Tag: Model Answer

  • [Solved] WH D1 R

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  • [Solved] catherine owens

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  • [Solved] ex

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    ### **Background** This asks you to synthesize what you've learned in the second half of the course–Weeks 4, 5, and 6–and to apply the concepts from the course to the world around you. You can, of course, use what you've learned in the first half of the class, but remember that the goal is to _sho…

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    ### **Background**
    This  asks you to synthesize what you've learned in the second half of the course–Weeks 4, 5, and 6–and to apply the concepts from the course to the world around you. You can, of course, use what you've learned in the first half of the class, but remember that the goal is to _showcase_ what you've learned in the second half.
    ### **Assignment**
    Remember, the goal of any assignment for any class is to demonstrate your learning. With that in mind, please have from the course open as you work on this assignment, and use those to review the content and guide your response. Please avoid searching for answers online, which will likely impede your learning.
    \
    exam.docx](https://www.sweetstudy.com/files/exam-docx-10339931 "exam.docx")

  • [Solved] Discussion Response

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  • [Solved] post human

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    #### **Step 1 – Read** – Donna Haraway, _A Cyborg Manifesto_, pages 65–70 **Focus Questions:** – How are humans, animals, and machines “chimeras” in Haraway’s view? – What does Haraway mean when she says we are already cyborgs? – What new possibilities—and challenges—does this raise for identity and…

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    #### **Step 1 – Read**
    – Donna Haraway, _A Cyborg Manifesto_, pages 65–70
    **Focus Questions:**
    – How are humans, animals, and machines “chimeras” in Haraway’s view?
    – What does Haraway mean when she says we are already cyborgs?
    – What new possibilities—and challenges—does this raise for identity and art?
    https://www.youtube.com/watch?v=Kjb6hL-_h4I
    https://rossdawson.com/futurist/best-futurists-ever/donna-haraway-cyborg-manifesto/
    #### **Step 2 – Explore and View**
    Choose **two** of the following artists to discuss in your post:
    – **Patricia Piccinini** – [sculptures of human/animal hybridsLinks to an external site.](https://www.qagoma.qld.gov.au/stories/looking-at-patricia-piccininis-monsters-looking-at-us/)
    – **Eduardo Kac** – [_Ted talk on biogenic art and GFP Bunny_Links to an external site.](https://www.youtube.com/watch?v=IS_5WJteCC8)
    – **Pierre Huyghe** – [Untilled, 2012Links to an external site.](https://www.moma.org/calendar/exhibitions/1537)
    – **Neri Oxman** – [Silk PavillionLinks to an external site.](https://oxman.com/projects/silk-pavilion-i)
    – View selected works linked in the module. Reflect on how they express or complicate Haraway’s idea of hybridity and nonhuman agency.
    #### **Step 3 – Create an AI Image**
    Use an AI image generator (like DALL·E, NightCafe, Firefly, etc.) to create a visual response to the unit. Your image should reflect some aspect of the **cyborg condition**, **hybridity**, or a **nonhuman future**.
    **Save your prompt** and your image: you’ll include both in your post.
    ### **What to Post** **(400–500 words total)**
    In your discussion post, respond to the following prompts in paragraph form:
    1. **Reading Reflection:**
    What stood out to you in Haraway’s text (pp. 65–70)? How does she challenge traditional ideas of what it means to be human? Quote the text directly.
    2. **Art Analysis:**
    Choose two artworks you explored and explain how they reflect Haraway’s cyborg thinking. How do these works blur the boundaries between human, animal, machine, or nature?
    3. **Real-World Example:**
    Outside of sci-fi, what’s a real-world example that supports Haraway’s claim that we are already cyborgs? How does it affect our sense of self, labor, or embodiment?
    4. **AI Image + Reflection:**
    – Include your **AI image** and **prompt**
    – Reflect briefly (100–150 words): What did you hope to express? What surprised you in the result? What does it mean to share intention with an AI?

  • [Solved] lorem

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    english \ IMG_3950.png](https://www.sweetstudy.com/files/img-3950-png "IMG_3950.png") \ IMG_3952.png](https://www.sweetstudy.com/files/img-3952-png-10361981 "IMG_3952.png") \ IMG_3944.png](https://www.sweetstudy.com/files/img-3944-png "IMG_3944.png") \ IMG_3946.png](https://www.sweetstudy.co…

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    english
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  • [Solved] formative assessment with rubric.

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    How to complete a formative assessment with a rubric. – ## SPED7720_21_AssessmentPortfolio_Revised_Sum20231.docx **## SPED7720_21_AssessmentPortfolio_Revised_Sum20231.docx** **SPED 7720 & 7721: Assessment Portfolio Template** **Your Name: _________________________ Da…

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    How to complete a formative assessment with a rubric.

    – ## SPED7720_21_AssessmentPortfolio_Revised_Sum20231.docx

    **## SPED7720_21_AssessmentPortfolio_Revised_Sum20231.docx**

    **SPED 7720 & 7721: Assessment Portfolio Template**

    **Your Name: _________________________ Date: ____________**

    **Program: M.A.T or M.Ed.: ___________________________**

    ***Be sure to attach the following in one PDF file:**

    ·
    **Copy of the formative assessment with scoring criteria**

    ·
    **Copy of the grading tool you created**

    ·
    **Marked copies of the student’s work that reflect your evaluation and student feedback**

    **Part A: Formative Assessment Report**(write information under the headers below)

    _Basic information about the instrument (name, author, date, publisher, cost)_

    _Purpose and intended population/setting of the instrument_

    _Psychometric properties if available/applicable_

    _Validity and Reliability of the instrument_

    _Strategies for involving students, parents, and colleagues in the assessment process_

    _Advantages and disadvantages of the instrument_

    _Which concepts or domains does the assessment address?_

    _What provisions (e.g., in terms of time and circumstances, tasks), if any, did you make on the assessment for individuals who have particular learning differences or needs?_

    _What were the scoring criteria you used?_

    **Part B: Description of your Learner**

    _Description of your learner (include the following: initials for the student name, age, grade, setting, current level of the student, IEP goals, strengths, and challenges)_

    _Does the learner require accommodations for testing? Why or why not?_

    _How will you implement those accommodations?_

    **Part C: Reflection on what you Learned about the Student from Evaluating their Performance** (Use specific examples from the student's work to illustrate your points; use the headers below)

    _Synthesis of the learner’s current levels of performance regarding the knowledge and skills on the assessment_

    _What the learner still needs to learn about the subject area_

    _Next steps for the learner, based on the assessment results and why_

    _What, if anything, would you do to improve the assessment instruments?_

    **Part D: Description of Ways in which You Involved Students in the Assessment:**

    _Were students involved in the assessment?_

    _Discuss opportunities for self-determination, self-monitoring, and reinforcement._

    _How did you communicate the information you learned through the assessment to the students?_

    _What did they do with the information?_

    **Part E: Discussion of how you Minimized Bias within your Self-Assessment Process.**

    **Part F: Description of your Communication Plan -**(Describe how you plan to communicate and involve test results to the student’s parents or guardians, colleagues, as well as the student being tested.)

    **SPED 7720 & 7721: Assessment Portfolio Rubric**

    | | | | | |
    | — | — | — | — | — |
    | | **Level 1**<br>**Unacceptable**<br>**Does not or inconsistently meet standards** | **Level 2**<br>**Developing**<br>**Meets minimum standards** | **Level 3**<br>**Proficient**<br>**Consistently meets standards** | **Level 4**<br>**Exemplary**<br>**Consistently exceeds standards** |
    | **Attachments:**<br>**1 – Copy of the formative assessment with scoring criteria**<br>**2 – Copy of the grading tool you created**<br>**3 – Marked copies of the student’s work that reflect your evaluation and student feedback** | The candidate is missing pieces with multiple attachments. They may or may not be in one PDF file. | The candidate is missing pieces of the attachments. They may or may not be in one PDF file. | The candidate includes all attachments in their entirety in several files. | The candidate includes all attachments in their entirety in 1 PDF file. |
    | **Formative Assessment** | The candidate used an assessment that may or may not include all relevant information for decision-making. | The candidate used one formative assessment that included relevant information for adequate decision-making. All information regarding the assessment from the directions is included. | The candidate used one formative assessment that included relevant information for good decision-making. All information regarding the assessment from the directions is included and is adequately discussed. | The candidate used one formative assessment that included relevant information for excellent decision-making. All information regarding the assessment from the directions is included and is comprehensive. |
    | **Clear Criteria** | The criteria for assessment are not clear and limited feedback may make it difficult to establish goals for learning | The candidate provides clear criteria for assessment and provides some feedback that helps establish goals for learning. | The candidate provides clear criteria for assessment that provide feedback that addresses the instructional criteria. | The candidate provides clear criteria for assessment that allow for clear feedback to address the criteria and helps establish goals for learning. |
    | **Learner Differences** | The assessment does not take a range of learners with different approaches to learning into account. There is an accommodation of the specific needs of the learner. | The candidate vaguely describes their learner in detail and includes how they provided accommodations for the learner and may include accommodations of the learner. | The candidate briefly describes their learner and includes how they provided accommodations for the learner and includes implementation that accommodates any specific needs of the learner. | The candidate describes their learner in detail and includes how they provided accommodations for the learner and includes implementation that accommodates any specific needs of the learner. |
    | **Marked Feedback on Assessment** | The feedback on the assessment is vague or lacking. | The feedback on the assessment is general. Mostly check marks and Xs with little feedback. | The feedback on the assessment is adequate so that the learner can adequately understand their strengths within the assessment, as well as opportunities to improve. | The feedback on the assessment is comprehensive so that the learner can understand their strengths within the assessment, as well as opportunities to improve. |
    | **Reflection of Assessment Analysis** | The candidate's evaluation of student work is not entirely accurate, and no specific examples of student work are used that illustrate these conclusions. | The candidate evaluates student work and uses the information to develop concrete conclusions about the effectiveness of the teaching. | The candidate evaluates student work and uses the information to develop concrete conclusions about the learner’s knowledge. Specific examples of student work are used to illustrate these conclusions. | The candidate evaluates student work, and uses the information to develop concrete conclusions about learner knowledge. All parts of the reflection are addressed with specific examples. |
    | **Self-Assessment**<br>**_(including) self-determination, self-monitoring, and reinforcement_** | The candidate does not provide the learner with opportunities to self-assess.<br>Nor, is feedback given improve their knowledge or skills. | The candidate provides the learner with opportunities to self-assess.<br>OR<br>The candidate provides the learner with feedback in order to improve their knowledge or skills.<br>AND/OR<br>Descriptions of self-determination, self-monitoring, and reinforcement are included. | The candidate provides the learner with opportunities to self-assess.<br>AND/OR<br>The candidate provides the learner with feedback in order to improve their knowledge or skills.<br>AND/OR<br>Descriptions of self-determination, self-monitoring, and reinforcement are included. | The candidate provides the learner with opportunities to self-assess.<br>AND<br>The candidate provides the learner with feedback in order to improve their knowledge or skills.<br>AND<br>Descriptions of self-determination, self-monitoring, and reinforcement are included. |
    | **Minimize Bias** | The candidate either does not understand bias in assessment and/or did not demonstrate how he/she minimized bias. | The candidate vaguely demonstrates an understanding of the concept of bias in assessments and explains in detail how they minimized bias within this project. | The candidate demonstrates an understanding of the concept of bias in assessments and explains in detail how they minimized bias within this project. | The candidate clearly demonstrates an understanding of the concept of bias in assessments and explains in detail how they minimized bias within this project. |
    | **Communication Plan** | The candidate either vaguely describes the communication plan or does not describe it at all. | The candidate vaguely describes their communication plan for explaining the results of the assessment to the learner and their family. | The candidate describes their communication plan for explaining the results of the assessment to the learner and their family. | The candidate clearly describes their communication plan for explaining the results of the assessment to the learner and their family. |
    | **Content** | The content lacks a clear point of view, is not on topic, and lacks logical sequence. | The content is vague in conveying a point of view, does not stay on topic, and does not create a strong sense of purpose. | The content reflects a fairly logical progression of ideas and creates a strong sense of purpose. | The content is written clearly and concisely, with a very logical progression of ideas. |
    | **Writing Style / Grammar / APA** | Errors in spelling, capitalization, punctuation, usage, and grammar repeatedly distract the reader, and major revision is needed.<br>Style reads like a casual chat with friends, not professional<br>APA style and mechanics for referencing used incorrectly or missing | Spelling, punctuation, and grammar errors distract or impair readability.<br>The style of the paper is loose, almost casual, and not professional.<br>APA style and mechanics for referencing used with many mistakes | The paper is clearly written with less than 4 errors in grammar, punctuation, and spelling.<br>The style of the paper is clear, clean, and readable, and professional.<br>APA style and mechanics for referencing are used mostly correctly. | The paper is written with less than 2 errors in grammar, capitalization, punctuation, and spelling.<br>The style of the paper is professional. The candidate paid attention to what was said as well as how it was said.<br>APA style and mechanics for referencing used correctly. |

    **## SPED7720_21_AssessmentPortfolio_Revised_Sum20231.docx**

    **SPED 7720 & 7721: Assessment Portfolio Template**

    **Your Name: _________________________ Date: ____________**

    **Program: M.A.T or M.Ed.: ___________________________**

    ***Be sure to attach the following in one PDF file:**

    ·
    **Copy of the formative assessment with scoring criteria**

    ·
    **Copy of the grading tool you created**

    ·
    **Marked copies of the student’s work that reflect your evaluation and student feedback**

    **Part A: Formative Assessment Report**(write information under the headers below)

    _Basic information about the instrument (name, author, date, publisher, cost)_

    _Purpose and intended population/setting of the instrument_

    _Psychometric properties if available/applicable_

    _Validity and Reliability of the instrument_

    _Strategies for involving students, parents, and colleagues in the assessment process_

    _Advantages and disadvantages of the instrument_

    _Which concepts or domains does the assessment address?_

    _What provisions (e.g., in terms of time and circumstances, tasks), if any, did you make on the assessment for individuals who have particular learning differences or needs?_

    _What were the scoring criteria you used?_

    **Part B: Description of your Learner**

    _Description of your learner (include the following: initials for the student name, age, grade, setting, current level of the student, IEP goals, strengths, and challenges)_

    _Does the learner require accommodations for testing? Why or why not?_

    _How will you implement those accommodations?_

    **Part C: Reflection on what you Learned about the Student from Evaluating their Performance** (Use specific examples from the student's work to illustrate your points; use the headers below)

    _Synthesis of the learner’s current levels of performance regarding the knowledge and skills on the assessment_

    _What the learner still needs to learn about the subject area_

    _Next steps for the learner, based on the assessment results and why_

    _What, if anything, would you do to improve the assessment instruments?_

    **Part D: Description of Ways in which You Involved Students in the Assessment:**

    _Were students involved in the assessment?_

    _Discuss opportunities for self-determination, self-monitoring, and reinforcement._

    _How did you communicate the information you learned through the assessment to the students?_

    _What did they do with the information?_

    **Part E: Discussion of how you Minimized Bias within your Self-Assessment Process.**

    **Part F: Description of your Communication Plan -**(Describe how you plan to communicate and involve test results to the student’s parents or guardians, colleagues, as well as the student being tested.)

    **SPED 7720 & 7721: Assessment Portfolio Rubric**

    | | | | | |
    | — | — | — | — | — |
    | | **Level 1**<br>**Unacceptable**<br>**Does not or inconsistently meet standards** | **Level 2**<br>**Developing**<br>**Meets minimum standards** | **Level 3**<br>**Proficient**<br>**Consistently meets standards** | **Level 4**<br>**Exemplary**<br>**Consistently exceeds standards** |
    | **Attachments:**<br>**1 – Copy of the formative assessment with scoring criteria**<br>**2 – Copy of the grading tool you created**<br>**3 – Marked copies of the student’s work that reflect your evaluation and student feedback** | The candidate is missing pieces with multiple attachments. They may or may not be in one PDF file. | The candidate is missing pieces of the attachments. They may or may not be in one PDF file. | The candidate includes all attachments in their entirety in several files. | The candidate includes all attachments in their entirety in 1 PDF file. |
    | **Formative Assessment** | The candidate used an assessment that may or may not include all relevant information for decision-making. | The candidate used one formative assessment that included relevant information for adequate decision-making. All information regarding the assessment from the directions is included. | The candidate used one formative assessment that included relevant information for good decision-making. All information regarding the assessment from the directions is included and is adequately discussed. | The candidate used one formative assessment that included relevant information for excellent decision-making. All information regarding the assessment from the directions is included and is comprehensive. |
    | **Clear Criteria** | The criteria for assessment are not clear and limited feedback may make it difficult to establish goals for learning | The candidate provides clear criteria for assessment and provides some feedback that helps establish goals for learning. | The candidate provides clear criteria for assessment that provide feedback that addresses the instructional criteria. | The candidate provides clear criteria for assessment that allow for clear feedback to address the criteria and helps establish goals for learning. |
    | **Learner Differences** | The assessment does not take a range of learners with different approaches to learning into account. There is an accommodation of the specific needs of the learner. | The candidate vaguely describes their learner in detail and includes how they provided accommodations for the learner and may include accommodations of the learner. | The candidate briefly describes their learner and includes how they provided accommodations for the learner and includes implementation that accommodates any specific needs of the learner. | The candidate describes their learner in detail and includes how they provided accommodations for the learner and includes implementation that accommodates any specific needs of the learner. |
    | **Marked Feedback on Assessment** | The feedback on the assessment is vague or lacking. | The feedback on the assessment is general. Mostly check marks and Xs with little feedback. | The feedback on the assessment is adequate so that the learner can adequately understand their strengths within the assessment, as well as opportunities to improve. | The feedback on the assessment is comprehensive so that the learner can understand their strengths within the assessment, as well as opportunities to improve. |
    | **Reflection of Assessment Analysis** | The candidate's evaluation of student work is not entirely accurate, and no specific examples of student work are used that illustrate these conclusions. | The candidate evaluates student work and uses the information to develop concrete conclusions about the effectiveness of the teaching. | The candidate evaluates student work and uses the information to develop concrete conclusions about the learner’s knowledge. Specific examples of student work are used to illustrate these conclusions. | The candidate evaluates student work, and uses the information to develop concrete conclusions about learner knowledge. All parts of the reflection are addressed with specific examples. |
    | **Self-Assessment**<br>**_(including) self-determination, self-monitoring, and reinforcement_** | The candidate does not provide the learner with opportunities to self-assess.<br>Nor, is feedback given improve their knowledge or skills. | The candidate provides the learner with opportunities to self-assess.<br>OR<br>The candidate provides the learner with feedback in order to improve their knowledge or skills.<br>AND/OR<br>Descriptions of self-determination, self-monitoring, and reinforcement are included. | The candidate provides the learner with opportunities to self-assess.<br>AND/OR<br>The candidate provides the learner with feedback in order to improve their knowledge or skills.<br>AND/OR<br>Descriptions of self-determination, self-monitoring, and reinforcement are included. | The candidate provides the learner with opportunities to self-assess.<br>AND<br>The candidate provides the learner with feedback in order to improve their knowledge or skills.<br>AND<br>Descriptions of self-determination, self-monitoring, and reinforcement are included. |
    | **Minimize Bias** | The candidate either does not understand bias in assessment and/or did not demonstrate how he/she minimized bias. | The candidate vaguely demonstrates an understanding of the concept of bias in assessments and explains in detail how they minimized bias within this project. | The candidate demonstrates an understanding of the concept of bias in assessments and explains in detail how they minimized bias within this project. | The candidate clearly demonstrates an understanding of the concept of bias in assessments and explains in detail how they minimized bias within this project. |
    | **Communication Plan** | The candidate either vaguely describes the communication plan or does not describe it at all. | The candidate vaguely describes their communication plan for explaining the results of the assessment to the learner and their family. | The candidate describes their communication plan for explaining the results of the assessment to the learner and their family. | The candidate clearly describes their communication plan for explaining the results of the assessment to the learner and their family. |
    | **Content** | The content lacks a clear point of view, is not on topic, and lacks logical sequence. | The content is vague in conveying a point of view, does not stay on topic, and does not create a strong sense of purpose. | The content reflects a fairly logical progression of ideas and creates a strong sense of purpose. | The content is written clearly and concisely, with a very logical progression of ideas. |
    | **Writing Style / Grammar / APA** | Errors in spelling, capitalization, punctuation, usage, and grammar repeatedly distract the reader, and major revision is needed.<br>Style reads like a casual chat with friends, not professional<br>APA style and mechanics for referencing used incorrectly or missing | Spelling, punctuation, and grammar errors distract or impair readability.<br>The style of the paper is loose, almost casual, and not professional.<br>APA style and mechanics for referencing used with many mistakes | The paper is clearly written with less than 4 errors in grammar, punctuation, and spelling.<br>The style of the paper is clear, clean, and readable, and professional.<br>APA style and mechanics for referencing are used mostly correctly. | The paper is written with less than 2 errors in grammar, capitalization, punctuation, and spelling.<br>The style of the paper is professional. The candidate paid attention to what was said as well as how it was said.<br>APA style and mechanics for referencing used correctly. |

  • [Solved] EDU541 D3

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    Select one of the background readings that most helped you understand the role of teachers in leading best practices in curriculum and instruction. Chapter 2: The Teacher as Leader (p. 29 – 41) Burgess, J., & Bates, D. (2009). Other Duties as Assigned: Tips, Tools, and Techniques for Expert Teacher …

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    Assignment Prompt & Instructions

    Select one of the background readings that most helped you understand the role of teachers in leading best practices in curriculum and instruction.
    Chapter 2: The Teacher as Leader (p. 29 – 41)
    Burgess, J., & Bates, D. (2009). Other Duties as Assigned: Tips, Tools, and Techniques for Expert Teacher Leadership. Alexandria, VA: Association for Supervision & Curriculum Development (ASCD).
    Leander, K. M., & Osborne, M. D. (2008). Complex positioning: teachers as agents of curricular and pedagogical reform. Journal Of Curriculum Studies, 40(1), 23-46.
    Lieberman, A. (2011). Can teachers really be leaders? Kappa Delta Pi Record, 48(1), 16-18.
    Ludlow, B. (2011). Teacher leadership: Why teachers must be leaders. Teaching Exceptional Children, 43(5), 6.
    Mangin, M. M., & Stoelinga, S. R. (2010). The future of instructional teacher leader roles. The Educational Forum, 74(1), 49-62.
    Chapter 3: Develop Leadership (p. 59-84)
    McKeever, B., & California School Leadership, A. (2003). Nine Lessons of Successful School Leadership Teams : Distilling a Decade of Innovation. San Francisco, CA: WestEd.
    Singh, K. (2012). Teacher leadership: Making your voice count. The Education Digest, 77(7), 15-20.
    Teacher Leadership Exploratory Consortium (2011). [_Teacher leader model standards_](https://www.nea.org/resource-library/teacher-leader-model-standards). Retrieved from https://www.nea.org/resource-library/teacher-leader-model-standards
    Turner, J. D., Applegate, M. D., & Applegate, A. J. (2009). Teachers as literacy leaders. The Reading Teacher, 63(3), 254-256..
    Yost, D. S., Vogel, R., & Rosenberg, M. D. (2009). Transitioning from teacher to instructional leader. Middle School Journal, 40(3), 20-27.

  • [Solved] NUR 506 Discussion 5

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    NUR 506 Discussion 5 _**Issues in Today's Workforce Culture**_ Based on your reading in chapter 60, why do you think the issues presented in this chapter persist in today’s workforce culture? **Submission Instructions:** – Your initial post should be at least 500 words, formatted and cited in curren…

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    Assignment Prompt & Instructions

    NUR 506 Discussion 5
    _**Issues in Today's Workforce Culture**_
    Based on your reading in chapter 60, why do you think the issues presented in this chapter persist in today’s workforce culture?
    **Submission Instructions:**
    – Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.

  • [Solved] Human Resource

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    need your help – ## JWI556-TeamActivity-ChangeInitiativesinHRLeadershipandTalentDevelopment-TaylorAllison.pdf – ## JWI556_Assignment2Template_1196.docx – JWI_556_ChangeInitiativesinHR_11961.pdf **## JWI556-TeamActivity-ChangeInitiativesinHRLeadershipandTalentDevelopment-TaylorAllison.pdf** JWI …

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    Assignment Prompt & Instructions

    need your help

    – ## JWI556-TeamActivity-ChangeInitiativesinHRLeadershipandTalentDevelopment-TaylorAllison.pdf

    – ## JWI556_Assignment2Template_1196.docx

    – JWI_556_ChangeInitiativesinHR_11961.pdf

    **## JWI556-TeamActivity-ChangeInitiativesinHRLeadershipandTalentDevelopment-TaylorAllison.pdf**

    JWI 556: Leading Change by Putting People First
    Assignment 2: Change Initiatives in HR and Talent Development

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise
    disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

    JWMI 556 – Assignment 2 Change Initiatives in HR and Talent Development Page 1 of 1

    Allison Taylor – Team Activity
    Focus area for my HR change initiative is…

    Focus More on Developing Leaders and Less on

    Developing Managers

    I selected this focus areas because…

    I chose this initiative because great leaders’ inspirer and grow their team by
    remaining engaged and leading from within. Managers often garner less respect as
    they typically provide directions from a removed position and are less engaged with
    their teams. It’s a shift in mindset that creates a powerful change in any
    organization. Making this shift would largely impact the organization for the better,
    as it stands to increase engagement, morale, and employee buy in. I think this is
    very doable with sufficient support from key stakeholders.

    I shared this idea with the following groups

    HR, Labor, EHS – Senior Manager – Senior Director Level – Approx. 5
    people in total. This group of people are experts in their field and are
    highly respected among their peers and the SLT.

    Level of urgency in my team is

    Approximately a 6, while we all see the value and importance of
    making this shift, we all think it is best to move cautiously and make
    it a cultural change and one we promote and develop over time.

    The people on my team who liked the idea
    said things such as…

    Let’s create a business justification deck for
    the SLT to get their support & evaluate how
    we can shift our approach.

    The People on my team who were neutral on
    the idea said things such as…

    Isn’t that what we already do?

    The people on my team who disliked the idea
    said things such as…

    Becoming a leader is an internal motivator,
    the training may not be able to shift their
    mindset.

    How would implementing this change set us apart from our
    competitors and give us an advantage in the market?

    Implementing this change will set us apart because we will be raising
    a generation of leaders who will likely have loyalty to us because of
    our continued investment and them feeling valued. They will also take
    ownership in the processes and the organization, which will enhance
    morale, productivity, and efficiencies.

    What economic or other forces in our market necessitate, support or
    impede this change?

    Retaining top talent is challenging for any organization, so developing
    loyalty and a team of leaders who are invested in the company that is
    also invested in them, is a strong way to increase retention, add value,
    and save money on hiring/onboarding costs that are associated with
    high turnover rates.

    **## JWI556_Assignment2Template_1196.docx**

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/human-resource-20930713) | _JWI 556: Leading Change by Putting People First_<br>Assignment 2: Change Initiatives in HR and Talent Development |

    (Students, replace RED text with your own content)

    | | |
    | — | — |
    | Focus area for my HR change initiative is…<br>Which Big Idea did you select? Provide any clarifying comments that may be needed if you selected a subset of the idea/text or if you combined two or more of the ideas together to create a modified focus area. | I selected this focus areas because…<br>Provide a brief synopsis of why you chose this initiative. Explain what improvements it would bring about in your team/organization, as well as how doable the idea is. Remember, there is no point of selecting an idea (however exciting it is) if there is little to no chance you can pull it off. |

    | | |
    | — | — |
    | I shared this idea with the following group(s)<br>Provide a brief overview of the number of people you discussed the idea with, what the professional roles they have and what levels of work experience were represented in the group. | Level of urgency in my team is…<br>If 1 is, “We see no reason to pursue this at all” and 10 is, “If we don’t act on this right now, our whole business is going down in flames,” where does your team come in? Explain how you made this assessment. |

    | | | |
    | — | — | — |
    | The people on my team who <br>liked the idea said things such as…<br>Text | The People on my team who were <br>neutral on the idea said things such as…<br> <br>Text | The people on my team who <br>disliked the idea said things such as…<br> <br>Text |

    | | |
    | — | — |
    | How would implementing this change set us apart from our competitors and give us an advantage in the market?<br>Be as specific as you can be about what the payoff would be if you made this change. Remember, few change initiatives will have the support needed to get off the ground if they can’t be tied creating a stronger, more competitive organization. | What economic or other forces in our market necessitate, support or impede this change?<br>What’s going on in terms of market opportunities and/or competitive dynamics related to hiring, developing and retaining top talent that need to be addressed in assessing this change initiative? |

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

    JWMI 556 – Assignment 2 Change Initiatives in HR and Talent Development – Template (1196) Page 1 of 1

    **image1.png**

    **JWI_556_ChangeInitiativesinHR_11961.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi-556-changeinitiativesinhr-11961-pdf)

    **JWI_556_ChangeInitiativesinHR_11961.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi-556-changeinitiativesinhr-11961-pdf)

    **## JWI556-TeamActivity-ChangeInitiativesinHRLeadershipandTalentDevelopment-TaylorAllison.pdf**

    JWI 556: Leading Change by Putting People First
    Assignment 2: Change Initiatives in HR and Talent Development

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise
    disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

    JWMI 556 – Assignment 2 Change Initiatives in HR and Talent Development Page 1 of 1

    Allison Taylor – Team Activity
    Focus area for my HR change initiative is…

    Focus More on Developing Leaders and Less on

    Developing Managers

    I selected this focus areas because…

    I chose this initiative because great leaders’ inspirer and grow their team by
    remaining engaged and leading from within. Managers often garner less respect as
    they typically provide directions from a removed position and are less engaged with
    their teams. It’s a shift in mindset that creates a powerful change in any
    organization. Making this shift would largely impact the organization for the better,
    as it stands to increase engagement, morale, and employee buy in. I think this is
    very doable with sufficient support from key stakeholders.

    I shared this idea with the following groups

    HR, Labor, EHS – Senior Manager – Senior Director Level – Approx. 5
    people in total. This group of people are experts in their field and are
    highly respected among their peers and the SLT.

    Level of urgency in my team is

    Approximately a 6, while we all see the value and importance of
    making this shift, we all think it is best to move cautiously and make
    it a cultural change and one we promote and develop over time.

    The people on my team who liked the idea
    said things such as…

    Let’s create a business justification deck for
    the SLT to get their support & evaluate how
    we can shift our approach.

    The People on my team who were neutral on
    the idea said things such as…

    Isn’t that what we already do?

    The people on my team who disliked the idea
    said things such as…

    Becoming a leader is an internal motivator,
    the training may not be able to shift their
    mindset.

    How would implementing this change set us apart from our
    competitors and give us an advantage in the market?

    Implementing this change will set us apart because we will be raising
    a generation of leaders who will likely have loyalty to us because of
    our continued investment and them feeling valued. They will also take
    ownership in the processes and the organization, which will enhance
    morale, productivity, and efficiencies.

    What economic or other forces in our market necessitate, support or
    impede this change?

    Retaining top talent is challenging for any organization, so developing
    loyalty and a team of leaders who are invested in the company that is
    also invested in them, is a strong way to increase retention, add value,
    and save money on hiring/onboarding costs that are associated with
    high turnover rates.

    **## JWI556_Assignment2Template_1196.docx**

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/human-resource-20930713) | _JWI 556: Leading Change by Putting People First_<br>Assignment 2: Change Initiatives in HR and Talent Development |

    (Students, replace RED text with your own content)

    | | |
    | — | — |
    | Focus area for my HR change initiative is…<br>Which Big Idea did you select? Provide any clarifying comments that may be needed if you selected a subset of the idea/text or if you combined two or more of the ideas together to create a modified focus area. | I selected this focus areas because…<br>Provide a brief synopsis of why you chose this initiative. Explain what improvements it would bring about in your team/organization, as well as how doable the idea is. Remember, there is no point of selecting an idea (however exciting it is) if there is little to no chance you can pull it off. |

    | | |
    | — | — |
    | I shared this idea with the following group(s)<br>Provide a brief overview of the number of people you discussed the idea with, what the professional roles they have and what levels of work experience were represented in the group. | Level of urgency in my team is…<br>If 1 is, “We see no reason to pursue this at all” and 10 is, “If we don’t act on this right now, our whole business is going down in flames,” where does your team come in? Explain how you made this assessment. |

    | | | |
    | — | — | — |
    | The people on my team who <br>liked the idea said things such as…<br>Text | The People on my team who were <br>neutral on the idea said things such as…<br> <br>Text | The people on my team who <br>disliked the idea said things such as…<br> <br>Text |

    | | |
    | — | — |
    | How would implementing this change set us apart from our competitors and give us an advantage in the market?<br>Be as specific as you can be about what the payoff would be if you made this change. Remember, few change initiatives will have the support needed to get off the ground if they can’t be tied creating a stronger, more competitive organization. | What economic or other forces in our market necessitate, support or impede this change?<br>What’s going on in terms of market opportunities and/or competitive dynamics related to hiring, developing and retaining top talent that need to be addressed in assessing this change initiative? |

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

    JWMI 556 – Assignment 2 Change Initiatives in HR and Talent Development – Template (1196) Page 1 of 1

    **image1.png**

    **JWI_556_ChangeInitiativesinHR_11961.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi-556-changeinitiativesinhr-11961-pdf)

    **## JWI556-TeamActivity-ChangeInitiativesinHRLeadershipandTalentDevelopment-TaylorAllison.pdf**

    JWI 556: Leading Change by Putting People First
    Assignment 2: Change Initiatives in HR and Talent Development

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise
    disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

    JWMI 556 – Assignment 2 Change Initiatives in HR and Talent Development Page 1 of 1

    Allison Taylor – Team Activity
    Focus area for my HR change initiative is…

    Focus More on Developing Leaders and Less on

    Developing Managers

    I selected this focus areas because…

    I chose this initiative because great leaders’ inspirer and grow their team by
    remaining engaged and leading from within. Managers often garner less respect as
    they typically provide directions from a removed position and are less engaged with
    their teams. It’s a shift in mindset that creates a powerful change in any
    organization. Making this shift would largely impact the organization for the better,
    as it stands to increase engagement, morale, and employee buy in. I think this is
    very doable with sufficient support from key stakeholders.

    I shared this idea with the following groups

    HR, Labor, EHS – Senior Manager – Senior Director Level – Approx. 5
    people in total. This group of people are experts in their field and are
    highly respected among their peers and the SLT.

    Level of urgency in my team is

    Approximately a 6, while we all see the value and importance of
    making this shift, we all think it is best to move cautiously and make
    it a cultural change and one we promote and develop over time.

    The people on my team who liked the idea
    said things such as…

    Let’s create a business justification deck for
    the SLT to get their support & evaluate how
    we can shift our approach.

    The People on my team who were neutral on
    the idea said things such as…

    Isn’t that what we already do?

    The people on my team who disliked the idea
    said things such as…

    Becoming a leader is an internal motivator,
    the training may not be able to shift their
    mindset.

    How would implementing this change set us apart from our
    competitors and give us an advantage in the market?

    Implementing this change will set us apart because we will be raising
    a generation of leaders who will likely have loyalty to us because of
    our continued investment and them feeling valued. They will also take
    ownership in the processes and the organization, which will enhance
    morale, productivity, and efficiencies.

    What economic or other forces in our market necessitate, support or
    impede this change?

    Retaining top talent is challenging for any organization, so developing
    loyalty and a team of leaders who are invested in the company that is
    also invested in them, is a strong way to increase retention, add value,
    and save money on hiring/onboarding costs that are associated with
    high turnover rates.

    **## JWI556_Assignment2Template_1196.docx**

    | | |
    | — | — |
    | ![](https://www.sweetstudy.com/questions/human-resource-20930713) | _JWI 556: Leading Change by Putting People First_<br>Assignment 2: Change Initiatives in HR and Talent Development |

    (Students, replace RED text with your own content)

    | | |
    | — | — |
    | Focus area for my HR change initiative is…<br>Which Big Idea did you select? Provide any clarifying comments that may be needed if you selected a subset of the idea/text or if you combined two or more of the ideas together to create a modified focus area. | I selected this focus areas because…<br>Provide a brief synopsis of why you chose this initiative. Explain what improvements it would bring about in your team/organization, as well as how doable the idea is. Remember, there is no point of selecting an idea (however exciting it is) if there is little to no chance you can pull it off. |

    | | |
    | — | — |
    | I shared this idea with the following group(s)<br>Provide a brief overview of the number of people you discussed the idea with, what the professional roles they have and what levels of work experience were represented in the group. | Level of urgency in my team is…<br>If 1 is, “We see no reason to pursue this at all” and 10 is, “If we don’t act on this right now, our whole business is going down in flames,” where does your team come in? Explain how you made this assessment. |

    | | | |
    | — | — | — |
    | The people on my team who <br>liked the idea said things such as…<br>Text | The People on my team who were <br>neutral on the idea said things such as…<br> <br>Text | The people on my team who <br>disliked the idea said things such as…<br> <br>Text |

    | | |
    | — | — |
    | How would implementing this change set us apart from our competitors and give us an advantage in the market?<br>Be as specific as you can be about what the payoff would be if you made this change. Remember, few change initiatives will have the support needed to get off the ground if they can’t be tied creating a stronger, more competitive organization. | What economic or other forces in our market necessitate, support or impede this change?<br>What’s going on in terms of market opportunities and/or competitive dynamics related to hiring, developing and retaining top talent that need to be addressed in assessing this change initiative? |

    © Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class.

    JWMI 556 – Assignment 2 Change Initiatives in HR and Talent Development – Template (1196) Page 1 of 1

    **image1.png**

    **JWI_556_ChangeInitiativesinHR_11961.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/jwi-556-changeinitiativesinhr-11961-pdf)

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