it shattered these delicate and profound relational connections. Genesis 3 clearly describes that sin ruptured the loving connection between God and His creation (Genesis 3:10) and between Adam and Eve (Genesis 3:12). Genesis 3:10 tells us that Adam was afraid of God—which is the opposite of a loving relationship. In Genesis 3:12, Adam blames his wife for his sin, and Eve blames the serpent (Genesis 3:13). It is interesting that the couple does not take responsibility for their actions until they are forced to bear the consequences of their choices. According to Johnson (2020), sin is relational. Instead of seeing the image of God in our loved ones, we end up seeing them as the source of our difficulties. When our relationships with God and others are distorted by sin, we suffer, and this may be particularly true in marriage.

    Family Systems In the Bible

    Systems theory (Bowen, 1966) revolves around a few concepts, such as the whole being greater than the sum of its parts, systems having a hierarchy, executive organization, subsystems, and systems having self-preservation as the main goal. When we think about systems, it is important to realize that Biblical cultures were very much about preserving homeostasis and involved self-correction in dealing with family members (2 Samuel 3:28-30). This brings us again to the story of creation. While we see the couple dynamics with Adam and Eve, we also see that each of them had personal responsibility and contributed to the dynamic. There is little information about where Adam was when Eve took the forbidden fruit and why he chose to eat the fruit (Genesis 3:1-6). However, the Scripture describes how God held each of them accountable for their actions, even though they were a couple and acted together in some ways (Genesis 3:13-19).

    Biblical Example: Jacob’s Family

    A Biblical family that is interesting to analyze is Jacob’s family in Genesis (starting in chapters 29-35 and 37-50). The dynamics are complex because Jacob had two wives (who were also sisters), two concubines, 12 sons, and one daughter. We can see how Jacob’s actions (or lack thereof) impacted the system and created several complex interactions and dynamics that ultimately had a very powerful impact on all family members. The same complex dynamics can be viewed in Abraham’s story (Gen. 16:1–16; 21:8–21) and Isaac’s (Genesis 24 and 27). Thus, it is important to note how cultural norms (such as the allowance of polygamy, even though

    **## Temp.docx**

    ****Author Note****

    **I have no known conflict of interest to disclose.**

    **Correspondence concerning this article should be addressed to . Email:**

    **## Abstract**

    **_Keywords_:**

    **2**

    **2**

    **## References**

    **## ChRevIn.docx**

    The objective of this assignment is to expose students to Christian integration on many topics in the counseling profession and to provide flexibility for students to study chapters aligning with their degree program! Students will refer to these instructions when completing the
    **Chapter Review Paper Assignments.**

    I
    **nstructions**

    Your instructions are the same for each paper, but each submission will be from a different chapter/topic. Each
    **Chapter Review Paper Assignment** must be between 5 double-spaced pages (not including the title page, abstract, and reference pages). Each paper must be created in a Microsoft Word document. You are highly encouraged to use the APA 7th Edition Word Template that is linked under the
    **Resources** header on each
    **Chapter Review Paper Assignment** page. Use the following guidelines to write each assignment.

    1. Provide a
    **title page in the current APA format** including only your name, the
    **Chapter (#) and Title**, and the institutional affiliation (Liberty University). The paper should have the running head in the appropriate place and a page number on every page.

    2. You are not required to write an abstract for your papers in this course.

    3. Divide your paper into three sections with the following major headings:
    **Summary**,
    **Interaction**, and
    **Application**(review the current APA Manual for guidance on levels of headings if needed).
    **_The chapter review papers do not require an abstract_**.
    For more information on how the title page should look according to Liberty University Standards,
    **please reference the APA Template that was given to you in Module 1.**

    4. Develop a
    **Summary** of the main concepts from the assigned week Chapters
    **_in a minimum of least two pages, no more than four_**. The summary should be appropriately concise, clear, and adequately complete. The summary is not a commentary or listing of the main points but rather a discussion of the core ideas presented in the chapter. Use the objectives of the chapter to guide the discussion presented in your summary. Cite the chapter in-text (Warden & Simmons, 2024) at least once per paragraph, and include page numbers for direct quotations (Warden & Simmons, 2024, p. 123). Each page of the
    **Summary** should have no more than three direct quotations. Avoid lengthy or block quotes in the summary.

    5. In your own words, describe your
    **Interaction** with the chapter
    **_in a minimum of two pages, no more than four_**.
    Appropriate comments for this part of the
    **Chapter Review Paper Assignment** should include:

    a. Your initial response to the chapter (positive, negative, or neutral).

    b. Three insightful observations you gained from reading the chapter.

    c. Your subjective comments about the main points of the chapter. Support your comments by scholarly sources (less than 10 years old). The scholarly sources may include peer-reviewed articles you may have read in previous courses, textbooks for other Liberty University courses, the
    _ACA Code of Ethics_(2014) or the AACC Code of Ethics (2014), and relevant Scriptural insight. Please include proper citations and references at the end of the paper.

    d. You are
    **required to include citations of at least three academic sources** on top of the chapter that you are writing about in the
    **Interaction** section. An academic source includes chapters from textbooks like King & Ford. (Remember to properly cite the chapter of a book in APA 7th Edition formatting), the ACA Code of Ethics, books from other courses you have taken so far in your degree program, journal articles, etc. Citation of bible verses is very much encouraged as they relate to the topic of the chapter.

    6. In your final section (in at least 1 page, no more than 2), write how you would apply
    **(Application)** the information you have learned from the chapter to your life and profession. Explain how the chapter objectives and major ideas of the chapter will impact you as a professional counselor in the future. You are also highly encouraged to share how reading this chapter has helped you grow in your walk with the Lord.

    7. Please include a Reference page and properly cite the King and Ford (2024) book, along with all other sources of information you cite in each of your
    **Chapter Review Paper Assignments**. Ensure that each of the in-text citations you use in the body of this paper is written in the reference list. For example, if you cite two different chapters in the paper, you will have two different citations in your paper (remembering to cite the authors of the chapter(s), not the editors King & Ford). In the references page of your paper, you will list the references in the following way (See example below)

    Knapp, K. & Hull, C. (2024). Christian integration and the CACREP alliance. In J. A. King & K. M. Ford (Eds.),
    _Christian integration in counselor education_. Kendall Hunt Publishers. ISBN 979-8-3851-2564-7

    Remember that all papers in this program follow the current APA format and are written

    per APA Professional (not APA student paper) standards.

    Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.

    **## Ch15.docx**

    Chapter 15

    Christian Integration in Marriage and Family Counseling Programs

    Vasti P. Holstun & Lynn R. Bohecker

    VIDEO

    Author Bios

    Dr. Vasti Holstun is core faculty at Liberty University. Before becoming a counselor educator, Dr. Holstun was a school counselor for 16 years. She is also a licensed professional counselor in private practice, where she continues counseling children, adolescents, adults, and families. Dr. Holstun publishes and presents at state and national conferences on the following topics: burnout, compassion satisfaction, and self-care for counselor educators, integrating spirituality in counseling, mental health in schools, and counseling supervision.

    Dr. Lynn Bohecker is core faculty at Liberty University and the director of the Marriage and Family Therapy Program. She has taught counselor education in secular and faith-based institutions of higher education. Dr. Bohecker has published many peer-reviewed journal articles, books, and book chapters. Her research interests include supervision, the integration of spirituality and religion in counseling, marriage and family, group work, diversity, inclusion, and professional identity.

    LEARNING OBJECTIVES

    After reading this chapter, students will be able to:

    1.

    Incorporate a Christian worldview in their understanding of marriage and family counseling,

    2.

    Identify the impact of worldviews, beliefs, theories, and strategies on marriage and family counseling, and

    3.

    Work with a variety of family structures and will be prepared to ethically provide services to families with diverse worldviews, including a Christian worldview.

    Introduction

    While secular institutions recognize marriage and family as the basic structure of society, and many religions and spiritual systems accept marriage and family as important in their worldview (Blankenhorn, 2009), Christians believe that marriage and family are sacred institutions because they were created by God Himself (Genesis 1:26-28; Genesis 2:18-24). Furthermore, Jesus reinforced approval of the institution of marriage by performing his first miracle at a wedding (John 2:1-11) and explicitly speaking against divorce (Matthew 19:1-8). Furthermore, the Bible views the church and the church members as a family, with God as the Father, and the members as siblings—brothers and sisters in Christ (Ephesians 2:19; 1 John 3:1; 1 Timothy 5:1-2; John 1:12-13). This is why the idea of everyone being equal in church made sense at a time when society was very much disaggregated based on social class and other differences (Galatians 3:26-29). Viewing the church as a family can also help us understand how the church functions as a system. Each member of the church is part of this system, compared in 1 Corinthians 12 to a physical body, with each member functioning as one component of the body and with each member as important as the next. Counseling concepts related to family and family systems can apply to multiple types of entities such as the church, which inspires meaningful applications for Christians in particular, who often consider their church family as their second family.

    Marriage in Human History

    In modern human history and in individualistic and egalitarian societies, marriage prioritizes the feelings of the people getting married. It is assumed that when a man and a woman decide to get married, they independently choose to be with the other person and are in love with each other. However, this current belief has not always been the norm. In ancient human history, marriage was instituted to protect the most vulnerable segments of society: women, children, and the elderly (Blankenhorn, 2009). Marriages were also viewed as a means to create alliances between family groups, offer a place to belong, and a source of loyalty and protection. Moreover, marriages served as a way of ensuring the existence of future generations who would continue the traditions of the family or collective culture. Marriage was not about how the man or the woman felt about each other; their feelings were not a consideration and falling in love was not a requirement. Likewise, feelings of love were not a prerequisite to marriage in Biblical times.

    Marriage in the Old Testament

    The Bible shows us that marriage and the human family are very important to God. The Poem of Creation in Genesis 1 states that God decided it is not good for man to be alone, and he created a woman as his companion. When reading Genesis 1:26-27 carefully, we find that God created mankind in His image and further specified that He created them male and female. Theologians have debated for centuries what it means to be created in the image of God, but because God made both man and woman and made them be together, we may surmise that being part of a family is perhaps part of being made in the image of God (Johnson, 2020). The triune God (Father, Son, and Holy Spirit) is also conceptually a family of three in one, and as such, understanding how ideal human families work at their best may give us a glimpse into how the Godhead works systemically and how families are the image of God.

    Marriage in the New Testament

    In this context, the Apostle Paul in Ephesians 5:21-33 laid out some fundamental principles for love and respect in a Christian marriage. While his advice was dependent on the cultural values of his time, the principles he described are applicable today. It may seem through a modern-day lens that Paul promotes the subservience of women by saying that wives are required to submit to their husbands. However, verse 21 begins with, “Submit to one another” (New International Version Bible [NIV], 2011). Then, in verse 25, Paul requires husbands to love their wives sacrificially, as Christ loved the Church and gave His life for her. Paul also explains in verse 24 that the type of “submission” he refers to for wives should be similar to how the Church submits to Christ. Thus, husbands and wives are both called to be submissive. It would be safe and not difficult to submit to someone who loves one sacrificially.

    The Bible does not call on wives to be unconditionally submissive to their husbands nor condones the abuse of that submission on the husband’s part. Questions that may arise are, What if the wife loves and respects the husband, but the husband does not submit to God, and does not love his wife sacrificially? Or what if the husband loves the wife sacrificially, but the wife does not respect or submit to the husband? Unilateral submission results in a tyrannical relationship in which a dutiful Christian spouse is taken advantage of, disrespected, and often treated with contempt. Incidentally, secular research shows that contempt is likely one of the main causes of divorce (Gottman, 1993). When both the husband and the wife follow God’s call to submit, the marriage and family unit can function in God’s image as was intended.

    The Role of Sin in Marriage

    It is often difficult for marriage and family counselors to connect marriage and family counseling principles with Biblical fundamentals. However, the connection may be nearer than we think. The Bible is very clear that God is a relational God. When we think of God from a relational perspective, we can then connect our theology with marriage and family counseling principles, which are very much focused on relationships (Johnson, 2020). Not only is God a relational Being, but He also created mankind in His image—to enjoy and connect relationally with God and with fellow human beings (Genesis 1:26-27). Furthermore, we must understand that when sin entered the world, it shattered these delicate and profound relational connections. Genesis 3 clearly describes that sin ruptured the loving connection between God and His creation (Genesis 3:10) and between Adam and Eve (Genesis 3:12). Genesis 3:10 tells us that Adam was afraid of God—which is the opposite of a loving relationship. In Genesis 3:12, Adam blames his wife for his sin, and Eve blames the serpent (Genesis 3:13). It is interesting that the couple does not take responsibility for their actions until they are forced to bear the consequences of their choices. According to Johnson (2020), sin is relational. Instead of seeing the image of God in our loved ones, we end up seeing them as the source of our difficulties. When our relationships with God and others are distorted by sin, we suffer, and this may be particularly true in marriage.

    Family Systems In the Bible

    Systems theory (Bowen, 1966) revolves around a few concepts, such as the whole being greater than the sum of its parts, systems having a hierarchy, executive organization, subsystems, and systems having self-preservation as the main goal. When we think about systems, it is important to realize that Biblical cultures were very much about preserving homeostasis and involved self-correction in dealing with family members (2 Samuel 3:28-30). This brings us again to the story of creation. While we see the couple dynamics with Adam and Eve, we also see that each of them had personal responsibility and contributed to the dynamic. There is little information about where Adam was when Eve took the forbidden fruit and why he chose to eat the fruit (Genesis 3:1-6). However, the Scripture describes how God held each of them accountable for their actions, even though they were a couple and acted together in some ways (Genesis 3:13-19).

    Biblical Example: Jacob’s Family

    A Biblical family that is interesting to analyze is Jacob’s family in Genesis (starting in chapters 29-35 and 37-50). The dynamics are complex because Jacob had two wives (who were also sisters), two concubines, 12 sons, and one daughter. We can see how Jacob’s actions (or lack thereof) impacted the system and created several complex interactions and dynamics that ultimately had a very powerful impact on all family members. The same complex dynamics can be viewed in Abraham’s story (Gen. 16:1–16; 21:8–21) and Isaac’s (Genesis 24 and 27). Thus, it is important to note how cultural norms (such as the allowance of polygamy, even though

    **## Temp.docx**

    ****Author Note****

    **I have no known conflict of interest to disclose.**

    **Correspondence concerning this article should be addressed to . Email:**

    **## Abstract**

    **_Keywords_:**

    **2**

    **2**

    **## References**

    **## ChRevIn.docx**

    The objective of this assignment is to expose students to Christian integration on many topics in the counseling profession and to provide flexibility for students to study chapters aligning with their degree program! Students will refer to these instructions when completing the
    **Chapter Review Paper Assignments.**

    I
    **nstructions**

    Your instructions are the same for each paper, but each submission will be from a different chapter/topic. Each
    **Chapter Review Paper Assignment** must be between 5 double-spaced pages (not including the title page, abstract, and reference pages). Each paper must be created in a Microsoft Word document. You are highly encouraged to use the APA 7th Edition Word Template that is linked under the
    **Resources** header on each
    **Chapter Review Paper Assignment** page. Use the following guidelines to write each assignment.

    1. Provide a
    **title page in the current APA format** including only your name, the
    **Chapter (#) and Title**, and the institutional affiliation (Liberty University). The paper should have the running head in the appropriate place and a page number on every page.

    2. You are not required to write an abstract for your papers in this course.

    3. Divide your paper into three sections with the following major headings:
    **Summary**,
    **Interaction**, and
    **Application**(review the current APA Manual for guidance on levels of headings if needed).
    **_The chapter review papers do not require an abstract_**.
    For more information on how the title page should look according to Liberty University Standards,
    **please reference the APA Template that was given to you in Module 1.**

    4. Develop a
    **Summary** of the main concepts from the assigned week Chapters
    **_in a minimum of least two pages, no more than four_**. The summary should be appropriately concise, clear, and adequately complete. The summary is not a commentary or listing of the main points but rather a discussion of the core ideas presented in the chapter. Use the objectives of the chapter to guide the discussion presented in your summary. Cite the chapter in-text (Warden & Simmons, 2024) at least once per paragraph, and include page numbers for direct quotations (Warden & Simmons, 2024, p. 123). Each page of the
    **Summary** should have no more than three direct quotations. Avoid lengthy or block quotes in the summary.

    5. In your own words, describe your
    **Interaction** with the chapter
    **_in a minimum of two pages, no more than four_**.
    Appropriate comments for this part of the
    **Chapter Review Paper Assignment** should include:

    a. Your initial response to the chapter (positive, negative, or neutral).

    b. Three insightful observations you gained from reading the chapter.

    c. Your subjective comments about the main points of the chapter. Support your comments by scholarly sources (less than 10 years old). The scholarly sources may include peer-reviewed articles you may have read in previous courses, textbooks for other Liberty University courses, the
    _ACA Code of Ethics_(2014) or the AACC Code of Ethics (2014), and relevant Scriptural insight. Please include proper citations and references at the end of the paper.

    d. You are
    **required to include citations of at least three academic sources** on top of the chapter that you are writing about in the
    **Interaction** section. An academic source includes chapters from textbooks like King & Ford. (Remember to properly cite the chapter of a book in APA 7th Edition formatting), the ACA Code of Ethics, books from other courses you have taken so far in your degree program, journal articles, etc. Citation of bible verses is very much encouraged as they relate to the topic of the chapter.

    6. In your final section (in at least 1 page, no more than 2), write how you would apply
    **(Application)** the information you have learned from the chapter to your life and profession. Explain how the chapter objectives and major ideas of the chapter will impact you as a professional counselor in the future. You are also highly encouraged to share how reading this chapter has helped you grow in your walk with the Lord.

    7. Please include a Reference page and properly cite the King and Ford (2024) book, along with all other sources of information you cite in each of your
    **Chapter Review Paper Assignments**. Ensure that each of the in-text citations you use in the body of this paper is written in the reference list. For example, if you cite two different chapters in the paper, you will have two different citations in your paper (remembering to cite the authors of the chapter(s), not the editors King & Ford). In the references page of your paper, you will list the references in the following way (See example below)

    Knapp, K. & Hull, C. (2024). Christian integration and the CACREP alliance. In J. A. King & K. M. Ford (Eds.),
    _Christian integration in counselor education_. Kendall Hunt Publishers. ISBN 979-8-3851-2564-7

    Remember that all papers in this program follow the current APA format and are written

    per APA Professional (not APA student paper) standards.

    Note: Your assignment will be checked for originality via the Turnitin plagiarism tool.

    **## Ch15.docx**

    Chapter 15

    Christian Integration in Marriage and Family Counseling Programs

    Vasti P. Holstun & Lynn R. Bohecker

    VIDEO

    Author Bios

    Dr. Vasti Holstun is core faculty at Liberty University. Before becoming a counselor educator, Dr. Holstun was a school counselor for 16 years. She is also a licensed professional counselor in private practice, where she continues counseling children, adolescents, adults, and families. Dr. Holstun publishes and presents at state and national conferences on the following topics: burnout, compassion satisfaction, and self-care for counselor educators, integrating spirituality in counseling, mental health in schools, and counseling supervision.

    Dr. Lynn Bohecker is core faculty at Liberty University and the director of the Marriage and Family Therapy Program. She has taught counselor education in secular and faith-based institutions of higher education. Dr. Bohecker has published many peer-reviewed journal articles, books, and book chapters. Her research interests include supervision, the integration of spirituality and religion in counseling, marriage and family, group work, diversity, inclusion, and professional identity.

    LEARNING OBJECTIVES

    After reading this chapter, students will be able to:

    1.

    Incorporate a Christian worldview in their understanding of marriage and family counseling,

    2.

    Identify the impact of worldviews, beliefs, theories, and strategies on marriage and family counseling, and

    3.

    Work with a variety of family structures and will be prepared to ethically provide services to families with diverse worldviews, including a Christian worldview.

    Introduction

    While secular institutions recognize marriage and family as the basic structure of society, and many religions and spiritual systems accept marriage and family as important in their worldview (Blankenhorn, 2009), Christians believe that marriage and family are sacred institutions because they were created by God Himself (Genesis 1:26-28; Genesis 2:18-24). Furthermore, Jesus reinforced approval of the institution of marriage by performing his first miracle at a wedding (John 2:1-11) and explicitly speaking against divorce (Matthew 19:1-8). Furthermore, the Bible views the church and the church members as a family, with God as the Father, and the members as siblings—brothers and sisters in Christ (Ephesians 2:19; 1 John 3:1; 1 Timothy 5:1-2; John 1:12-13). This is why the idea of everyone being equal in church made sense at a time when society was very much disaggregated based on social class and other differences (Galatians 3:26-29). Viewing the church as a family can also help us understand how the church functions as a system. Each member of the church is part of this system, compared in 1 Corinthians 12 to a physical body, with each member functioning as one component of the body and with each member as important as the next. Counseling concepts related to family and family systems can apply to multiple types of entities such as the church, which inspires meaningful applications for Christians in particular, who often consider their church family as their second family.

    Marriage in Human History

    In modern human history and in individualistic and egalitarian societies, marriage prioritizes the feelings of the people getting married. It is assumed that when a man and a woman decide to get married, they independently choose to be with the other person and are in love with each other. However, this current belief has not always been the norm. In ancient human history, marriage was instituted to protect the most vulnerable segments of society: women, children, and the elderly (Blankenhorn, 2009). Marriages were also viewed as a means to create alliances between family groups, offer a place to belong, and a source of loyalty and protection. Moreover, marriages served as a way of ensuring the existence of future generations who would continue the traditions of the family or collective culture. Marriage was not about how the man or the woman felt about each other; their feelings were not a consideration and falling in love was not a requirement. Likewise, feelings of love were not a prerequisite to marriage in Biblical times.

    Marriage in the Old Testament

    The Bible shows us that marriage and the human family are very important to God. The Poem of Creation in Genesis 1 states that God decided it is not good for man to be alone, and he created a woman as his companion. When reading Genesis 1:26-27 carefully, we find that God created mankind in His image and further specified that He created them male and female. Theologians have debated for centuries what it means to be created in the image of God, but because God made both man and woman and made them be together, we may surmise that being part of a family is perhaps part of being made in the image of God (Johnson, 2020). The triune God (Father, Son, and Holy Spirit) is also conceptually a family of three in one, and as such, understanding how ideal human families work at their best may give us a glimpse into how the Godhead works systemically and how families are the image of God.

    Marriage in the New Testament

    In this context, the Apostle Paul in Ephesians 5:21-33 laid out some fundamental principles for love and respect in a Christian marriage. While his advice was dependent on the cultural values of his time, the principles he described are applicable today. It may seem through a modern-day lens that Paul promotes the subservience of women by saying that wives are required to submit to their husbands. However, verse 21 begins with, “Submit to one another” (New International Version Bible [NIV], 2011). Then, in verse 25, Paul requires husbands to love their wives sacrificially, as Christ loved the Church and gave His life for her. Paul also explains in verse 24 that the type of “submission” he refers to for wives should be similar to how the Church submits to Christ. Thus, husbands and wives are both called to be submissive. It would be safe and not difficult to submit to someone who loves one sacrificially.

    The Bible does not call on wives to be unconditionally submissive to their husbands nor condones the abuse of that submission on the husband’s part. Questions that may arise are, What if the wife loves and respects the husband, but the husband does not submit to God, and does not love his wife sacrificially? Or what if the husband loves the wife sacrificially, but the wife does not respect or submit to the husband? Unilateral submission results in a tyrannical relationship in which a dutiful Christian spouse is taken advantage of, disrespected, and often treated with contempt. Incidentally, secular research shows that contempt is likely one of the main causes of divorce (Gottman, 1993). When both the husband and the wife follow God’s call to submit, the marriage and family unit can function in God’s image as was intended.

    The Role of Sin in Marriage

    It is often difficult for marriage and family counselors to connect marriage and family counseling principles with Biblical fundamentals. However, the connection may be nearer than we think. The Bible is very clear that God is a relational God. When we think of God from a relational perspective, we can then connect our theology with marriage and family counseling principles, which are very much focused on relationships (Johnson, 2020). Not only is God a relational Being, but He also created mankind in His image—to enjoy and connect relationally with God and with fellow human beings (Genesis 1:26-27). Furthermore, we must understand that when sin entered the world, it shattered these delicate and profound relational connections. Genesis 3 clearly describes that sin ruptured the loving connection between God and His creation (Genesis 3:10) and between Adam and Eve (Genesis 3:12). Genesis 3:10 tells us that Adam was afraid of God—which is the opposite of a loving relationship. In Genesis 3:12, Adam blames his wife for his sin, and Eve blames the serpent (Genesis 3:13). It is interesting that the couple does not take responsibility for their actions until they are forced to bear the consequences of their choices. According to Johnson (2020), sin is relational. Instead of seeing the image of God in our loved ones, we end up seeing them as the source of our difficulties. When our relationships with God and others are distorted by sin, we suffer, and this may be particularly true in marriage.

    Family Systems In the Bible

    Systems theory (Bowen, 1966) revolves around a few concepts, such as the whole being greater than the sum of its parts, systems having a hierarchy, executive organization, subsystems, and systems having self-preservation as the main goal. When we think about systems, it is important to realize that Biblical cultures were very much about preserving homeostasis and involved self-correction in dealing with family members (2 Samuel 3:28-30). This brings us again to the story of creation. While we see the couple dynamics with Adam and Eve, we also see that each of them had personal responsibility and contributed to the dynamic. There is little information about where Adam was when Eve took the forbidden fruit and why he chose to eat the fruit (Genesis 3:1-6). However, the Scripture describes how God held each of them accountable for their actions, even though they were a couple and acted together in some ways (Genesis 3:13-19).

    Biblical Example: Jacob’s Family

    A Biblical family that is interesting to analyze is Jacob’s family in Genesis (starting in chapters 29-35 and 37-50). The dynamics are complex because Jacob had two wives (who were also sisters), two concubines, 12 sons, and one daughter. We can see how Jacob’s actions (or lack thereof) impacted the system and created several complex interactions and dynamics that ultimately had a very powerful impact on all family members. The same complex dynamics can be viewed in Abraham’s story (Gen. 16:1–16; 21:8–21) and Isaac’s (Genesis 24 and 27). Thus, it is important to note how cultural norms (such as the allowance of polygamy, even though

    – 1
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    See Intructions Attached – ## instructions.docx – ## Doc1.docx **## instructions.docx** Persuasive Essay about why Presence is the most important Leadership trait to me in the Leadership Requirement Model. Need help with revision and strong transitions between paragraphs. Check for Grammar error and…

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    Persuasive Essay about why Presence is the most important Leadership trait to me in the Leadership Requirement Model.

    Need help with revision and strong transitions between paragraphs. Check for Grammar error and make corrections.

    In the introduction, briefly define each of the six (character, presence, intellect, leads, develops, achieves), then explain
    _why presence matters most._ It seems unstructured and a little long, but it could be clearer. Do the same with thesis. Also include a strong transition paragraph before going into the actual conclusion.

    Add sources if you need to.

    Must be 3-5 pages do not go over.

    **## Doc1.docx**

    2

    **Attributes and Competencies; Presence**

    By: Tashina Tupa’i

    Advanced Leader Course Class 25-009

    SFC Richardson

    June 16, 2025

    The Army Leadership Requirements Model (LRM) identifies three attributes; character, presence, intellect and three core competencies; leads, develops, and achieves (Department of the Army, 2019) and each one of which matters. Character defines our moral strength. Intellect keeps us sharp and enables us in the decision-making and problem-solving process. Leads inspire actions, develops builds team and achieves focuses on getting the mission done. However, none of these can function without presence. Presence is the attribute that your soldiers can see, feel and respond to in real time. It builds trust and shows consistency. A leader can have strong character, but if they do not “walk the talk,” their integrity is questionable. A leader can be intellect, but if they cannot project confidence and stability, their influence is weakened. Presence is what gives leadership its power. It is the attribute that gives leadership substance in the eyes of those who serve under you. This paper examines why Presence is essential in the Army Leadership Requirements Model and explores how Presence is the foundation that empowers all other leadership traits to matter through examples from personal experience, and chosen respected leaders will show how Presence builds trust, strengthens connections, and inspires soldiers to follow.

    Army Doctrine Publication (ADP) 6-22 states that presence includes military and professional bearing, fitness, confidence, and resilience (Department of the Army, 2019). These things affect how Soldiers see their leaders. A leader can have good ideas and a strong sense of right and wrong, but if they do not show up with conviction and strength, especially when things get tough, those ideas will not work. Consistency, not a speech or a spotlight, makes someone present. It shows in how a leader stands in front of their formation, talks to their soldiers, and deals with problems. Being available in mind, body, and spirit is what it is all about. You cannot fake that kind of leadership; when it is done right, it leaves a mark. I have seen how being there for your soldiers in tough times can mean more than any mission.

    Presence is not about making speeches or being in charge. It is about being the leader who shows up in the smallest, humanly possible ways. It is staying late in the motor pool, not because you must but because your soldiers are out there, and you would not let them do it alone. It is noticing and taking the time to check on your soldier who is struggling, even when the mission demands urgency. I recall, during one field training exercise, my team was worn out. Our equipment failed, time was against us, the morale was low and everything that could go wrong did. I could have just stood back and kept telling them what needed to be done. Instead, I grabbed my gloves and just went to work. That changed the tone and eased tension. They stopped complaining, their mood shifted, and they kept pushing. I did not have to say much. Just being there said more than what needed to be said. In that moment, I realized that when a leader shows up physically and emotionally, it is about being reliable when they needed me.

    General Norman Schwarzkopf once said,
    _“Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy”_ (Schwarzkopf & Petre, 1992). That hit me hard. We are trained to plan, prepare, and execute in the Army. However, when it matters most, presence, honesty, and dependability can do what strategy never will. It gives soldiers the courage to keep going. That statement alone shows how much he valued presence over technical skills. He made it a point to be visible to his troops. He did not just command from a distance. He walked among his soldiers, listened to them, and showed them he was there. His presence gave his troops confidence and calm because they saw that their leader was willing to face the same risks they were. That visibility and engagement made his orders meaningful and his leadership unforgettable.

    Retired Sergeant Major of the Army Michael Grinston’s legacy
    _“This Is My Squad”_ initiative, challenged leaders to truly know their Soldiers, not just lead them (Lacdan, 2020). Not because it is policy, but because that is how trust is built. Trust starts with being present not occasionally but every day, in the grind and chaos. His initiative was deeply rooted into proving that being present is not about just showing up to formations or work call every day, but as a leader, you also need to be invested in the soldiers you lead.

    "The day Soldiers stop bringing you their problems is the day you have stopped leading them"(Powell, 1995). General Colin Powell made this statement to warn leaders who distance themselves or appear unapproachable to their soldiers. Powell knew that presence creates approachability, and approachability builds trust. Powell led by making himself being available to his soldiers so they could trust him. It was not because of his rank but because he made them feel heard and supported. Respect, humility, and service were important to Powell's leadership style; these are traits that only make sense when a leader is present. General Colin Powell was able to lead both in the military and civilian life because he was smart and had a presence that inspired people of all ranks, cultures, and beliefs.

    General Dwight D. Eisenhower's speech the night before the D-Day invasion is one of the best examples of presence in leadership. He did not give a loud speech or a dramatic order the night before D-Day. Instead, he quietly walked among the troops, preparing for the invasion. He shook hands with them, looked them in the eye, and said a few words, but mostly, he just stood with them. That one action gave soldiers more confidence than any speech ever could (Ambrose, 1994). Eisenhower's quiet presence let his troops know their leader was with them, not above them. He knew that being there for someone when they were scared or unsure was more important than words. He did not walk among the troops because it was the right thing to do; he did it to connect with them and to show courage.

    In conclusion, while some leaders speak with their voices, others speak with their presence. I have worked with leaders whose calm, collected demeanor kept our team together during chaotic situations, not because they gave orders but because their manner fostered direction and trust. Being physically present is only one aspect of presence; another is being emotionally and cognitively involved when your soldiers need you the most. It is what turns being a leader into a mission. The most important quality among all the others in the Army Leadership Requirements Model is presence. Without it, missions lose their purpose, intelligence is ignored, and character is invisible. No matter how much knowledge they possess, a leader who is not present is like a compass without a needle, and they cannot lead. A genuine and consistent leader gains followership, motivates work, and establishes trust that endures beyond any mission or task. For this reason, being present is not a choice. It is a necessity. Take the lead. Show up in more than just your uniform. Be the rock your soldiers need by showing up and remaining steadfast. In this essay, I have shown how presence connects all the important leadership qualities in the Army Leadership Requirements Model. Presence brings character, intelligence, and action to life by building trust through consistent behavior and leading with confidence when things get tough. It is what builds loyalty, boosts morale, and gives orders meaning. That is why being present is more than just a leader trait; it is what makes a leader.

    **References**

    Ambrose, S. E. (1994).
    _D-Day: June 6, 1944: The climactic battle of World War II_. Simon & Schuster.

    Department of the Army. (2019).
    _Army leadership and the profession_ (ADP 6-22). Headquarters, Department of the Army.
    [https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf](https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf)

    Lacdan, J. (2020, January 31). SMA to Soldiers: “Understand the people around you.” U.S. Army.
    [https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you](https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you)

    Powell, C. L. (1995).
    _My American journey_. Random House.

    Schwarzkopf, H. N., & Petre, P. (1992).
    _It doesn't take a hero: The autobiography of General H. Norman Schwarzkopf_. Bantam Books.

    **## Doc1.docx**

    2

    **Attributes and Competencies; Presence**

    By: Tashina Tupa’i

    Advanced Leader Course Class 25-009

    SFC Richardson

    June 16, 2025

    The Army Leadership Requirements Model (LRM) identifies three attributes; character, presence, intellect and three core competencies; leads, develops, and achieves (Department of the Army, 2019) and each one of which matters. Character defines our moral strength. Intellect keeps us sharp and enables us in the decision-making and problem-solving process. Leads inspire actions, develops builds team and achieves focuses on getting the mission done. However, none of these can function without presence. Presence is the attribute that your soldiers can see, feel and respond to in real time. It builds trust and shows consistency. A leader can have strong character, but if they do not “walk the talk,” their integrity is questionable. A leader can be intellect, but if they cannot project confidence and stability, their influence is weakened. Presence is what gives leadership its power. It is the attribute that gives leadership substance in the eyes of those who serve under you. This paper examines why Presence is essential in the Army Leadership Requirements Model and explores how Presence is the foundation that empowers all other leadership traits to matter through examples from personal experience, and chosen respected leaders will show how Presence builds trust, strengthens connections, and inspires soldiers to follow.

    Army Doctrine Publication (ADP) 6-22 states that presence includes military and professional bearing, fitness, confidence, and resilience (Department of the Army, 2019). These things affect how Soldiers see their leaders. A leader can have good ideas and a strong sense of right and wrong, but if they do not show up with conviction and strength, especially when things get tough, those ideas will not work. Consistency, not a speech or a spotlight, makes someone present. It shows in how a leader stands in front of their formation, talks to their soldiers, and deals with problems. Being available in mind, body, and spirit is what it is all about. You cannot fake that kind of leadership; when it is done right, it leaves a mark. I have seen how being there for your soldiers in tough times can mean more than any mission.

    Presence is not about making speeches or being in charge. It is about being the leader who shows up in the smallest, humanly possible ways. It is staying late in the motor pool, not because you must but because your soldiers are out there, and you would not let them do it alone. It is noticing and taking the time to check on your soldier who is struggling, even when the mission demands urgency. I recall, during one field training exercise, my team was worn out. Our equipment failed, time was against us, the morale was low and everything that could go wrong did. I could have just stood back and kept telling them what needed to be done. Instead, I grabbed my gloves and just went to work. That changed the tone and eased tension. They stopped complaining, their mood shifted, and they kept pushing. I did not have to say much. Just being there said more than what needed to be said. In that moment, I realized that when a leader shows up physically and emotionally, it is about being reliable when they needed me.

    General Norman Schwarzkopf once said,
    _“Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy”_ (Schwarzkopf & Petre, 1992). That hit me hard. We are trained to plan, prepare, and execute in the Army. However, when it matters most, presence, honesty, and dependability can do what strategy never will. It gives soldiers the courage to keep going. That statement alone shows how much he valued presence over technical skills. He made it a point to be visible to his troops. He did not just command from a distance. He walked among his soldiers, listened to them, and showed them he was there. His presence gave his troops confidence and calm because they saw that their leader was willing to face the same risks they were. That visibility and engagement made his orders meaningful and his leadership unforgettable.

    Retired Sergeant Major of the Army Michael Grinston’s legacy
    _“This Is My Squad”_ initiative, challenged leaders to truly know their Soldiers, not just lead them (Lacdan, 2020). Not because it is policy, but because that is how trust is built. Trust starts with being present not occasionally but every day, in the grind and chaos. His initiative was deeply rooted into proving that being present is not about just showing up to formations or work call every day, but as a leader, you also need to be invested in the soldiers you lead.

    "The day Soldiers stop bringing you their problems is the day you have stopped leading them"(Powell, 1995). General Colin Powell made this statement to warn leaders who distance themselves or appear unapproachable to their soldiers. Powell knew that presence creates approachability, and approachability builds trust. Powell led by making himself being available to his soldiers so they could trust him. It was not because of his rank but because he made them feel heard and supported. Respect, humility, and service were important to Powell's leadership style; these are traits that only make sense when a leader is present. General Colin Powell was able to lead both in the military and civilian life because he was smart and had a presence that inspired people of all ranks, cultures, and beliefs.

    General Dwight D. Eisenhower's speech the night before the D-Day invasion is one of the best examples of presence in leadership. He did not give a loud speech or a dramatic order the night before D-Day. Instead, he quietly walked among the troops, preparing for the invasion. He shook hands with them, looked them in the eye, and said a few words, but mostly, he just stood with them. That one action gave soldiers more confidence than any speech ever could (Ambrose, 1994). Eisenhower's quiet presence let his troops know their leader was with them, not above them. He knew that being there for someone when they were scared or unsure was more important than words. He did not walk among the troops because it was the right thing to do; he did it to connect with them and to show courage.

    In conclusion, while some leaders speak with their voices, others speak with their presence. I have worked with leaders whose calm, collected demeanor kept our team together during chaotic situations, not because they gave orders but because their manner fostered direction and trust. Being physically present is only one aspect of presence; another is being emotionally and cognitively involved when your soldiers need you the most. It is what turns being a leader into a mission. The most important quality among all the others in the Army Leadership Requirements Model is presence. Without it, missions lose their purpose, intelligence is ignored, and character is invisible. No matter how much knowledge they possess, a leader who is not present is like a compass without a needle, and they cannot lead. A genuine and consistent leader gains followership, motivates work, and establishes trust that endures beyond any mission or task. For this reason, being present is not a choice. It is a necessity. Take the lead. Show up in more than just your uniform. Be the rock your soldiers need by showing up and remaining steadfast. In this essay, I have shown how presence connects all the important leadership qualities in the Army Leadership Requirements Model. Presence brings character, intelligence, and action to life by building trust through consistent behavior and leading with confidence when things get tough. It is what builds loyalty, boosts morale, and gives orders meaning. That is why being present is more than just a leader trait; it is what makes a leader.

    **References**

    Ambrose, S. E. (1994).
    _D-Day: June 6, 1944: The climactic battle of World War II_. Simon & Schuster.

    Department of the Army. (2019).
    _Army leadership and the profession_ (ADP 6-22). Headquarters, Department of the Army.
    [https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf](https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf)

    Lacdan, J. (2020, January 31). SMA to Soldiers: “Understand the people around you.” U.S. Army.
    [https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you](https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you)

    Powell, C. L. (1995).
    _My American journey_. Random House.

    Schwarzkopf, H. N., & Petre, P. (1992).
    _It doesn't take a hero: The autobiography of General H. Norman Schwarzkopf_. Bantam Books.

    **## instructions.docx**

    Persuasive Essay about why Presence is the most important Leadership trait to me in the Leadership Requirement Model.

    Need help with revision and strong transitions between paragraphs. Check for Grammar error and make corrections.

    In the introduction, briefly define each of the six (character, presence, intellect, leads, develops, achieves), then explain
    _why presence matters most._ It seems unstructured and a little long, but it could be clearer. Do the same with thesis. Also include a strong transition paragraph before going into the actual conclusion.

    Add sources if you need to.

    Must be 3-5 pages do not go over.

    **## Doc1.docx**

    2

    **Attributes and Competencies; Presence**

    By: Tashina Tupa’i

    Advanced Leader Course Class 25-009

    SFC Richardson

    June 16, 2025

    The Army Leadership Requirements Model (LRM) identifies three attributes; character, presence, intellect and three core competencies; leads, develops, and achieves (Department of the Army, 2019) and each one of which matters. Character defines our moral strength. Intellect keeps us sharp and enables us in the decision-making and problem-solving process. Leads inspire actions, develops builds team and achieves focuses on getting the mission done. However, none of these can function without presence. Presence is the attribute that your soldiers can see, feel and respond to in real time. It builds trust and shows consistency. A leader can have strong character, but if they do not “walk the talk,” their integrity is questionable. A leader can be intellect, but if they cannot project confidence and stability, their influence is weakened. Presence is what gives leadership its power. It is the attribute that gives leadership substance in the eyes of those who serve under you. This paper examines why Presence is essential in the Army Leadership Requirements Model and explores how Presence is the foundation that empowers all other leadership traits to matter through examples from personal experience, and chosen respected leaders will show how Presence builds trust, strengthens connections, and inspires soldiers to follow.

    Army Doctrine Publication (ADP) 6-22 states that presence includes military and professional bearing, fitness, confidence, and resilience (Department of the Army, 2019). These things affect how Soldiers see their leaders. A leader can have good ideas and a strong sense of right and wrong, but if they do not show up with conviction and strength, especially when things get tough, those ideas will not work. Consistency, not a speech or a spotlight, makes someone present. It shows in how a leader stands in front of their formation, talks to their soldiers, and deals with problems. Being available in mind, body, and spirit is what it is all about. You cannot fake that kind of leadership; when it is done right, it leaves a mark. I have seen how being there for your soldiers in tough times can mean more than any mission.

    Presence is not about making speeches or being in charge. It is about being the leader who shows up in the smallest, humanly possible ways. It is staying late in the motor pool, not because you must but because your soldiers are out there, and you would not let them do it alone. It is noticing and taking the time to check on your soldier who is struggling, even when the mission demands urgency. I recall, during one field training exercise, my team was worn out. Our equipment failed, time was against us, the morale was low and everything that could go wrong did. I could have just stood back and kept telling them what needed to be done. Instead, I grabbed my gloves and just went to work. That changed the tone and eased tension. They stopped complaining, their mood shifted, and they kept pushing. I did not have to say much. Just being there said more than what needed to be said. In that moment, I realized that when a leader shows up physically and emotionally, it is about being reliable when they needed me.

    General Norman Schwarzkopf once said,
    _“Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy”_ (Schwarzkopf & Petre, 1992). That hit me hard. We are trained to plan, prepare, and execute in the Army. However, when it matters most, presence, honesty, and dependability can do what strategy never will. It gives soldiers the courage to keep going. That statement alone shows how much he valued presence over technical skills. He made it a point to be visible to his troops. He did not just command from a distance. He walked among his soldiers, listened to them, and showed them he was there. His presence gave his troops confidence and calm because they saw that their leader was willing to face the same risks they were. That visibility and engagement made his orders meaningful and his leadership unforgettable.

    Retired Sergeant Major of the Army Michael Grinston’s legacy
    _“This Is My Squad”_ initiative, challenged leaders to truly know their Soldiers, not just lead them (Lacdan, 2020). Not because it is policy, but because that is how trust is built. Trust starts with being present not occasionally but every day, in the grind and chaos. His initiative was deeply rooted into proving that being present is not about just showing up to formations or work call every day, but as a leader, you also need to be invested in the soldiers you lead.

    "The day Soldiers stop bringing you their problems is the day you have stopped leading them"(Powell, 1995). General Colin Powell made this statement to warn leaders who distance themselves or appear unapproachable to their soldiers. Powell knew that presence creates approachability, and approachability builds trust. Powell led by making himself being available to his soldiers so they could trust him. It was not because of his rank but because he made them feel heard and supported. Respect, humility, and service were important to Powell's leadership style; these are traits that only make sense when a leader is present. General Colin Powell was able to lead both in the military and civilian life because he was smart and had a presence that inspired people of all ranks, cultures, and beliefs.

    General Dwight D. Eisenhower's speech the night before the D-Day invasion is one of the best examples of presence in leadership. He did not give a loud speech or a dramatic order the night before D-Day. Instead, he quietly walked among the troops, preparing for the invasion. He shook hands with them, looked them in the eye, and said a few words, but mostly, he just stood with them. That one action gave soldiers more confidence than any speech ever could (Ambrose, 1994). Eisenhower's quiet presence let his troops know their leader was with them, not above them. He knew that being there for someone when they were scared or unsure was more important than words. He did not walk among the troops because it was the right thing to do; he did it to connect with them and to show courage.

    In conclusion, while some leaders speak with their voices, others speak with their presence. I have worked with leaders whose calm, collected demeanor kept our team together during chaotic situations, not because they gave orders but because their manner fostered direction and trust. Being physically present is only one aspect of presence; another is being emotionally and cognitively involved when your soldiers need you the most. It is what turns being a leader into a mission. The most important quality among all the others in the Army Leadership Requirements Model is presence. Without it, missions lose their purpose, intelligence is ignored, and character is invisible. No matter how much knowledge they possess, a leader who is not present is like a compass without a needle, and they cannot lead. A genuine and consistent leader gains followership, motivates work, and establishes trust that endures beyond any mission or task. For this reason, being present is not a choice. It is a necessity. Take the lead. Show up in more than just your uniform. Be the rock your soldiers need by showing up and remaining steadfast. In this essay, I have shown how presence connects all the important leadership qualities in the Army Leadership Requirements Model. Presence brings character, intelligence, and action to life by building trust through consistent behavior and leading with confidence when things get tough. It is what builds loyalty, boosts morale, and gives orders meaning. That is why being present is more than just a leader trait; it is what makes a leader.

    **References**

    Ambrose, S. E. (1994).
    _D-Day: June 6, 1944: The climactic battle of World War II_. Simon & Schuster.

    Department of the Army. (2019).
    _Army leadership and the profession_ (ADP 6-22). Headquarters, Department of the Army.
    [https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf](https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN20039_ADP%206-22%20FINAL%20WEB.pdf)

    Lacdan, J. (2020, January 31). SMA to Soldiers: “Understand the people around you.” U.S. Army.
    [https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you](https://www.army.mil/article/232263/sma_to_soldiers_understand_the_people_around_you)

    Powell, C. L. (1995).
    _My American journey_. Random House.

    Schwarzkopf, H. N., & Petre, P. (1992).
    _It doesn't take a hero: The autobiography of General H. Norman Schwarzkopf_. Bantam Books.

    **## instructions.docx**

    Persuasive Essay about why Presence is the most important Leadership trait to me in the Leadership Requirement Model.

    Need help with revision and strong transitions between paragraphs. Check for Grammar error and make corrections.

    In the introduction, briefly define each of the six (character, presence, intellect, leads, develops, achieves), then explain
    _why presence matters most._ It seems unstructured and a little long, but it could be clearer. Do the same with thesis. Also include a strong transition paragraph before going into the actual conclusion.

    Add sources if you need to.

    Must be 3-5 pages do not go over.

    **## Doc1.docx**

    2

    **Attributes and Competencies; Presence**

    By: Tashina Tupa’i

    Advanced Leader Course Class 25-009

    SFC Richardson

    June 16, 2025

    The Army Leadership Requirements Model (LRM) identifies three attributes; character, presence, intellect and three core competencies; leads, develops, and achieves (Department of the Army, 2019) and each one of which matters. Character defines our moral strength. Intellect keeps us sharp and enables us in the decision-making and problem-solving process. Leads inspire actions, develops builds team and achieves focuses on getting the mission done. However, none of these can function without presence. Presence is the attribute that your soldiers can see, feel and respond to in real time. It builds trust and shows consistency. A leader can have strong character, but if they do not “walk the talk,” their integrity is questionable. A leader can be intellect, but if they cannot project confidence and stability, their influence is weakened. Presence is what gives leadership its power. It is the attribute that gives leadership substance in the eyes of those who serve under you. This paper examines why Presence is essential in the Army Leadership Requirements Model and explores how Presence is the foundation that empowers all other leadership traits to matter through examples from personal experience, and chosen respected leaders will show how Presence builds trust, strengthens connections, and inspires soldiers to follow.

    Army Doctrine Publication (ADP) 6-22 states that presence includes military and professional bearing, fitness, confidence, and resilience (Department of the Army, 2019). These things affect how Soldiers see their leaders. A leader can have good ideas and a strong sense of right and wrong, but if they do not show up with conviction and strength, especially when things get tough, those ideas will not work. Consistency, not a speech or a spotlight, makes someone present. It shows in how a leader stands in front of their formation, talks to their soldiers, and deals with problems. Being available in mind, body, and spirit is what it is all about. You cannot fake that kind of leadership; when it is done right, it leaves a mark. I have seen how being there for your soldiers in tough times can mean more than any mission.

    Presence is not about making speeches or being in charge. It is about being the leader who shows up in the smallest, humanly possible ways. It is staying late in the motor pool, not because you must but because your soldiers are out there, and you would not let them do it alone. It is noticing and taking the time to check on your soldier who is struggling, even when the mission demands urgency. I recall, during one field training exercise, my team was worn out. Our equipment failed, time was against us, the morale was low and everything that could go wrong did. I could have just stood back and kept telling them what needed to be done. Instead, I grabbed my gloves and just went to work. That changed the tone and eased tension. They stopped complaining, their mood shifted, and they kept pushing. I did not have to say much. Just being there said more than what needed to be said. In that moment, I realized that when a leader shows up physically and emotionally, it is about being reliable when they needed me.

    General Norman Schwarzkopf once said,
    _“Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy”_ (Schwarzkopf & Petre, 1992). That hit me hard. We are trained to plan, prepare, and execute in the Army. However, when it matters most, presence, honesty, and dependability can do what strategy never will. It gives soldiers the courage to keep going. That statement alone shows how much he valued presence over technical skills. He made it a point to be visible to his troops. He did not just command from a distance. He walked among his soldiers, listened to them, and showed them he was there. His presence gave his troops confidence and calm because they saw that their leader was willing to face the same risks they were. That visibility and engagement made his orders meaningful and his leadership unforgettable.

    Retired Sergeant Major of the Army Michael Grinston’s legacy
    _“This Is My Squad”_ initiative, challenged leaders to truly know their Soldiers, not just lead them (Lacdan, 2020). Not because it is policy, but because that is how trust is built. Trust starts with being present not occasionally but every day, in the grind and chaos. His initiative was deeply rooted into proving that being present is not about just showing up to formations or work call every day, but as a leader, you also need to be invested in the soldiers you lead.

    "The day Soldiers stop bringing you their problems is the day you have stopped leading them"(Powell, 1995). General Colin Powell made this statement to warn leaders who distance themselves or appear unapproachable to their soldiers. Powell knew that presence creates approachability, and approachability builds trust. Powell led by making himself being available to his soldiers so they could trust him. It was not because of his rank but because he made them feel heard and supported. Respect, humility, and service were important to Powell's leadership style; these are traits that only make sense when a leader is present. General Colin Powell was able to lead both in the military and civilian life because he was smart and had a presence that inspired people of all ranks, cultures, and beliefs.

    General Dwight D. Eisenhower's speech the night before the D-Day invasion is one of the best examples of presence in leadership. He did not give a loud speech or a dramatic order the night before D-Day. Instead, he quietly walked among the troops, preparing for the invasion. He shook hands with them, looked them in the eye, and said a few words, but mostly, he just stood with them. That one action gave soldiers more confidence than any speech ever could (Ambrose, 1994). Eisenhower's quiet presence let his troops know their leader was with them, not above them. He knew that being there for someone when they were scared or unsure was more important than words. He did not walk among the troops because it was the right thing to do; he did it to connect with them and to show courage.

    In conclusion, while some leaders speak with their voices, others speak with their presence. I have worked with leaders whose calm, collected demeanor kept our team together during chaotic situations, not because they gave orders but because their manner fostered direction and trust. Being physically present is only one aspect of presence; another is being emotionally and cognitively involved when your soldiers need you the most. It is what turns being a leader into a mission. The most important quality among all the others in the Army Leadership Requirements Model is presence. Without it, missions lose their purpose, intelligence is ignored, and character is invisible. No matter how much knowledge they possess, a leader who is not present is like a compass without a needle, and they cannot lead. A genuine and consistent leader gains followership, motivates work, and establishes trust that endures beyond any mission or task. For this reason, being present is not a choice. It is a necessity. Take the lead. Show up in more than just your uniform. Be the rock your soldiers need by showing up and remaining steadfast. In this essay, I have shown how presence connects all the important leadership qualities in the Army Leadership Requirements Model. Presence brings character, intelligence, and action to life by building trust through consistent behavior and leading with confidence when things get tough. It is what builds loyalty, boosts morale, and gives orders meaning. That is why being present is more than just a leader trait; it is what makes a leader.

    **References**

    Ambrose, S. E. (1994).
    _D-Day: June 6, 1944: The climactic battle of World War II_. Simon & Schuster.

    Department of the Army. (2019).
    _Army leadership and the profession_ (ADP 6-22). Headquarters, Department of the Army.
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    1. Name some very important organs that are not vital organs. 2. List the functional description of all the normal vital organs, including today’s exceptions. 3. Is it possible to live without a vital organ? Why? Example? 4. Distinction between assisting or substituting vital organs. Bioethical anal…

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    Assignment Prompt & Instructions

    1. Name some very important organs that are not vital organs.
    2. List the functional description of all the normal vital organs, including today’s exceptions.
    3. Is it possible to live without a vital organ? Why? Example?
    4. Distinction between assisting or substituting vital organs. Bioethical analysis.
    5. Do the following practices assist or substitute the vital organ? Why?
    – Dialysis
    – Respirator
    – Ventilator
    – Tracheotomy
    – CPR
    6. Read and summarize ERD PART FIVE Introduction.
    7. Unconscious state: Definition.
    8. Clinical definitions of different states of unconsciousness: Compare and contrast
    9. Benefit vs Burden: bioethical analysis.