Tag: Model Answer

  • [Solved] stable data responding say about the environmental conditions under which it occurred.

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    Explain what stable data responding say about the environmental conditions under which it occurred. Identify (2) reasons why an investigator should be concerned about trends in the data that have no obvious explanation and what a practitioner can do about it. In your post you should not cite any pee…

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    Explain what stable data responding say about the environmental conditions under which it occurred. Identify (2) reasons why an investigator should be concerned about trends in the data that have no obvious explanation and what a practitioner can do about it.
    In your post you should not cite any peer reviewed journal articles, but you must include the following, based on the material covered this week:
    1 Paraphrased (in your own words) and cited in APA style, an explanation of the environmental conditions in which steady responding occurs (5 points).
    2 Identify (2) concerns with trends that have no explanation (5 points each).
    3 Provide a solution for one of your hypothetical  concerns.
    When responding to a peer next week, provide them with an alternative solution to one of their concerns (5 point response cost for not completing this task).

  • [Solved] Describe the situation (while maintaining confidentiality), and based upon the Performance Diagnostic Checklist (PDC) discussed in this module, determine 3 potential barriers that may be at play.

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    Consider a past (or current) performance issue you've observed in an organization in which you've worked. Describe the situation (while maintaining confidentiality), and based upon the Performance Diagnostic Checklist (PDC) discussed in this module, determine 3 potential barriers that may be at play…

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    Assignment Prompt & Instructions

    Consider a past (or current) performance issue you've observed in an organization in which you've worked. Describe the situation (while maintaining confidentiality), and based upon the Performance Diagnostic Checklist (PDC) discussed in this module, determine 3 potential barriers that may be at play. What potential solutions that may have resolved the issue, from your perspective, based upon the assessment?
    Remember to review the Reflection Paper rubric and instructions in the Important Course Information module.
    Additionally, please include LINKS or DOIs to any articles or books referenced outside of the assigned readings as part of your APA citation (as is required when using web-based references (https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_electronic_sources.html)). Failing to do so will result in point deductions.

  • [Solved] Module 5 ogl 554

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    – ## Module5Discussionogl554.docx **## Module5Discussionogl554.docx** Discussion [Life Long Learning in a Connected World] Welcome OGL 554: Training and Development Crew to our Module 5 Discussion! As you dive into the content for this week and consider the discussion prompts, please reflect on yo…

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    – ## Module5Discussionogl554.docx

    **## Module5Discussionogl554.docx**

    Discussion [Life Long Learning in a Connected World]

    Welcome OGL 554: Training and Development Crew to our Module 5 Discussion!

    As you dive into the content for this week and consider the discussion prompts, please reflect on your experiences with trainings, as well as the materials. Each Module's Discussion Board will provide an opportunity to engage more deeply with something that interests you from the text and learning materials, listen, engage with the perspectives of your peers on these topics and share aspects of the project development process.

    Throughout, please engage with a spirit of generosity, curiosity, collegiality and generative critique. We are here to help each other learn, grow and strengthen our insights, evaluative capacities and skills. This is a cooperative process. Generative critiques between peers can prompt us to ask questions about our work and the contributions of fellow colleagues regarding how a specific training could be improved or whether another avenue of address could be engaged to make a substantive difference in the effectiveness of a training. Thank you all for your collegial engagement!

    **Step One:** After engaging with the learning materials for this week, please respond to each of the following prompts with an Initial Post.

    **1- Life Long Learning and Career Development.** Please share what both of these concepts, life long learning and career development, mean to you and how you plan on integrating them into your career trajectory. Why is it important to develop a life long learning philosophy and approach? How has lifelong learning or how will lifelong learning be impactful in your career development?  Please rely on the materials in your text AND your own experiences to craft your original post
    **.** Requirements: scope at least 200 words and must include at least one specific reference, cited and referenced using APA formatting.

    **2-Ask a Better Question**- In the podcast,
    _Leading Learning_, McGowan discusses the cultural practices of asking children, "What do you want to be when you grow up"" and adults "what do you do?" She suggests that these habits are integral to our identifying ourselves through our jobs, which can make the need to adjust to new roles difficult. She proposes that we begin to shift this by asking better questions, such as, "ask people what their purpose is, passion is, what their skills are, what they think they’re good at, and how that can be applied in a number of ways. If we can tap into that passion and purpose, that’s what’s going to keep the lifelong learning candle lit." This is one shift needed to cultivate our agile learning mindset.

    **For this post, please write a bio that does**
    **not mention any of your current, past or future roles, but instead conveys your purpose, passion, skills, what you are good at, and how the synergy of these things can be applied in any number of ways.** Scope determined by you.

    **Examples Below**

    1- Life Long Learning and Career Development:

    I am deeply passionate about continuous learning and growth. Lifelong learning is more than a professional strategy—it’s a mindset rooted in curiosity and growth. It’s about staying open to new ideas, tools, and experiences at any career stage. Career development, meanwhile, is the intentional growth of skills, roles, and contributions over time. The two go hand in hand: lifelong learning drives career development, while career development gives purpose to lifelong learning.

    Having a personal philosophy around lifelong learning is essential in today’s fast-changing, tech-driven environment. As Noe (2019) highlighted, adult learners thrive when learning is self-directed and tied to real work. This reflects how I’ve built my own learning habits through hands-on practice, feedback, and reflection.

    One example of this approach is the BigQuery training I designed. I didn’t treat it as a one-time session. Instead, I included learners' needs/feedback, sandbox practices, and post-training support—mirroring how I prefer to learn. My career has evolved significantly, and I credit much of that growth to embracing continuous learning through on-the-job experimentation, formal education, and collaboration.

    Moving forward, I aim to stay current in data platforms, leadership strategies, and learning technologies while mentoring others and creating environments that encourage self-discovery, experimentation, and reflection.

    References:

    · Cobb, J. (2025, February 22). The Future Is Learning with Heather McGowan. Leading Learning.
    [https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/Links to an external site.](https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/)

    · Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill.

    2-Ask a Better Question:

    I deeply believe in the power of purposeful learning, human connection, and conscious growth. I am passionate about helping people and organizations grow through knowledge, transformation, and mindful leadership. I thrive on turning complex ideas into simple, actionable strategies and love seeing those ideas empower others.

    My core strengths include empathy, strategic thinking, and resilience. I create structured environments where creativity and collaboration flourish. I excel in designing learning experiences, guiding change, and fostering spaces where others feel seen, heard, and supported.

    I’m skilled at spotting patterns and possibilities in data, people, or systems. I enjoy building bridges across teams, disciplines, and perspectives, aligning them toward shared goals.

    Whether guiding someone through change, designing a learning program, or helping a team align around a shared vision, I bring clarity and purpose. When people connect to their values and purpose, extraordinary things happen for individuals and organizations alike.

    **Life Long Learning and Career Development**

    To me, lifelong learning is a continuous, intentional commitment to developing skills, knowledge, and adaptability throughout one’s life. Career development is the ongoing process of managing and advancing one’s professional journey, aligned with personal growth and changing opportunities. Integrating lifelong learning into my career trajectory means embracing curiosity and staying agile amid evolving industries and technologies, rather than relying solely on initial education or fixed roles. Noe (2020) highlights that employee development is vital not only for individual growth but also for organizational adaptability in fast-changing environments.

    Developing a lifelong learning philosophy is crucial because the rapid pace of change in today’s world demands that professionals constantly update their skills and perspectives. This approach ensures resilience and relevance, enabling me to respond proactively to new challenges and seize emerging opportunities. In my own experience, ongoing training and self-directed learning have helped me stay current and confident in my role, while opening doors to new responsibilities and projects.

    Ultimately, lifelong learning is not just about acquiring knowledge but cultivating a mindset that values growth and reinvention as essential to sustained career success and fulfillment.

    _Reference:_

    Noe, R. A. (2020).
    _Employee development and career management_. In
    _Employee training and development_ (8th ed., pp. 341-373). McGraw-Hill Education.

    **Ask a Better Question – Bio**

    I am driven by a deep purpose to empower others to reach their fullest potential by fostering environments where curiosity and creativity thrive. My passion lies in continuous discovery and meaningful connection, whether through learning new ideas or collaborating with diverse minds. I excel at listening deeply, synthesizing complex information, and translating insights into actionable solutions that inspire growth. This synergy allows me to adapt fluidly to new contexts and contribute value in many ways, be it mentoring, problem-solving, or leading change, always with a focus on nurturing human potential and impact.

    **1: Lifelong Learning and Career Development**

    To me, lifelong learning means a continuous, intentional pursuit of personal and professional growth. It isn’t just about staying current but also about staying curious. Career development, in contrast, involves strategically shaping that growth to align with evolving goals, environments, and strengths. Together, these concepts create a framework for resilience, adaptability, and meaning throughout one’s career.

    My experience in a classified technical environment like RCTQS has made it clear that relying solely on technical qualifications is limiting. The field changes. Expectations change. Learners change. So, I’ve committed to approaching my work with the mindset of a learner first, leader second. This is reflected in my project, where I aim to develop training that encourages instructors to evolve beyond rigid content delivery and embrace adaptive scenario-based methods. To do that, I’ve had to model lifelong learning myself through curriculum design, feedback incorporation, and technology integration.

    Adopting a philosophy of lifelong learning is critical because careers today rarely follow a straight line, they evolve with our interests, values, and opportunities. Noe (2020) points out that career development should be self-directed and value-driven, not ladder-focused. That resonates with me. I’m less concerned about promotions and more concerned with impact. By continuously learning, I stay engaged and open to roles I haven’t even imagined yet.

    **Reference:**

    Noe, R. A. (2020).
    _Employee training and development_ (8th ed.). McGraw-Hill Education.

    **2: Ask a Better Question**

    I am someone who thrives in environments that challenge the status quo and call for creative problem-solving. My purpose is to cultivate growth whether that means guiding learners through unfamiliar material, helping teams navigate change, or refining systems that no longer serve their goals. I have a passion for bridging gaps between people and information, between policy and practice, between intention and impact.

    I’m naturally analytical and detail-driven, but I find fulfillment in human connection. I ask tough questions, not to criticize, but to uncover what’s possible. I enjoy turning complex content into clear learning experiences and seeing others succeed because they’ve gained confidence or clarity. I am especially good at identifying inefficiencies, creating structure from ambiguity, and building learning environments where curiosity is encouraged and respected.

    This combination of purpose, passion, and skill can apply across many spaces: in mentoring, program development, leadership coaching, or systems improvement. What drives me isn’t the role I fill but the difference I get to make. That’s the thread that ties all of my work together and keeps my learning candle lit.

    **Reference:**

    Cobb, J. (2025, February 22). The future is learning with Heather McGowan.
    _Leading Learning_. https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/#volume

    Resources

    Readings

    Read the following:

    · Chapter 9 in Noe "Employee Development and Career Management"

    ·
    [A list of career advice websites from a well regarded source.Links to an external site.](https://www.psychologytoday.com/us/blog/design-your-path/201507/10-best-career-advice-websites)

    ·
    [_10 Critical Shifts in the Market for Lifelong Learning_ Links to an external site.](https://www.leadinglearning.com/episode-59-lifelong-learning-market-shifts/)

    Podcast (with show notes)

    Listen to the following, as well as check out the show notes:

    ·
    [Leading Learning PodcasLinks to an external site.](https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/) [t: The Future Is Learning with Heather McGowanLinks to an external site.](https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/) (28 minutes)

    Videos

    The first TED Talk is about 12 years old but the lessons presented are relevant to our thinking about life long learning.  The second TED Talk illuminates the importance of doing meaningful work.  Both reinforce the importance of how life long learning is impactful in career development (and life).

    [https://www.youtube.com/watch?time_continue=1&v=39rIebbXshA&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY](https://www.youtube.com/watch?time_continue=1&v=39rIebbXshA&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY)

    [https://www.youtube.com/watch?v=jpe-LKn-4gM&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY](https://www.youtube.com/watch?v=jpe-LKn-4gM&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY)

    **## Module5Discussionogl554.docx**

    Discussion [Life Long Learning in a Connected World]

    Welcome OGL 554: Training and Development Crew to our Module 5 Discussion!

    As you dive into the content for this week and consider the discussion prompts, please reflect on your experiences with trainings, as well as the materials. Each Module's Discussion Board will provide an opportunity to engage more deeply with something that interests you from the text and learning materials, listen, engage with the perspectives of your peers on these topics and share aspects of the project development process.

    Throughout, please engage with a spirit of generosity, curiosity, collegiality and generative critique. We are here to help each other learn, grow and strengthen our insights, evaluative capacities and skills. This is a cooperative process. Generative critiques between peers can prompt us to ask questions about our work and the contributions of fellow colleagues regarding how a specific training could be improved or whether another avenue of address could be engaged to make a substantive difference in the effectiveness of a training. Thank you all for your collegial engagement!

    **Step One:** After engaging with the learning materials for this week, please respond to each of the following prompts with an Initial Post.

    **1- Life Long Learning and Career Development.** Please share what both of these concepts, life long learning and career development, mean to you and how you plan on integrating them into your career trajectory. Why is it important to develop a life long learning philosophy and approach? How has lifelong learning or how will lifelong learning be impactful in your career development?  Please rely on the materials in your text AND your own experiences to craft your original post
    **.** Requirements: scope at least 200 words and must include at least one specific reference, cited and referenced using APA formatting.

    **2-Ask a Better Question**- In the podcast,
    _Leading Learning_, McGowan discusses the cultural practices of asking children, "What do you want to be when you grow up"" and adults "what do you do?" She suggests that these habits are integral to our identifying ourselves through our jobs, which can make the need to adjust to new roles difficult. She proposes that we begin to shift this by asking better questions, such as, "ask people what their purpose is, passion is, what their skills are, what they think they’re good at, and how that can be applied in a number of ways. If we can tap into that passion and purpose, that’s what’s going to keep the lifelong learning candle lit." This is one shift needed to cultivate our agile learning mindset.

    **For this post, please write a bio that does**
    **not mention any of your current, past or future roles, but instead conveys your purpose, passion, skills, what you are good at, and how the synergy of these things can be applied in any number of ways.** Scope determined by you.

    **Examples Below**

    1- Life Long Learning and Career Development:

    I am deeply passionate about continuous learning and growth. Lifelong learning is more than a professional strategy—it’s a mindset rooted in curiosity and growth. It’s about staying open to new ideas, tools, and experiences at any career stage. Career development, meanwhile, is the intentional growth of skills, roles, and contributions over time. The two go hand in hand: lifelong learning drives career development, while career development gives purpose to lifelong learning.

    Having a personal philosophy around lifelong learning is essential in today’s fast-changing, tech-driven environment. As Noe (2019) highlighted, adult learners thrive when learning is self-directed and tied to real work. This reflects how I’ve built my own learning habits through hands-on practice, feedback, and reflection.

    One example of this approach is the BigQuery training I designed. I didn’t treat it as a one-time session. Instead, I included learners' needs/feedback, sandbox practices, and post-training support—mirroring how I prefer to learn. My career has evolved significantly, and I credit much of that growth to embracing continuous learning through on-the-job experimentation, formal education, and collaboration.

    Moving forward, I aim to stay current in data platforms, leadership strategies, and learning technologies while mentoring others and creating environments that encourage self-discovery, experimentation, and reflection.

    References:

    · Cobb, J. (2025, February 22). The Future Is Learning with Heather McGowan. Leading Learning.
    [https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/Links to an external site.](https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/)

    · Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill.

    2-Ask a Better Question:

    I deeply believe in the power of purposeful learning, human connection, and conscious growth. I am passionate about helping people and organizations grow through knowledge, transformation, and mindful leadership. I thrive on turning complex ideas into simple, actionable strategies and love seeing those ideas empower others.

    My core strengths include empathy, strategic thinking, and resilience. I create structured environments where creativity and collaboration flourish. I excel in designing learning experiences, guiding change, and fostering spaces where others feel seen, heard, and supported.

    I’m skilled at spotting patterns and possibilities in data, people, or systems. I enjoy building bridges across teams, disciplines, and perspectives, aligning them toward shared goals.

    Whether guiding someone through change, designing a learning program, or helping a team align around a shared vision, I bring clarity and purpose. When people connect to their values and purpose, extraordinary things happen for individuals and organizations alike.

    **Life Long Learning and Career Development**

    To me, lifelong learning is a continuous, intentional commitment to developing skills, knowledge, and adaptability throughout one’s life. Career development is the ongoing process of managing and advancing one’s professional journey, aligned with personal growth and changing opportunities. Integrating lifelong learning into my career trajectory means embracing curiosity and staying agile amid evolving industries and technologies, rather than relying solely on initial education or fixed roles. Noe (2020) highlights that employee development is vital not only for individual growth but also for organizational adaptability in fast-changing environments.

    Developing a lifelong learning philosophy is crucial because the rapid pace of change in today’s world demands that professionals constantly update their skills and perspectives. This approach ensures resilience and relevance, enabling me to respond proactively to new challenges and seize emerging opportunities. In my own experience, ongoing training and self-directed learning have helped me stay current and confident in my role, while opening doors to new responsibilities and projects.

    Ultimately, lifelong learning is not just about acquiring knowledge but cultivating a mindset that values growth and reinvention as essential to sustained career success and fulfillment.

    _Reference:_

    Noe, R. A. (2020).
    _Employee development and career management_. In
    _Employee training and development_ (8th ed., pp. 341-373). McGraw-Hill Education.

    **Ask a Better Question – Bio**

    I am driven by a deep purpose to empower others to reach their fullest potential by fostering environments where curiosity and creativity thrive. My passion lies in continuous discovery and meaningful connection, whether through learning new ideas or collaborating with diverse minds. I excel at listening deeply, synthesizing complex information, and translating insights into actionable solutions that inspire growth. This synergy allows me to adapt fluidly to new contexts and contribute value in many ways, be it mentoring, problem-solving, or leading change, always with a focus on nurturing human potential and impact.

    **1: Lifelong Learning and Career Development**

    To me, lifelong learning means a continuous, intentional pursuit of personal and professional growth. It isn’t just about staying current but also about staying curious. Career development, in contrast, involves strategically shaping that growth to align with evolving goals, environments, and strengths. Together, these concepts create a framework for resilience, adaptability, and meaning throughout one’s career.

    My experience in a classified technical environment like RCTQS has made it clear that relying solely on technical qualifications is limiting. The field changes. Expectations change. Learners change. So, I’ve committed to approaching my work with the mindset of a learner first, leader second. This is reflected in my project, where I aim to develop training that encourages instructors to evolve beyond rigid content delivery and embrace adaptive scenario-based methods. To do that, I’ve had to model lifelong learning myself through curriculum design, feedback incorporation, and technology integration.

    Adopting a philosophy of lifelong learning is critical because careers today rarely follow a straight line, they evolve with our interests, values, and opportunities. Noe (2020) points out that career development should be self-directed and value-driven, not ladder-focused. That resonates with me. I’m less concerned about promotions and more concerned with impact. By continuously learning, I stay engaged and open to roles I haven’t even imagined yet.

    **Reference:**

    Noe, R. A. (2020).
    _Employee training and development_ (8th ed.). McGraw-Hill Education.

    **2: Ask a Better Question**

    I am someone who thrives in environments that challenge the status quo and call for creative problem-solving. My purpose is to cultivate growth whether that means guiding learners through unfamiliar material, helping teams navigate change, or refining systems that no longer serve their goals. I have a passion for bridging gaps between people and information, between policy and practice, between intention and impact.

    I’m naturally analytical and detail-driven, but I find fulfillment in human connection. I ask tough questions, not to criticize, but to uncover what’s possible. I enjoy turning complex content into clear learning experiences and seeing others succeed because they’ve gained confidence or clarity. I am especially good at identifying inefficiencies, creating structure from ambiguity, and building learning environments where curiosity is encouraged and respected.

    This combination of purpose, passion, and skill can apply across many spaces: in mentoring, program development, leadership coaching, or systems improvement. What drives me isn’t the role I fill but the difference I get to make. That’s the thread that ties all of my work together and keeps my learning candle lit.

    **Reference:**

    Cobb, J. (2025, February 22). The future is learning with Heather McGowan.
    _Leading Learning_. https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/#volume

    Resources

    Readings

    Read the following:

    · Chapter 9 in Noe "Employee Development and Career Management"

    ·
    [A list of career advice websites from a well regarded source.Links to an external site.](https://www.psychologytoday.com/us/blog/design-your-path/201507/10-best-career-advice-websites)

    ·
    [_10 Critical Shifts in the Market for Lifelong Learning_ Links to an external site.](https://www.leadinglearning.com/episode-59-lifelong-learning-market-shifts/)

    Podcast (with show notes)

    Listen to the following, as well as check out the show notes:

    ·
    [Leading Learning PodcasLinks to an external site.](https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/) [t: The Future Is Learning with Heather McGowanLinks to an external site.](https://www.leadinglearning.com/episode-130-future-of-learning-and-work-heather-mcgowan/) (28 minutes)

    Videos

    The first TED Talk is about 12 years old but the lessons presented are relevant to our thinking about life long learning.  The second TED Talk illuminates the importance of doing meaningful work.  Both reinforce the importance of how life long learning is impactful in career development (and life).

    [https://www.youtube.com/watch?time_continue=1&v=39rIebbXshA&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY](https://www.youtube.com/watch?time_continue=1&v=39rIebbXshA&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY)

    [https://www.youtube.com/watch?v=jpe-LKn-4gM&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY](https://www.youtube.com/watch?v=jpe-LKn-4gM&embeds_referring_euri=https%3A%2F%2Fasu.instructure.com%2F&source_ve_path=Mjg2NjY)

  • [Solved] CASE STUDY ANELYS

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    Executive Solution Overview

    PLEASE SEE ATTACHED DOCUMENT FOR SEE CONTEXT AND REQUIREMENTS 2 PAGES DUE DATE JUNE 12, 2025 – ## CASESTUDYANDREQUIREMENT.pdf **## CASESTUDYANDREQUIREMENT.pdf** Week 6 case study Bertha, a 58 – year – old Hispanic female, presents to the primary care clinic to establish care. She states that in 1985…

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    Assignment Prompt & Instructions

    PLEASE SEE ATTACHED DOCUMENT FOR SEE CONTEXT AND REQUIREMENTS
    2 PAGES
    DUE DATE JUNE 12, 2025

    – ## CASESTUDYANDREQUIREMENT.pdf

    **## CASESTUDYANDREQUIREMENT.pdf**

    Week 6 case study

    Bertha, a 58 – year – old Hispanic female, presents to the primary care clinic to establish care. She states
    that in 1985 she received a blood transfusion after sustained an MVA. She had tested positive for hepatitis
    C virus ( HCV ) in the past, but ignored any advice regarding treatment options. She brings a previous lab
    result with her today that shows :(ALT) level of 85 IU/mL (range 8 – 35 IU/mL). The lab form also states,
    “ HCV antibody is positive by enzyme immunoassay — confirmation is suggested. The patient also
    arrived with diagnosis with exacerbation of A-Fib (pulse 110 beats per mint. and COPD exacerbation as
    well (O2 sat: 87%)

    Past medical h story: Hypertension, dyslipidemia, hepatitis C.

    Family history: Unremarkable

    Social history: She works as a case manager of an HMO and is married with 2 children. Denies use of
    illegal drugs, denies alcohol abuse, and has no tattoos.

    Medications: HCTZ, 12,5 mg daily; Atorvastatin 20 mg daily, Metoprolol Succinate 25 mg and Pro-Air
    HFA 90mcg one puff q 4- 6 hrs as needed x pain.

    Allergies: No known drug or food allergies.

    OBJECTIVE General a ppearance: 58 – year – old female; pleasant, in no acute distress; good eye contact.
    Vital signs: T: 96.8; P: 110; RR: 23; SaO 2 : 87; BP: 150/100. Her weight is 214 lb, and her height is 6.3
    inches.

    HEENT : Negative. Neck: Thyroid nonpalpable. No lymphadenopathy.

    Cardiovascular: A-fib rhythm. irregular and rapid heartbeat.

    Respiratory: Crackles and Wheezing.

    Abdomen: Mild tenderness in right upper quadrant. BS x 4 no bruits. Nondistended, soft. No
    organomegaly. No ascites.

    Neurological: A & O × 4, CN II – XII grossly intact.

    Depression scale: negative. Musculoskeletal: Full ROM. No deformities. Muscle strength is 5/5.

    CRITICAL THINKING

    Which diagnostic or imaging studies should be considered confirm the

    diagnosis?

    What is the most likely differential diagnosis?

    What is your plan of treatment?

    Are there any emergency referrals needed?

    What is first line treatment for AFib in patients with the mentioned comorbidities?

    What is the first line of treatment for COPD exacerbation?

    REQUIREMENTS

    2 PAGES

    NO MORE THAN 10% PLAGIARISM OR STUDENT PAPER SIMILARITY ALLOWED

    MUST BE ORIGINAL AND UNIQUE WORK

    4 REFERENCES SCHOLARLY JOURNALS OR BOOKS NO OLDER THAN 5 YEARS, NO
    BOOKS REFERENCES

    REQUIRED IN-TEXT CITATIONS

    APA 7TH EDITION FORMAT

    CHECK YOUR GRAMMAR AND SPELLING

    DUE DATE JUNE 12 , 2025 NO LATER

    DO YOUR BEST

    MUST BE ORIGINAL EACH WORD IN INDIVIDUAL

    **## CASESTUDYANDREQUIREMENT.pdf**

    Week 6 case study

    Bertha, a 58 – year – old Hispanic female, presents to the primary care clinic to establish care. She states
    that in 1985 she received a blood transfusion after sustained an MVA. She had tested positive for hepatitis
    C virus ( HCV ) in the past, but ignored any advice regarding treatment options. She brings a previous lab
    result with her today that shows :(ALT) level of 85 IU/mL (range 8 – 35 IU/mL). The lab form also states,
    “ HCV antibody is positive by enzyme immunoassay — confirmation is suggested. The patient also
    arrived with diagnosis with exacerbation of A-Fib (pulse 110 beats per mint. and COPD exacerbation as
    well (O2 sat: 87%)

    Past medical h story: Hypertension, dyslipidemia, hepatitis C.

    Family history: Unremarkable

    Social history: She works as a case manager of an HMO and is married with 2 children. Denies use of
    illegal drugs, denies alcohol abuse, and has no tattoos.

    Medications: HCTZ, 12,5 mg daily; Atorvastatin 20 mg daily, Metoprolol Succinate 25 mg and Pro-Air
    HFA 90mcg one puff q 4- 6 hrs as needed x pain.

    Allergies: No known drug or food allergies.

    OBJECTIVE General a ppearance: 58 – year – old female; pleasant, in no acute distress; good eye contact.
    Vital signs: T: 96.8; P: 110; RR: 23; SaO 2 : 87; BP: 150/100. Her weight is 214 lb, and her height is 6.3
    inches.

    HEENT : Negative. Neck: Thyroid nonpalpable. No lymphadenopathy.

    Cardiovascular: A-fib rhythm. irregular and rapid heartbeat.

    Respiratory: Crackles and Wheezing.

    Abdomen: Mild tenderness in right upper quadrant. BS x 4 no bruits. Nondistended, soft. No
    organomegaly. No ascites.

    Neurological: A & O × 4, CN II – XII grossly intact.

    Depression scale: negative. Musculoskeletal: Full ROM. No deformities. Muscle strength is 5/5.

    CRITICAL THINKING

    Which diagnostic or imaging studies should be considered confirm the

    diagnosis?

    What is the most likely differential diagnosis?

    What is your plan of treatment?

    Are there any emergency referrals needed?

    What is first line treatment for AFib in patients with the mentioned comorbidities?

    What is the first line of treatment for COPD exacerbation?

    REQUIREMENTS

    2 PAGES

    NO MORE THAN 10% PLAGIARISM OR STUDENT PAPER SIMILARITY ALLOWED

    MUST BE ORIGINAL AND UNIQUE WORK

    4 REFERENCES SCHOLARLY JOURNALS OR BOOKS NO OLDER THAN 5 YEARS, NO
    BOOKS REFERENCES

    REQUIRED IN-TEXT CITATIONS

    APA 7TH EDITION FORMAT

    CHECK YOUR GRAMMAR AND SPELLING

    DUE DATE JUNE 12 , 2025 NO LATER

    DO YOUR BEST

    MUST BE ORIGINAL EACH WORD IN INDIVIDUAL

  • [Solved] MELI CASE STUDY

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    PLEASE SEE ATTACHED DOCUMENT FOR SEE CONTEXT AND REQUIREMENTS 2 PAGES DUE DATE JUNE 12, 2025 – ## CASESTUDYANDREQUIREMENT.pdf **## CASESTUDYANDREQUIREMENT.pdf** Week 6 case study Bertha, a 58 – year – old Hispanic female, presents to the primary care clinic to establish care. She states that in 1985…

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    PLEASE SEE ATTACHED DOCUMENT FOR SEE CONTEXT AND REQUIREMENTS
    2 PAGES
    DUE DATE JUNE 12, 2025

    – ## CASESTUDYANDREQUIREMENT.pdf

    **## CASESTUDYANDREQUIREMENT.pdf**

    Week 6 case study

    Bertha, a 58 – year – old Hispanic female, presents to the primary care clinic to establish care. She states
    that in 1985 she received a blood transfusion after sustained an MVA. She had tested positive for hepatitis
    C virus ( HCV ) in the past, but ignored any advice regarding treatment options. She brings a previous lab
    result with her today that shows :(ALT) level of 85 IU/mL (range 8 – 35 IU/mL). The lab form also states,
    “ HCV antibody is positive by enzyme immunoassay — confirmation is suggested. The patient also
    arrived with diagnosis with exacerbation of A-Fib (pulse 110 beats per mint. and COPD exacerbation as
    well (O2 sat: 87%)

    Past medical h story: Hypertension, dyslipidemia, hepatitis C.

    Family history: Unremarkable

    Social history: She works as a case manager of an HMO and is married with 2 children. Denies use of
    illegal drugs, denies alcohol abuse, and has no tattoos.

    Medications: HCTZ, 12,5 mg daily; Atorvastatin 20 mg daily, Metoprolol Succinate 25 mg and Pro-Air
    HFA 90mcg one puff q 4- 6 hrs as needed x pain.

    Allergies: No known drug or food allergies.

    OBJECTIVE General a ppearance: 58 – year – old female; pleasant, in no acute distress; good eye contact.
    Vital signs: T: 96.8; P: 110; RR: 23; SaO 2 : 87; BP: 150/100. Her weight is 214 lb, and her height is 6.3
    inches.

    HEENT : Negative. Neck: Thyroid nonpalpable. No lymphadenopathy.

    Cardiovascular: A-fib rhythm. irregular and rapid heartbeat.

    Respiratory: Crackles and Wheezing.

    Abdomen: Mild tenderness in right upper quadrant. BS x 4 no bruits. Nondistended, soft. No
    organomegaly. No ascites.

    Neurological: A & O × 4, CN II – XII grossly intact.

    Depression scale: negative. Musculoskeletal: Full ROM. No deformities. Muscle strength is 5/5.

    CRITICAL THINKING

    Which diagnostic or imaging studies should be considered confirm the

    diagnosis?

    What is the most likely differential diagnosis?

    What is your plan of treatment?

    Are there any emergency referrals needed?

    What is first line treatment for AFib in patients with the mentioned comorbidities?

    What is the first line of treatment for COPD exacerbation?

    REQUIREMENTS

    2 PAGES

    NO MORE THAN 10% PLAGIARISM OR STUDENT PAPER SIMILARITY ALLOWED

    MUST BE ORIGINAL AND UNIQUE WORK

    4 REFERENCES SCHOLARLY JOURNALS OR BOOKS NO OLDER THAN 5 YEARS, NO
    BOOKS REFERENCES

    REQUIRED IN-TEXT CITATIONS

    APA 7TH EDITION FORMAT

    CHECK YOUR GRAMMAR AND SPELLING

    DUE DATE JUNE 12 , 2025 NO LATER

    DO YOUR BEST

    MUST BE ORIGINAL EACH WORD IN INDIVIDUAL

    **## CASESTUDYANDREQUIREMENT.pdf**

    Week 6 case study

    Bertha, a 58 – year – old Hispanic female, presents to the primary care clinic to establish care. She states
    that in 1985 she received a blood transfusion after sustained an MVA. She had tested positive for hepatitis
    C virus ( HCV ) in the past, but ignored any advice regarding treatment options. She brings a previous lab
    result with her today that shows :(ALT) level of 85 IU/mL (range 8 – 35 IU/mL). The lab form also states,
    “ HCV antibody is positive by enzyme immunoassay — confirmation is suggested. The patient also
    arrived with diagnosis with exacerbation of A-Fib (pulse 110 beats per mint. and COPD exacerbation as
    well (O2 sat: 87%)

    Past medical h story: Hypertension, dyslipidemia, hepatitis C.

    Family history: Unremarkable

    Social history: She works as a case manager of an HMO and is married with 2 children. Denies use of
    illegal drugs, denies alcohol abuse, and has no tattoos.

    Medications: HCTZ, 12,5 mg daily; Atorvastatin 20 mg daily, Metoprolol Succinate 25 mg and Pro-Air
    HFA 90mcg one puff q 4- 6 hrs as needed x pain.

    Allergies: No known drug or food allergies.

    OBJECTIVE General a ppearance: 58 – year – old female; pleasant, in no acute distress; good eye contact.
    Vital signs: T: 96.8; P: 110; RR: 23; SaO 2 : 87; BP: 150/100. Her weight is 214 lb, and her height is 6.3
    inches.

    HEENT : Negative. Neck: Thyroid nonpalpable. No lymphadenopathy.

    Cardiovascular: A-fib rhythm. irregular and rapid heartbeat.

    Respiratory: Crackles and Wheezing.

    Abdomen: Mild tenderness in right upper quadrant. BS x 4 no bruits. Nondistended, soft. No
    organomegaly. No ascites.

    Neurological: A & O × 4, CN II – XII grossly intact.

    Depression scale: negative. Musculoskeletal: Full ROM. No deformities. Muscle strength is 5/5.

    CRITICAL THINKING

    Which diagnostic or imaging studies should be considered confirm the

    diagnosis?

    What is the most likely differential diagnosis?

    What is your plan of treatment?

    Are there any emergency referrals needed?

    What is first line treatment for AFib in patients with the mentioned comorbidities?

    What is the first line of treatment for COPD exacerbation?

    REQUIREMENTS

    2 PAGES

    NO MORE THAN 10% PLAGIARISM OR STUDENT PAPER SIMILARITY ALLOWED

    MUST BE ORIGINAL AND UNIQUE WORK

    4 REFERENCES SCHOLARLY JOURNALS OR BOOKS NO OLDER THAN 5 YEARS, NO
    BOOKS REFERENCES

    REQUIRED IN-TEXT CITATIONS

    APA 7TH EDITION FORMAT

    CHECK YOUR GRAMMAR AND SPELLING

    DUE DATE JUNE 12 , 2025 NO LATER

    DO YOUR BEST

    MUST BE ORIGINAL EACH WORD IN INDIVIDUAL

  • [Solved] PAPER

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Reflection paper 6 Of the multitude of strategies discussed this week for increasing work enjoyment for staff, what is your favorite/most preferred strategy discussed in this module? How will you integrate this strategy into your supervision practice in the future? What will it look like when you im…

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    Assignment Prompt & Instructions

    Reflection paper 6
    Of the multitude of strategies discussed this week for increasing work enjoyment for staff, what is your favorite/most preferred strategy discussed in this module? How will you integrate this strategy into your supervision practice in the future? What will it look like when you implement it with a supervisee/trainee? Are there any practices discussed that you will avoid in your supervision in the future, and why?
    _Additionally, please include LINKS or DOIs to any articles or books referenced outside of the assigned readings as part of your APA citation (_ [_as is required when using web-based referencesLinks to an external site._](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/reference_list_electronic_sources.html) _). Failing to do so will result in point deductions_
    \
    reflectionpaperinstruction6.docx](https://www.sweetstudy.com/files/reflectionpaperinstruction6-docx "reflectionpaperinstruction6.docx")

  • [Solved] discussion post

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering discussion post.

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    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] module 4 perusal

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## Module4perusal.docx – IMG_7647.jpg – IMG_7643.jpg – IMG_7644.jpg – IMG_7645.jpg – IMG_7646.jpg – IMG_7653.jpg – IMG_7648.jpg – IMG_7649.jpg – IMG_7650.jpg – IMG_7651.jpg – IMG_7652.jpg – IMG_7642.jpg **## Module4perusal.docx** 1. In the second paragraph of chapter 7 entitled “ **Qu…

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    Assignment Prompt & Instructions

    – ## Module4perusal.docx

    – IMG_7647.jpg
    – IMG_7643.jpg
    – IMG_7644.jpg
    – IMG_7645.jpg
    – IMG_7646.jpg
    – IMG_7653.jpg
    – IMG_7648.jpg
    – IMG_7649.jpg
    – IMG_7650.jpg
    – IMG_7651.jpg
    – IMG_7652.jpg
    – IMG_7642.jpg

    **## Module4perusal.docx**

    1. In the second paragraph of chapter 7 entitled “
    **Quantitative research questions and Hypotheses**, talk about the first paragraph that starts with “
    in quantitative studies” Write 100 words about this and explain what it means.

    2. Go to page 7 of chapter 7, (
    **Mixed Methods Research Questions and Hypotheses**) and then go to the first paragraph entitled (the key to understanding) and just talk about that paragraph and type out 100 words. Go to the next paragraph which starts with (A mixed methods questions) and talk about this paragraph in 100 words and give an example of mixed methods).

    3. Go to summary on page 10, and write 100 words about the summary.

    **IMG_7647.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7647-jpg-10318423)

    **IMG_7643.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7643-jpg-10318415)

    **IMG_7644.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7644-jpg-10318417)

    **IMG_7645.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7645-jpg)

    **IMG_7646.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7646-jpg)

    **IMG_7653.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7653-jpg-10318435)

    **IMG_7648.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7648-jpg)

    **IMG_7649.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7649-jpg-10318427)

    **IMG_7650.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7650-jpg)

    **IMG_7651.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7651-jpg)

    **IMG_7652.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7652-jpg-10318433)

    **IMG_7642.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7642-jpg-10318413)

    **IMG_7642.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7642-jpg-10318413)

    **## Module4perusal.docx**

    1. In the second paragraph of chapter 7 entitled “
    **Quantitative research questions and Hypotheses**, talk about the first paragraph that starts with “
    in quantitative studies” Write 100 words about this and explain what it means.

    2. Go to page 7 of chapter 7, (
    **Mixed Methods Research Questions and Hypotheses**) and then go to the first paragraph entitled (the key to understanding) and just talk about that paragraph and type out 100 words. Go to the next paragraph which starts with (A mixed methods questions) and talk about this paragraph in 100 words and give an example of mixed methods).

    3. Go to summary on page 10, and write 100 words about the summary.

    **IMG_7647.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7647-jpg-10318423)

    **IMG_7643.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7643-jpg-10318415)

    **IMG_7644.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7644-jpg-10318417)

    **IMG_7645.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7645-jpg)

    **IMG_7646.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7646-jpg)

    **IMG_7653.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7653-jpg-10318435)

    **IMG_7648.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7648-jpg)

    **IMG_7649.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7649-jpg-10318427)

    **IMG_7650.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7650-jpg)

    **IMG_7651.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7651-jpg)

    **IMG_7652.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7652-jpg-10318433)

    **IMG_7642.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7642-jpg-10318413)

    **## Module4perusal.docx**

    1. In the second paragraph of chapter 7 entitled “
    **Quantitative research questions and Hypotheses**, talk about the first paragraph that starts with “
    in quantitative studies” Write 100 words about this and explain what it means.

    2. Go to page 7 of chapter 7, (
    **Mixed Methods Research Questions and Hypotheses**) and then go to the first paragraph entitled (the key to understanding) and just talk about that paragraph and type out 100 words. Go to the next paragraph which starts with (A mixed methods questions) and talk about this paragraph in 100 words and give an example of mixed methods).

    3. Go to summary on page 10, and write 100 words about the summary.

    **IMG_7647.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7647-jpg-10318423)

    **IMG_7643.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7643-jpg-10318415)

    **IMG_7644.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7644-jpg-10318417)

    **IMG_7645.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7645-jpg)

    **IMG_7646.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7646-jpg)

    **IMG_7653.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7653-jpg-10318435)

    **IMG_7648.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7648-jpg)

    **IMG_7649.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7649-jpg-10318427)

    **IMG_7650.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7650-jpg)

    **IMG_7651.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7651-jpg)

    **IMG_7652.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7652-jpg-10318433)

    **IMG_7642.jpg**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/img-7642-jpg-10318413)

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  • [Solved] case

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    Executive Solution Overview

    create a concept map using the case study in the power point and the concept map outline – ## NUR357ConceptMapinstructions.docx – DiabetesSummer251.pptx **## NUR357ConceptMapinstructions.docx** **NUR 357 Concept Map Guidelines** **Concept Map Description:** A concept map is a picture or chart that i…

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    Assignment Prompt & Instructions

    create a concept map using the case study in the power point and the concept map outline

    – ## NUR357ConceptMapinstructions.docx

    – DiabetesSummer251.pptx

    **## NUR357ConceptMapinstructions.docx**

    **NUR 357 Concept Map Guidelines**

    **Concept Map Description:**

    A concept map is a picture or chart that illustrates the relationships between the patient’s medical diagnosis(es), the symptoms he/she is demonstrating, the patient lab values, the medications he/she is on, and the clinical judgment model.

    The concept map be seen as a type of “puzzle” with all the components making up the pieces that complete the total picture. The concept map also is useful in helping you to identify priorities in nursing care by considering the whole picture of the patient’s condition and vital to clinical decision making.

    **STEPS TO COMPLETE THE CONCEPT MAP:**

    1.
    Recognize Cues: Review your patient’s History and Physical. Identify the current medical diagnoses, chronic health problems. This is often the reason for seeking health care (often a medical diagnosis). Create a Situation and Background to start the map.

    2. Recognizing Cues: what are the correlating patient signs and symptoms, and include results of labs and other diagnostic tests that have been done. (Blood tests, pulmonary function tests, x-rays, EKG’s, etc.)

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Recognizing Cues:**<br>Which patient information is relevant: Consider signs and symptoms, lab work, patient statements, <br>H & P, and others. Consider subjective and objective data. | • Which cues were relevant? Irrelevant?<br>• What is occurring in the environment?<br>• Which laboratory data are significant?<br>• What is significant in the patient's history? <br>• What is the immediate concern? <br>• What factors may exist related to the abnormal data? |

    3. Analyze cues: Linking of recognized cues to the client's clinical presentation and establishing probable client needs, concerns, and problems.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Analyze cues:**<br>• Recognize patterns and cluster the cues from above together.<br>• Link cues. Recognize patterns. Name this as an issue or descriptor of your cluster<br>• Determine what is concerning. Name it. M<br> **inimum of 3 clusters/concerns**<br>• Determine if additional information is needed. | How do the data link to other information? <br>What patterns do you recognize? <br>Which patient conditions are consistent with the cues?<br>What cues are a cause for concern? <br>What other information would help to establish the significance of a cue? <br>What else do you need to know to generate a hypothesis? |

    4. Prioritize hypotheses: Identify all problems (medical/nursing diagnoses) that apply and correlate on the map with the data that supports the diagnosis. Identify and rank the medical/nursing diagnoses in order of priority.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Prioritize hypotheses: minimum of 3**<br>• Cluster information.<br>• Narrow possibilities.<br>• Determine order of priorities.<br>• Determine risk for action or inaction.<br>• Provide evidence for hypothesis | What conclusions can you make? <br>What explanations are most likely?<br>What other conclusions could be possible?<br>Which cues indicate the most serious risk for a health problem?<br>Which cues indicate action is required?<br>What is the priority order for safe and effective care? |

    5. Address the pathophysiology and etiology of presenting problem (reason why patient is admitted/primary complaint)

    For each presenting problem, thorough review of the Pathophysiology at cellular level, shows understanding of medical diagnosis and comorbidities (identifies most risk factors present) and identifies etiology based on the specific patient's conditions.

    6. Generate Solutions: Identify the plan of action(goal) for each problem (medical/nursing problems).

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Generate Solutions:** **minimum of 2 SMART goals/solutions for each hypothesis**<br>establish the goals to remedy problems what would be a fix, prevention, or maintenance of desired level.<br>· Determine desired outcomes.<br>· Determine the best solution based on evidence.<br>· Determine what resources are needed (e.g., people, equipment, medications)<br>· Each goal follows the SMART format (Planning- specific, measurable, attainable, realistic/relevant,<br>time-restricted) | What are the desirable outcomes? <br>What should be avoided? <br>What solution will be most helpful for this client? <br>What is the priority to address each problem , fix over maintain or manage symptoms?<br>• What evidence did you use to choose this solution?<br>• What are the risks for choosing or not choosing this solution?<br>What is a realistic timeframe to accomplish? |

    7. Take Actions: Implement the plan: Identify the nursing actions (interventions) and rationale to address each problem (medical/nursing diagnosis)

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **TAKE ACTION Minimum of 2 actions/interventions with rationale for each SMART Goal/solution**<br>•Implement plan.<br> <br>• Perform skill/procedure.<br>• Administer medication.<br>• Collaborate with the team.<br>• Teach patients/families/staff/team.<br>• Demonstrate ethical/legal behavior | · What interventions can achieve the outcomes? <br>· How should the intervention or combination of interventions be<br>· performed, requested, communicated, taught, etc?<br>· What (e.g., people, equipment, medications) is needed to take this action? <br>· What’s the rationale for each intervention as it relates to a goal/fix connect to path and or goal? <br>· Are there contraindications to this action?<br>· What will you do if patient refuses the medication or treatment?<br>· When would the interventions be or not carried out? <br>· What will you do if there are not sufficient resources or team members?<br>· What are the priority interventions? (Mark with asterisk)<br>· Is there particular order in which to carry out the interventions? |

    8. Evaluate Outcomes: identify what criteria the patient will obtain to attain the goal. Determine the result. Evaluate all SMART goals/solutions.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Evaluate outcomes evaluates all SAMRT goals/solutions.**<br>· Identifies the SMART goal being evaluated<br>· Links to nursing action. <br>· Was goal Met or Not Met.<br>· How was the goal met. <br>· If not met, the revision includes what interventions didn’t work and what should be done instead in the future. | Results of taking actions:<br>Did the patient’s care outlook or status improve?<br>What signs point to improving/declining/unchanged status?<br>· What indicates your action was/was not effective? <br>· If the actions are effective, not improving indicate what data indicates a further complication?<br>· What action is need next/ what revisions need to be made?<br>· What (e.g., medications, labs, or treatments) do you need to continue monitoring? <br>· What would be a priority to report to the healthcare provider? |

    **DiabetesSummer251.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/diabetessummer251-pptx)

    **DiabetesSummer251.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/diabetessummer251-pptx)

    **## NUR357ConceptMapinstructions.docx**

    **NUR 357 Concept Map Guidelines**

    **Concept Map Description:**

    A concept map is a picture or chart that illustrates the relationships between the patient’s medical diagnosis(es), the symptoms he/she is demonstrating, the patient lab values, the medications he/she is on, and the clinical judgment model.

    The concept map be seen as a type of “puzzle” with all the components making up the pieces that complete the total picture. The concept map also is useful in helping you to identify priorities in nursing care by considering the whole picture of the patient’s condition and vital to clinical decision making.

    **STEPS TO COMPLETE THE CONCEPT MAP:**

    1.
    Recognize Cues: Review your patient’s History and Physical. Identify the current medical diagnoses, chronic health problems. This is often the reason for seeking health care (often a medical diagnosis). Create a Situation and Background to start the map.

    2. Recognizing Cues: what are the correlating patient signs and symptoms, and include results of labs and other diagnostic tests that have been done. (Blood tests, pulmonary function tests, x-rays, EKG’s, etc.)

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Recognizing Cues:**<br>Which patient information is relevant: Consider signs and symptoms, lab work, patient statements, <br>H & P, and others. Consider subjective and objective data. | • Which cues were relevant? Irrelevant?<br>• What is occurring in the environment?<br>• Which laboratory data are significant?<br>• What is significant in the patient's history? <br>• What is the immediate concern? <br>• What factors may exist related to the abnormal data? |

    3. Analyze cues: Linking of recognized cues to the client's clinical presentation and establishing probable client needs, concerns, and problems.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Analyze cues:**<br>• Recognize patterns and cluster the cues from above together.<br>• Link cues. Recognize patterns. Name this as an issue or descriptor of your cluster<br>• Determine what is concerning. Name it. M<br> **inimum of 3 clusters/concerns**<br>• Determine if additional information is needed. | How do the data link to other information? <br>What patterns do you recognize? <br>Which patient conditions are consistent with the cues?<br>What cues are a cause for concern? <br>What other information would help to establish the significance of a cue? <br>What else do you need to know to generate a hypothesis? |

    4. Prioritize hypotheses: Identify all problems (medical/nursing diagnoses) that apply and correlate on the map with the data that supports the diagnosis. Identify and rank the medical/nursing diagnoses in order of priority.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Prioritize hypotheses: minimum of 3**<br>• Cluster information.<br>• Narrow possibilities.<br>• Determine order of priorities.<br>• Determine risk for action or inaction.<br>• Provide evidence for hypothesis | What conclusions can you make? <br>What explanations are most likely?<br>What other conclusions could be possible?<br>Which cues indicate the most serious risk for a health problem?<br>Which cues indicate action is required?<br>What is the priority order for safe and effective care? |

    5. Address the pathophysiology and etiology of presenting problem (reason why patient is admitted/primary complaint)

    For each presenting problem, thorough review of the Pathophysiology at cellular level, shows understanding of medical diagnosis and comorbidities (identifies most risk factors present) and identifies etiology based on the specific patient's conditions.

    6. Generate Solutions: Identify the plan of action(goal) for each problem (medical/nursing problems).

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Generate Solutions:** **minimum of 2 SMART goals/solutions for each hypothesis**<br>establish the goals to remedy problems what would be a fix, prevention, or maintenance of desired level.<br>· Determine desired outcomes.<br>· Determine the best solution based on evidence.<br>· Determine what resources are needed (e.g., people, equipment, medications)<br>· Each goal follows the SMART format (Planning- specific, measurable, attainable, realistic/relevant,<br>time-restricted) | What are the desirable outcomes? <br>What should be avoided? <br>What solution will be most helpful for this client? <br>What is the priority to address each problem , fix over maintain or manage symptoms?<br>• What evidence did you use to choose this solution?<br>• What are the risks for choosing or not choosing this solution?<br>What is a realistic timeframe to accomplish? |

    7. Take Actions: Implement the plan: Identify the nursing actions (interventions) and rationale to address each problem (medical/nursing diagnosis)

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **TAKE ACTION Minimum of 2 actions/interventions with rationale for each SMART Goal/solution**<br>•Implement plan.<br> <br>• Perform skill/procedure.<br>• Administer medication.<br>• Collaborate with the team.<br>• Teach patients/families/staff/team.<br>• Demonstrate ethical/legal behavior | · What interventions can achieve the outcomes? <br>· How should the intervention or combination of interventions be<br>· performed, requested, communicated, taught, etc?<br>· What (e.g., people, equipment, medications) is needed to take this action? <br>· What’s the rationale for each intervention as it relates to a goal/fix connect to path and or goal? <br>· Are there contraindications to this action?<br>· What will you do if patient refuses the medication or treatment?<br>· When would the interventions be or not carried out? <br>· What will you do if there are not sufficient resources or team members?<br>· What are the priority interventions? (Mark with asterisk)<br>· Is there particular order in which to carry out the interventions? |

    8. Evaluate Outcomes: identify what criteria the patient will obtain to attain the goal. Determine the result. Evaluate all SMART goals/solutions.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Evaluate outcomes evaluates all SAMRT goals/solutions.**<br>· Identifies the SMART goal being evaluated<br>· Links to nursing action. <br>· Was goal Met or Not Met.<br>· How was the goal met. <br>· If not met, the revision includes what interventions didn’t work and what should be done instead in the future. | Results of taking actions:<br>Did the patient’s care outlook or status improve?<br>What signs point to improving/declining/unchanged status?<br>· What indicates your action was/was not effective? <br>· If the actions are effective, not improving indicate what data indicates a further complication?<br>· What action is need next/ what revisions need to be made?<br>· What (e.g., medications, labs, or treatments) do you need to continue monitoring? <br>· What would be a priority to report to the healthcare provider? |

    **DiabetesSummer251.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/diabetessummer251-pptx)

    **## NUR357ConceptMapinstructions.docx**

    **NUR 357 Concept Map Guidelines**

    **Concept Map Description:**

    A concept map is a picture or chart that illustrates the relationships between the patient’s medical diagnosis(es), the symptoms he/she is demonstrating, the patient lab values, the medications he/she is on, and the clinical judgment model.

    The concept map be seen as a type of “puzzle” with all the components making up the pieces that complete the total picture. The concept map also is useful in helping you to identify priorities in nursing care by considering the whole picture of the patient’s condition and vital to clinical decision making.

    **STEPS TO COMPLETE THE CONCEPT MAP:**

    1.
    Recognize Cues: Review your patient’s History and Physical. Identify the current medical diagnoses, chronic health problems. This is often the reason for seeking health care (often a medical diagnosis). Create a Situation and Background to start the map.

    2. Recognizing Cues: what are the correlating patient signs and symptoms, and include results of labs and other diagnostic tests that have been done. (Blood tests, pulmonary function tests, x-rays, EKG’s, etc.)

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Recognizing Cues:**<br>Which patient information is relevant: Consider signs and symptoms, lab work, patient statements, <br>H & P, and others. Consider subjective and objective data. | • Which cues were relevant? Irrelevant?<br>• What is occurring in the environment?<br>• Which laboratory data are significant?<br>• What is significant in the patient's history? <br>• What is the immediate concern? <br>• What factors may exist related to the abnormal data? |

    3. Analyze cues: Linking of recognized cues to the client's clinical presentation and establishing probable client needs, concerns, and problems.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Analyze cues:**<br>• Recognize patterns and cluster the cues from above together.<br>• Link cues. Recognize patterns. Name this as an issue or descriptor of your cluster<br>• Determine what is concerning. Name it. M<br> **inimum of 3 clusters/concerns**<br>• Determine if additional information is needed. | How do the data link to other information? <br>What patterns do you recognize? <br>Which patient conditions are consistent with the cues?<br>What cues are a cause for concern? <br>What other information would help to establish the significance of a cue? <br>What else do you need to know to generate a hypothesis? |

    4. Prioritize hypotheses: Identify all problems (medical/nursing diagnoses) that apply and correlate on the map with the data that supports the diagnosis. Identify and rank the medical/nursing diagnoses in order of priority.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Prioritize hypotheses: minimum of 3**<br>• Cluster information.<br>• Narrow possibilities.<br>• Determine order of priorities.<br>• Determine risk for action or inaction.<br>• Provide evidence for hypothesis | What conclusions can you make? <br>What explanations are most likely?<br>What other conclusions could be possible?<br>Which cues indicate the most serious risk for a health problem?<br>Which cues indicate action is required?<br>What is the priority order for safe and effective care? |

    5. Address the pathophysiology and etiology of presenting problem (reason why patient is admitted/primary complaint)

    For each presenting problem, thorough review of the Pathophysiology at cellular level, shows understanding of medical diagnosis and comorbidities (identifies most risk factors present) and identifies etiology based on the specific patient's conditions.

    6. Generate Solutions: Identify the plan of action(goal) for each problem (medical/nursing problems).

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Generate Solutions:** **minimum of 2 SMART goals/solutions for each hypothesis**<br>establish the goals to remedy problems what would be a fix, prevention, or maintenance of desired level.<br>· Determine desired outcomes.<br>· Determine the best solution based on evidence.<br>· Determine what resources are needed (e.g., people, equipment, medications)<br>· Each goal follows the SMART format (Planning- specific, measurable, attainable, realistic/relevant,<br>time-restricted) | What are the desirable outcomes? <br>What should be avoided? <br>What solution will be most helpful for this client? <br>What is the priority to address each problem , fix over maintain or manage symptoms?<br>• What evidence did you use to choose this solution?<br>• What are the risks for choosing or not choosing this solution?<br>What is a realistic timeframe to accomplish? |

    7. Take Actions: Implement the plan: Identify the nursing actions (interventions) and rationale to address each problem (medical/nursing diagnosis)

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **TAKE ACTION Minimum of 2 actions/interventions with rationale for each SMART Goal/solution**<br>•Implement plan.<br> <br>• Perform skill/procedure.<br>• Administer medication.<br>• Collaborate with the team.<br>• Teach patients/families/staff/team.<br>• Demonstrate ethical/legal behavior | · What interventions can achieve the outcomes? <br>· How should the intervention or combination of interventions be<br>· performed, requested, communicated, taught, etc?<br>· What (e.g., people, equipment, medications) is needed to take this action? <br>· What’s the rationale for each intervention as it relates to a goal/fix connect to path and or goal? <br>· Are there contraindications to this action?<br>· What will you do if patient refuses the medication or treatment?<br>· When would the interventions be or not carried out? <br>· What will you do if there are not sufficient resources or team members?<br>· What are the priority interventions? (Mark with asterisk)<br>· Is there particular order in which to carry out the interventions? |

    8. Evaluate Outcomes: identify what criteria the patient will obtain to attain the goal. Determine the result. Evaluate all SMART goals/solutions.

    | | |
    | — | — |
    | **CJ Tasks** | **Prompts/Considerations** |
    | **Evaluate outcomes evaluates all SAMRT goals/solutions.**<br>· Identifies the SMART goal being evaluated<br>· Links to nursing action. <br>· Was goal Met or Not Met.<br>· How was the goal met. <br>· If not met, the revision includes what interventions didn’t work and what should be done instead in the future. | Results of taking actions:<br>Did the patient’s care outlook or status improve?<br>What signs point to improving/declining/unchanged status?<br>· What indicates your action was/was not effective? <br>· If the actions are effective, not improving indicate what data indicates a further complication?<br>· What action is need next/ what revisions need to be made?<br>· What (e.g., medications, labs, or treatments) do you need to continue monitoring? <br>· What would be a priority to report to the healthcare provider? |

    **DiabetesSummer251.pptx**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/diabetessummer251-pptx)

    – 1
    – 2

  • [Solved] Week 3 Discussion Response- Managing People and Promoting Collab

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    – ## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx **## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx** Week 3 Discussion Response Managing People and Promoting Collab Colleague 1 Lauren Adkins, The Consequences of Passive Leadership Two strong performers in a medium-…

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    – ## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx

    **## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx**

    Week 3 Discussion Response

    Managing People and Promoting Collab

    Colleague 1

    Lauren Adkins,

    The Consequences of Passive Leadership

    Two strong performers in a medium-sized marketing firm began fighting, and their conflict became open and hostile. Instead of speaking up, the manager opted to stay quiet since he didn’t want difficulties. Because the leadership was not involved, the company's drama worsened, causing gossip and cliques to grow. As McQuaid (2019) points out, if team tension is not handled well, it can lower the team’s spirit and bring down their involvement.

    Because the manager was inactive, an unhealthy environment formed in the workplace. According to Cy Wakeman's (2018) ideas on emotional waste, they chose not to act and instead allowed destructive behaviors to continue. An effective way would have been to mediate first, then clearly repeat the required behavior standards, matching the company’s values.

    Managers should ensure an open communication environment to enhance their leadership (Edmondson, 2018). Also, developing emotional intelligence allows leaders to notice and manage tension among team members when it starts (Goleman, D. 2006). If a team wants to function well without dramas, it needs leaders who are emotionally intelligent and take the first step.

    References

    McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman. Psychology Today.
    [https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down\
    Links to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)

    Cy Wakeman. (2018, June 14). Identifying where drama comes from & why [Video]. YouTube.
    [https://www.youtube.com/watch?v=5uX2ZG1SIHk\
    Links to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)![A black and grey play button AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    Edmondson, A. C. (2018). The Fearless Organization: Creating psychological safety in the workplace for learning, innovation, and growth.
    [https://ci.nii.ac.jp/ncid/BB2750129X\
    Links to an external site.](https://ci.nii.ac.jp/ncid/BB2750129X)

    Goleman, D. (2006). Emotional Intelligence. Bantam Books, New York, 352 p. – References – Scientific Research Publishing. (n.d.).
    [https://www.scirp.org/reference/referencespapers?referenceid=2787547\
    Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=2787547)

    **Colleague 2**

    **Alexis Rubin,**

    **Micromanagement as a Catalyst for Workplace Drama**

    In a growing tech startup, the team leader’s way of managing things led to stress in the workplace. Even with top-notch workers on board, the manager preferred to monitor all the details and constantly change and correct work without being asked in forums. First, many considered the behavior comprehensive; it later turned into something that frustrated and distanced people. Staff started talking behind others’ backs, created groups apart from the rest of the team, and stayed far from management, as explained by Wakeman (2018).

    McQuaid (2019) states that drama often results when people feel their freedom is limited and things are not expected of them. As a result of that manager’s actions, both problems arose. They did not make people feel safe and responsible, but drove people to feel anxious and stressed. Doubting one’s decisions so much eventually caused a decrease in motivation, teamwork, and creativity.

    Managers should try to implement principles of transformational leadership, especially by empowering their teams, coaching them well, and helping them achieve their goals (Bass & Riggio, 2006). Encouraging staff to be responsible for what they do would create a stronger bond of trust and bring down unproductive tensions. Moreover, if we take a self-determination theory approach, which stresses autonomy, competence, and relatedness, the team can experience more psychological safety (Deci & Ryan, 2008).

    Letting the team lead and taking part only when there is a good reason makes leaders appear confident. Reducing micromanagement means handing out authority and removing the feelings that make drama worse.

    **References**

    Cy Wakeman. (2018, June 14).
    _Identifying where drama comes from & why_ [Video]. YouTube.
    [https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)![](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
    _Psychology Today_.
    [https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)

    _Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. New York, NY: Psychology Press. – References – Scientific Research Publishing_. (n.d.).
    [https://www.scirp.org/reference/referencespapers?referenceid=3007266Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=3007266)

    Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health.
    _Canadian Psychology/Psychologie Canadienne_,
    _49_(3), 182–185.
    [https://doi.org/10.1037/a0012801Links to an external site.](https://doi.org/10.1037/a0012801)

    1. reinforcement of respectful communication. The manager should have established norms around conflict resolution and professionalism, making it clear that public disputes and gossip were unacceptable.

    2.
    **Proactively Intervene in Conflicts**: Instead of waiting for issues to escalate, the manager could have initiated mediated conversations between the conflicting parties. As White (2018) suggests, neutralizing negativity involves addressing it early and directly, while remaining impartial.

    3.
    **Foster a Culture of Accountability and Recognition**: McQuaid (2019) notes that when employees feel acknowledged and supported, they’re less likely to engage in destructive behaviors. The manager could have implemented regular feedback sessions, peer recognition programs, or team-building efforts to shift focus from interpersonal conflict to collaboration.

    4.
    **Educate Staff on Emotional Intelligence**: Training on self-regulation and interpersonal dynamics would empower employees to manage their responses more constructively. As emphasized in the
    _Reality-Based Leadership_ (2017) video, drama often stems from unproductive thinking and assumptions—both of which can be minimized through reflection and awareness.

              Ultimately, the manager’s responsibility is not just to maintain productivity but to shape a psychologically safe culture where issues are addressed openly and respectfully. A drama-free workplace isn’t one without conflict, but one where conflict is navigated constructively. Through intentional leadership, proactive communication, and accountability, managers can transform toxic dynamics into opportunities for growth and cohesion.

    **References**

    Agarwal, P. (2018, August 29).
    _How to create a positive workplace culture_. Forbes.
    [https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/Links to an external site.](https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/)

    McQuaid, M. (2019).
    _Is workplace drama wearing you down?_ Psychology Today.
    [https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)

    Reality-Based Leadership. (2017, March 16).
    _What is drama in the workplace?_ [Video]. YouTube.
    [https://www.youtube.com/watch?v=4_57hBiOldwLinks to an external site.](https://www.youtube.com/watch?v=4_57hBiOldw)![](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    Taylor, B. (2020, February 17).
    _Don’t let negativity sink your organization_. Harvard Business Review Digital Articles, 2–4.

    Wakeman, C. (2018, June 13).
    _Identifying where drama comes from and why_ [Video]. YouTube.
    [https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)![](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    White, P. (2018).
    _Neutralizing a negative workplace: Understanding and dealing with negativity at the office_.
    _Personal Excellence_, 23(4), 19–20

    ## image1.png

    **## Week3DiscussionResponse-ManagingPeopleandPromotingCollab.docx**

    Week 3 Discussion Response

    Managing People and Promoting Collab

    Colleague 1

    Lauren Adkins,

    The Consequences of Passive Leadership

    Two strong performers in a medium-sized marketing firm began fighting, and their conflict became open and hostile. Instead of speaking up, the manager opted to stay quiet since he didn’t want difficulties. Because the leadership was not involved, the company's drama worsened, causing gossip and cliques to grow. As McQuaid (2019) points out, if team tension is not handled well, it can lower the team’s spirit and bring down their involvement.

    Because the manager was inactive, an unhealthy environment formed in the workplace. According to Cy Wakeman's (2018) ideas on emotional waste, they chose not to act and instead allowed destructive behaviors to continue. An effective way would have been to mediate first, then clearly repeat the required behavior standards, matching the company’s values.

    Managers should ensure an open communication environment to enhance their leadership (Edmondson, 2018). Also, developing emotional intelligence allows leaders to notice and manage tension among team members when it starts (Goleman, D. 2006). If a team wants to function well without dramas, it needs leaders who are emotionally intelligent and take the first step.

    References

    McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman. Psychology Today.
    [https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down\
    Links to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)

    Cy Wakeman. (2018, June 14). Identifying where drama comes from & why [Video]. YouTube.
    [https://www.youtube.com/watch?v=5uX2ZG1SIHk\
    Links to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)![A black and grey play button AI-generated content may be incorrect.](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    Edmondson, A. C. (2018). The Fearless Organization: Creating psychological safety in the workplace for learning, innovation, and growth.
    [https://ci.nii.ac.jp/ncid/BB2750129X\
    Links to an external site.](https://ci.nii.ac.jp/ncid/BB2750129X)

    Goleman, D. (2006). Emotional Intelligence. Bantam Books, New York, 352 p. – References – Scientific Research Publishing. (n.d.).
    [https://www.scirp.org/reference/referencespapers?referenceid=2787547\
    Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=2787547)

    **Colleague 2**

    **Alexis Rubin,**

    **Micromanagement as a Catalyst for Workplace Drama**

    In a growing tech startup, the team leader’s way of managing things led to stress in the workplace. Even with top-notch workers on board, the manager preferred to monitor all the details and constantly change and correct work without being asked in forums. First, many considered the behavior comprehensive; it later turned into something that frustrated and distanced people. Staff started talking behind others’ backs, created groups apart from the rest of the team, and stayed far from management, as explained by Wakeman (2018).

    McQuaid (2019) states that drama often results when people feel their freedom is limited and things are not expected of them. As a result of that manager’s actions, both problems arose. They did not make people feel safe and responsible, but drove people to feel anxious and stressed. Doubting one’s decisions so much eventually caused a decrease in motivation, teamwork, and creativity.

    Managers should try to implement principles of transformational leadership, especially by empowering their teams, coaching them well, and helping them achieve their goals (Bass & Riggio, 2006). Encouraging staff to be responsible for what they do would create a stronger bond of trust and bring down unproductive tensions. Moreover, if we take a self-determination theory approach, which stresses autonomy, competence, and relatedness, the team can experience more psychological safety (Deci & Ryan, 2008).

    Letting the team lead and taking part only when there is a good reason makes leaders appear confident. Reducing micromanagement means handing out authority and removing the feelings that make drama worse.

    **References**

    Cy Wakeman. (2018, June 14).
    _Identifying where drama comes from & why_ [Video]. YouTube.
    [https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)![](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    McQuaid, M., PhD. (2019, November 18). An interview with drama researcher Cy Wakeman.
    _Psychology Today_.
    [https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)

    _Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. New York, NY: Psychology Press. – References – Scientific Research Publishing_. (n.d.).
    [https://www.scirp.org/reference/referencespapers?referenceid=3007266Links to an external site.](https://www.scirp.org/reference/referencespapers?referenceid=3007266)

    Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health.
    _Canadian Psychology/Psychologie Canadienne_,
    _49_(3), 182–185.
    [https://doi.org/10.1037/a0012801Links to an external site.](https://doi.org/10.1037/a0012801)

    1. reinforcement of respectful communication. The manager should have established norms around conflict resolution and professionalism, making it clear that public disputes and gossip were unacceptable.

    2.
    **Proactively Intervene in Conflicts**: Instead of waiting for issues to escalate, the manager could have initiated mediated conversations between the conflicting parties. As White (2018) suggests, neutralizing negativity involves addressing it early and directly, while remaining impartial.

    3.
    **Foster a Culture of Accountability and Recognition**: McQuaid (2019) notes that when employees feel acknowledged and supported, they’re less likely to engage in destructive behaviors. The manager could have implemented regular feedback sessions, peer recognition programs, or team-building efforts to shift focus from interpersonal conflict to collaboration.

    4.
    **Educate Staff on Emotional Intelligence**: Training on self-regulation and interpersonal dynamics would empower employees to manage their responses more constructively. As emphasized in the
    _Reality-Based Leadership_ (2017) video, drama often stems from unproductive thinking and assumptions—both of which can be minimized through reflection and awareness.

              Ultimately, the manager’s responsibility is not just to maintain productivity but to shape a psychologically safe culture where issues are addressed openly and respectfully. A drama-free workplace isn’t one without conflict, but one where conflict is navigated constructively. Through intentional leadership, proactive communication, and accountability, managers can transform toxic dynamics into opportunities for growth and cohesion.

    **References**

    Agarwal, P. (2018, August 29).
    _How to create a positive workplace culture_. Forbes.
    [https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/Links to an external site.](https://www.forbes.com/sites/pragyaagarwaleurope/2018/08/29/how-to-create-a-positive-work-place-culture/)

    McQuaid, M. (2019).
    _Is workplace drama wearing you down?_ Psychology Today.
    [https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-downLinks to an external site.](https://www.psychologytoday.com/us/blog/functioning-flourishing/201911/is-workplace-drama-wearing-you-down)

    Reality-Based Leadership. (2017, March 16).
    _What is drama in the workplace?_ [Video]. YouTube.
    [https://www.youtube.com/watch?v=4_57hBiOldwLinks to an external site.](https://www.youtube.com/watch?v=4_57hBiOldw)![](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    Taylor, B. (2020, February 17).
    _Don’t let negativity sink your organization_. Harvard Business Review Digital Articles, 2–4.

    Wakeman, C. (2018, June 13).
    _Identifying where drama comes from and why_ [Video]. YouTube.
    [https://www.youtube.com/watch?v=5uX2ZG1SIHkLinks to an external site.](https://www.youtube.com/watch?v=5uX2ZG1SIHk)![](https://www.sweetstudy.com/questions/week-3-discussion-response-managing-people-and-promoting-collab)

    White, P. (2018).
    _Neutralizing a negative workplace: Understanding and dealing with negativity at the office_.
    _Personal Excellence_, 23(4), 19–20

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