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  • [Solved] week 7 response

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    – ## WeeK7Discussion.Response.SystemsTheory.docx **## WeeK7Discussion.Response.SystemsTheory.docx** INSTRUCTION: **Respond** to the colleague below who discussed different theories than you did in one or more of the following ways: · Ask a probing question and provide insight into how you would answ…

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    – ## WeeK7Discussion.Response.SystemsTheory.docx

    **## WeeK7Discussion.Response.SystemsTheory.docx**

    INSTRUCTION:
    **Respond** to the colleague below who discussed different theories than you did in one or more of the following ways:

    · Ask a probing question and provide insight into how you would answer your question and why.

    · Ask a probing question and provide the foundation, or rationale, for the question.

    · Expand on your colleague’s posting by offering a new perspective or insight.

    · Agree with a colleague and offer additional (new) supporting information for consideration.

    · Disagree with a colleague by respectfully discussing and supporting a different perspective.

    Janice G.

    Systems theory is a framework that helps us understand how different parts of an organization work together as a whole. It suggests that organizations are made up of interconnected components that influence each other to achieve common goals (Lalande & Baumeister, 2013). This approach is valuable because it allows leaders to see the bigger picture and recognize that changes in one area can affect other areas. For instance, if a company decides to implement new technology, it must consider how this change will impact employees, processes, and customer interactions.

    **Importance of Systems Theory for Organizational Change and Development**

    The importance of systems theory in organizational change and development lies in its ability to provide a comprehensive understanding of how organizations function and adapt. By viewing an organization as a system, leaders can identify areas that need improvement and anticipate the effects of changes (Skyttner, 2005).

    For example, let’s consider
    **Amazon**, a well-known organization that has effectively used systems theory in its development and change initiatives. In recent years, Amazon has expanded its product lines and services, such as the introduction of Amazon Prime and the development of Amazon Web Services (AWS). These initiatives required a thorough understanding of how different parts of the organization, like supply chain logistics and customer service, work together.

    Using systems theory, Amazon was able to assess how these new offerings would impact existing operations and customer experiences. For instance, the launch of AWS not only created a new revenue stream but also required changes in organizational structure, employee training, and technology integration. By recognizing the interconnections within the organization, Amazon effectively managed the transition and ensured that all parts aligned with the new strategic direction (Germano, 2010).

    Additionally, systems theory is crucial during mergers and acquisitions, as it helps organizations navigate the complexities of integrating different cultures, processes, and systems. For example, when Amazon acquired Whole Foods, it needed to consider how the merger would affect both organizations' operations, employee dynamics, and customer perceptions. By applying systems theory, Amazon could identify potential challenges and develop strategies to create a cohesive organizational culture that combined the strengths of both companies (Ashkanasy & Dorris, 2018).

    Current research supports the application of systems theory in organizational change, highlighting its effectiveness in promoting adaptability and resilience (Skyttner, 2005). Organizations that adopt a systems perspective are better equipped to respond to external pressures, such as market changes and technological advancements, ultimately enhancing their long-term sustainability.

    In summary, systems theory provides a valuable framework for understanding and managing organizational change and development. By recognizing the interconnectedness of various components within an organization, leaders can make informed decisions that promote alignment and effectiveness. The examples of Amazon's product expansion and merger with Whole Foods illustrate how systems theory can facilitate successful change initiatives, contributing to organizational growth and resilience.

    **References:**

    Ashkanasy, N. M., & Dorris, A. B. (2018). Organizational culture and climate. In D. S. Ones, N. Anderson, C. Viswesvaran, & H. K. Sinangil (Eds.),
    _The SAGE handbook of industrial, work, and organizational psychology_(2nd ed., Vol. 3, pp. 187-205). London, UK: SAGE Publications, Ltd.

    Germano, M. A. (2010, June). Leadership style and organizational impact. Retrieved from http://alaapa.org/newsletter/2010/06/08/spotlight

    Lalande, D., & Baumeister, R. F. (2013). Systems theories (psychology).
    _Salem Press Encyclopedia of Health_.

    Skyttner, L. (2005). Organizational theory and management cybernetics. In L. Skyttner (Ed.),
    _General systems theory: Problems, perspectives, practice_(2nd ed., pp. 352–389). Singapore: World Scientific.

    **## WeeK7Discussion.Response.SystemsTheory.docx**

    INSTRUCTION:
    **Respond** to the colleague below who discussed different theories than you did in one or more of the following ways:

    · Ask a probing question and provide insight into how you would answer your question and why.

    · Ask a probing question and provide the foundation, or rationale, for the question.

    · Expand on your colleague’s posting by offering a new perspective or insight.

    · Agree with a colleague and offer additional (new) supporting information for consideration.

    · Disagree with a colleague by respectfully discussing and supporting a different perspective.

    Janice G.

    Systems theory is a framework that helps us understand how different parts of an organization work together as a whole. It suggests that organizations are made up of interconnected components that influence each other to achieve common goals (Lalande & Baumeister, 2013). This approach is valuable because it allows leaders to see the bigger picture and recognize that changes in one area can affect other areas. For instance, if a company decides to implement new technology, it must consider how this change will impact employees, processes, and customer interactions.

    **Importance of Systems Theory for Organizational Change and Development**

    The importance of systems theory in organizational change and development lies in its ability to provide a comprehensive understanding of how organizations function and adapt. By viewing an organization as a system, leaders can identify areas that need improvement and anticipate the effects of changes (Skyttner, 2005).

    For example, let’s consider
    **Amazon**, a well-known organization that has effectively used systems theory in its development and change initiatives. In recent years, Amazon has expanded its product lines and services, such as the introduction of Amazon Prime and the development of Amazon Web Services (AWS). These initiatives required a thorough understanding of how different parts of the organization, like supply chain logistics and customer service, work together.

    Using systems theory, Amazon was able to assess how these new offerings would impact existing operations and customer experiences. For instance, the launch of AWS not only created a new revenue stream but also required changes in organizational structure, employee training, and technology integration. By recognizing the interconnections within the organization, Amazon effectively managed the transition and ensured that all parts aligned with the new strategic direction (Germano, 2010).

    Additionally, systems theory is crucial during mergers and acquisitions, as it helps organizations navigate the complexities of integrating different cultures, processes, and systems. For example, when Amazon acquired Whole Foods, it needed to consider how the merger would affect both organizations' operations, employee dynamics, and customer perceptions. By applying systems theory, Amazon could identify potential challenges and develop strategies to create a cohesive organizational culture that combined the strengths of both companies (Ashkanasy & Dorris, 2018).

    Current research supports the application of systems theory in organizational change, highlighting its effectiveness in promoting adaptability and resilience (Skyttner, 2005). Organizations that adopt a systems perspective are better equipped to respond to external pressures, such as market changes and technological advancements, ultimately enhancing their long-term sustainability.

    In summary, systems theory provides a valuable framework for understanding and managing organizational change and development. By recognizing the interconnectedness of various components within an organization, leaders can make informed decisions that promote alignment and effectiveness. The examples of Amazon's product expansion and merger with Whole Foods illustrate how systems theory can facilitate successful change initiatives, contributing to organizational growth and resilience.

    **References:**

    Ashkanasy, N. M., & Dorris, A. B. (2018). Organizational culture and climate. In D. S. Ones, N. Anderson, C. Viswesvaran, & H. K. Sinangil (Eds.),
    _The SAGE handbook of industrial, work, and organizational psychology_(2nd ed., Vol. 3, pp. 187-205). London, UK: SAGE Publications, Ltd.

    Germano, M. A. (2010, June). Leadership style and organizational impact. Retrieved from http://alaapa.org/newsletter/2010/06/08/spotlight

    Lalande, D., & Baumeister, R. F. (2013). Systems theories (psychology).
    _Salem Press Encyclopedia of Health_.

    Skyttner, L. (2005). Organizational theory and management cybernetics. In L. Skyttner (Ed.),
    _General systems theory: Problems, perspectives, practice_(2nd ed., pp. 352–389). Singapore: World Scientific.

  • [Solved] 507 reposne

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  • [Solved] Week 8

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    – ## Week8Discussion1.TheImpactofIndustrialPsychologyintheWorkplace.docx – ## Week8Discussion2.TheImpactofOrganizationalPsychologyintheWorkplace.docx **## Week8Discussion1.TheImpactofIndustrialPsychologyintheWorkplace.docx** Week 8 DisCUSsion 1: The Impact of Industrial Psychology in the Workplace I…

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    – ## Week8Discussion1.TheImpactofIndustrialPsychologyintheWorkplace.docx

    – ## Week8Discussion2.TheImpactofOrganizationalPsychologyintheWorkplace.docx

    **## Week8Discussion1.TheImpactofIndustrialPsychologyintheWorkplace.docx**

    Week 8 DisCUSsion 1: The Impact of Industrial Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to selection, assessment, training, and performance evaluation have contributed to improvements in the practice of industrial psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about industrial psychology in Weeks 2–4. Focus on principles, models, and/or theories related to industrial psychology.

    · Select two principles, models, and/or theories related to industrial psychology (i.e., assessment, selection, job analysis, training, performance evaluation).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of industrial psychology (i.e., what problems do they resolve and what barriers do they overcome).

    Learning Resources

    [Required Readings](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of industrial psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    **## Week8Discussion2.TheImpactofOrganizationalPsychologyintheWorkplace.docx**

    ### Week 8 Discussion 2: The Impact of Organizational Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to group dynamics, leadership, and change management have contributed to improvements in the practice of organizational psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about organizational psychology in Weeks 5–7. Then read this week’s Learning Resources, focusing on principles, models, and/or theories related to organizational psychology.

    · Select two principles, models, and/or theories related to organizational psychology (i.e., group dynamics, leadership, change management).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of organizational psychology (i.e., what problems do they resolve and what barriers do they overcome).

    ### **Learning Resources**

    #### [**Required Readings**](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of organizational psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    **## Week8Discussion2.TheImpactofOrganizationalPsychologyintheWorkplace.docx**

    ### Week 8 Discussion 2: The Impact of Organizational Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to group dynamics, leadership, and change management have contributed to improvements in the practice of organizational psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about organizational psychology in Weeks 5–7. Then read this week’s Learning Resources, focusing on principles, models, and/or theories related to organizational psychology.

    · Select two principles, models, and/or theories related to organizational psychology (i.e., group dynamics, leadership, change management).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of organizational psychology (i.e., what problems do they resolve and what barriers do they overcome).

    ### **Learning Resources**

    #### [**Required Readings**](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of organizational psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    **## Week8Discussion1.TheImpactofIndustrialPsychologyintheWorkplace.docx**

    Week 8 DisCUSsion 1: The Impact of Industrial Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to selection, assessment, training, and performance evaluation have contributed to improvements in the practice of industrial psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about industrial psychology in Weeks 2–4. Focus on principles, models, and/or theories related to industrial psychology.

    · Select two principles, models, and/or theories related to industrial psychology (i.e., assessment, selection, job analysis, training, performance evaluation).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of industrial psychology (i.e., what problems do they resolve and what barriers do they overcome).

    Learning Resources

    [Required Readings](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of industrial psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    **## Week8Discussion2.TheImpactofOrganizationalPsychologyintheWorkplace.docx**

    ### Week 8 Discussion 2: The Impact of Organizational Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to group dynamics, leadership, and change management have contributed to improvements in the practice of organizational psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about organizational psychology in Weeks 5–7. Then read this week’s Learning Resources, focusing on principles, models, and/or theories related to organizational psychology.

    · Select two principles, models, and/or theories related to organizational psychology (i.e., group dynamics, leadership, change management).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of organizational psychology (i.e., what problems do they resolve and what barriers do they overcome).

    ### **Learning Resources**

    #### [**Required Readings**](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of organizational psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    **## Week8Discussion1.TheImpactofIndustrialPsychologyintheWorkplace.docx**

    Week 8 DisCUSsion 1: The Impact of Industrial Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to selection, assessment, training, and performance evaluation have contributed to improvements in the practice of industrial psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about industrial psychology in Weeks 2–4. Focus on principles, models, and/or theories related to industrial psychology.

    · Select two principles, models, and/or theories related to industrial psychology (i.e., assessment, selection, job analysis, training, performance evaluation).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of industrial psychology (i.e., what problems do they resolve and what barriers do they overcome).

    Learning Resources

    [Required Readings](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of industrial psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    **## Week8Discussion2.TheImpactofOrganizationalPsychologyintheWorkplace.docx**

    ### Week 8 Discussion 2: The Impact of Organizational Psychology in the Workplace

    In this Discussion, you will explore how specific principles, models, and/or theories related to group dynamics, leadership, and change management have contributed to improvements in the practice of organizational psychology. Then, in your response to your peers, you will examine limitations of the principles, models, and/or theories they discussed.

    To Prepare

    · Reflect on what you learned about organizational psychology in Weeks 5–7. Then read this week’s Learning Resources, focusing on principles, models, and/or theories related to organizational psychology.

    · Select two principles, models, and/or theories related to organizational psychology (i.e., group dynamics, leadership, change management).

    · Think about how each principle, model, and/or theory has contributed to improvements in the practice of organizational psychology (i.e., what problems do they resolve and what barriers do they overcome).

    ### **Learning Resources**

    #### [**Required Readings**](https://waldenu.instructure.com/courses/172288/pages/week-8-learning-resources?module_item_id=6929006)

    · Review the Learning Resources from Weeks 2–4 in preparation for responding to this Week’s Discussion 1.

    · Review the Learning Resources from Weeks 5–7 in preparation for responding to the Week’s Discussion 2.

    INSTRUCTIONS: Post a response to the following:

    · Briefly describe the principles, models, and/or theories you selected. Then explain how each has contributed to improvements in the practice of organizational psychology. Use specific examples from your personal work experience and evidence from the literature to support your points.

    – 1
    – 2

  • [Solved] Dis

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## 7.10.docx **## 7.10.docx** Respond to discussion: Chapter 9 – Using Case #1 Sandy & Pam (chapter installments throughout the text) discuss the following: what stage of the addicted family do you think they are in? What are the different family roles, what feedback loops are present? What elemen…

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    Assignment Prompt & Instructions

    – ## 7.10.docx

    **## 7.10.docx**

    Respond to discussion:

    Chapter 9 – Using Case #1 Sandy & Pam (chapter installments throughout the text) discuss the following: what stage of the addicted family do you think they are in? What are the different family roles, what feedback loops are present? What elements of this family may hinder recovery? Post your answers and respond to 2 other classmates’ postings. (5 pts)

    Respond to two students:

    Student1

    In Case Study #1 Sandy and Pam

    According to Kaufman(1992), the family roles is that they are a functional and neurotic enmeshed family. They do not communicate their feelings and tend to use drugs or alcohol to cope. They tend to blame other external factors for their behavior rather than look at themselves of why their situation has went array. Pam was protecting her mom by making sure that her sibling were okay by not getting in the way. Mom was not there for her emotionally or physically, so she used other methods to get attention she wanted such as drinking and having sex at a young age.

    The feedback loops are that they both have dealt with a loss in that they cope with drinking and smoking. Both of them growed up by taking care of their siblings at a young age. They tend to not keep a job and blame the job or others for leaving rather than get help.

    There a couple of things hindering the family from recovery: Sandy has not been able to fully able to come to terms with her mom's death by getting closer. There is still grief that she has to work through. Pam has not talked to her mom about how she felt about the men that her mom was sleeping with while she was drinking, The other issue that needs to be talked about is how Pam was "parentified" to take care of her siblings while did whatever she wanted until she became clean. Both of them need to identify what being "alone" was like for them and how that affected them at a young age. Pam also needs to see figure out where her anxiety attacks started and could be the possible triggers of her anxiety.

    Student 2

    Because of the mention of Sandy becoming involved in individual therapy to address relationship issues, it can be assumed that the family might be considered as a neurotically enmeshed structured family, which involves being fused together by unhealthy emotions and may root from one family member having a substance abuse issue or mental health disorder. The possibility of Sandy experiencing PTSD is mentioned, leading to the conclusion that there are complications within the relationship that are heavy.

    Out of the two stages separated and described by Kaufman and Kaufman, I would consider this family to be in the second stage since chemicals are the priority and focus for receiving treatment within the family. Additionally, conflict is apparent, especially since Sandy has stopped drinking and needs a structured facilitated plan of action to help ensure she maintains her sobriety while Pam is still handling stress by drinking  and also as an attempt to cope with an anxiety disorder.

    They are probably in the late developmental phase described in the seminal model, considering that there will be a counseling focus on transgenerational patterns of coping. Sandy is likely putting up protective barriers to maintain her sobriety as Pam remains in denial and has self-deluding reactions. Both Sandy and Pam will need to renegotiate their roles for a functioning relationship moving forward. This can be difficult, so moving away from substance use will be crucial to minimize the possibility of a crisis state occurring or increased rigidity. There is a feedback loop for creating a new structure that is present in this case, where the family is unbalanced and the clinician is attempting to reestablish stability in their relationship and environment by using a solution-focused model that incorporates having Pam reach a goal of abstinence, contract not to see Sandy for a period of time, find alternative behaviors for coping with anxiety, and the development of a plan for both individual and group therapy using a systems perspective.

    Attempting to overcompensate could lead to control issues, overinvolvement, or sacrificing too much. To attempt maintaining balance once it is achieved, Sandy could make excuses for Pam, justify her actions, and therefore begin enabling Pam, which will impair recovery.

    **## 7.10.docx**

    Respond to discussion:

    Chapter 9 – Using Case #1 Sandy & Pam (chapter installments throughout the text) discuss the following: what stage of the addicted family do you think they are in? What are the different family roles, what feedback loops are present? What elements of this family may hinder recovery? Post your answers and respond to 2 other classmates’ postings. (5 pts)

    Respond to two students:

    Student1

    In Case Study #1 Sandy and Pam

    According to Kaufman(1992), the family roles is that they are a functional and neurotic enmeshed family. They do not communicate their feelings and tend to use drugs or alcohol to cope. They tend to blame other external factors for their behavior rather than look at themselves of why their situation has went array. Pam was protecting her mom by making sure that her sibling were okay by not getting in the way. Mom was not there for her emotionally or physically, so she used other methods to get attention she wanted such as drinking and having sex at a young age.

    The feedback loops are that they both have dealt with a loss in that they cope with drinking and smoking. Both of them growed up by taking care of their siblings at a young age. They tend to not keep a job and blame the job or others for leaving rather than get help.

    There a couple of things hindering the family from recovery: Sandy has not been able to fully able to come to terms with her mom's death by getting closer. There is still grief that she has to work through. Pam has not talked to her mom about how she felt about the men that her mom was sleeping with while she was drinking, The other issue that needs to be talked about is how Pam was "parentified" to take care of her siblings while did whatever she wanted until she became clean. Both of them need to identify what being "alone" was like for them and how that affected them at a young age. Pam also needs to see figure out where her anxiety attacks started and could be the possible triggers of her anxiety.

    Student 2

    Because of the mention of Sandy becoming involved in individual therapy to address relationship issues, it can be assumed that the family might be considered as a neurotically enmeshed structured family, which involves being fused together by unhealthy emotions and may root from one family member having a substance abuse issue or mental health disorder. The possibility of Sandy experiencing PTSD is mentioned, leading to the conclusion that there are complications within the relationship that are heavy.

    Out of the two stages separated and described by Kaufman and Kaufman, I would consider this family to be in the second stage since chemicals are the priority and focus for receiving treatment within the family. Additionally, conflict is apparent, especially since Sandy has stopped drinking and needs a structured facilitated plan of action to help ensure she maintains her sobriety while Pam is still handling stress by drinking  and also as an attempt to cope with an anxiety disorder.

    They are probably in the late developmental phase described in the seminal model, considering that there will be a counseling focus on transgenerational patterns of coping. Sandy is likely putting up protective barriers to maintain her sobriety as Pam remains in denial and has self-deluding reactions. Both Sandy and Pam will need to renegotiate their roles for a functioning relationship moving forward. This can be difficult, so moving away from substance use will be crucial to minimize the possibility of a crisis state occurring or increased rigidity. There is a feedback loop for creating a new structure that is present in this case, where the family is unbalanced and the clinician is attempting to reestablish stability in their relationship and environment by using a solution-focused model that incorporates having Pam reach a goal of abstinence, contract not to see Sandy for a period of time, find alternative behaviors for coping with anxiety, and the development of a plan for both individual and group therapy using a systems perspective.

    Attempting to overcompensate could lead to control issues, overinvolvement, or sacrificing too much. To attempt maintaining balance once it is achieved, Sandy could make excuses for Pam, justify her actions, and therefore begin enabling Pam, which will impair recovery.

  • [Solved] Literature Review & Evidence Matrix

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    Executive Solution Overview

    This topic focuses on Evidence-based care provided by an advanced practice nurse( APRN) NP! Forget about hospitals as this is about a family nurse practitioner, primary care, outpatient. TOPIC: " What is the impact of using teach back to educate Latino men on the importance of lifestyle changes, exe…

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    This topic focuses on Evidence-based care provided by an advanced practice nurse( APRN) NP! Forget about hospitals as this is about a family nurse practitioner, primary care, outpatient.
    TOPIC: " What is the impact of using teach back to educate Latino men on the importance of lifestyle changes, exercise and medication adherence to blood pressure medication?
    For this discussion,   you will prepare a 3 to 4 page review of the literature pertinent to a selected problem for healthcare research and to use that review to propose a methodology to address the problem.

  • [Solved] assg

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  • [Solved] Business Finance – Management Week 7 assignment- Managing People and Promoting Collab

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    – ## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx – ## Week7LearningResources-ManagingPeople0PromotingCollab.docx **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx** Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter In Weeks 5 and…

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    – ## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx

    – ## Week7LearningResources-ManagingPeople0PromotingCollab.docx

    **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx**

    Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter

    In Weeks 5 and 6 of Module 2, you conducted a simulated one-on-one coaching conversation with an employee to promote individual development. This week, for Part 3 of this Assignment, you will turn your focus from developing individuals and will now focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know well—either one you are currently part of or one you have been part of in the past.

    As you prepare your Draft Team Charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

    This Assignment incorporates the Business Skill for Good of coaching and mentoring.

    **To prepare for this Assignment:**

    · Do some research to locate two team charter examples and consider their effectiveness in helping a team organize quickly for success and avoid derailment.

    · Identify a team you know well (either one you are currently a part of, or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will be creating a team charter. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal.

    · As you develop your team charter, be sure to disguise the names of the organization and of any team members to protect privacy.

    · Download the
    [Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1) [Download Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892/download?download_frd=1).

    **Submit** your 4- to 5-page Draft Team Charter. To complete this task, address the following:

    · Analyze the two team charters you located for their effectiveness in helping a team organize quickly for success and avoid derailment. Based on your analysis, provide details of how the charters would contribute to a team’s success. Be sure to include a copy of the team charter examples you located.
    **Note:** These examples will not count toward your total page count.

    · Design your own team charter for your chosen team, being sure to address the following:

    · Describe the mission or purpose of the team.

    · Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission.

    · Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach.

    · List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team.

    · Outline the team’s approach to resolving conflicts that may arise as the team works together.

    · As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following:

    · Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members.

    · In addition, because your manager is also concerned with ensuring a strong and viable leadership pipeline—or overall “bench strength” in the succession plan—propose three specific actions you will take in the next 2–3 months as first steps in choosing and mentoring your successor as leader of this team.

    · Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like.

    · Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolutions you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges.

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx**

    Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter

    In Weeks 5 and 6 of Module 2, you conducted a simulated one-on-one coaching conversation with an employee to promote individual development. This week, for Part 3 of this Assignment, you will turn your focus from developing individuals and will now focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know well—either one you are currently part of or one you have been part of in the past.

    As you prepare your Draft Team Charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

    This Assignment incorporates the Business Skill for Good of coaching and mentoring.

    **To prepare for this Assignment:**

    · Do some research to locate two team charter examples and consider their effectiveness in helping a team organize quickly for success and avoid derailment.

    · Identify a team you know well (either one you are currently a part of, or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will be creating a team charter. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal.

    · As you develop your team charter, be sure to disguise the names of the organization and of any team members to protect privacy.

    · Download the
    [Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1) [Download Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892/download?download_frd=1).

    **Submit** your 4- to 5-page Draft Team Charter. To complete this task, address the following:

    · Analyze the two team charters you located for their effectiveness in helping a team organize quickly for success and avoid derailment. Based on your analysis, provide details of how the charters would contribute to a team’s success. Be sure to include a copy of the team charter examples you located.
    **Note:** These examples will not count toward your total page count.

    · Design your own team charter for your chosen team, being sure to address the following:

    · Describe the mission or purpose of the team.

    · Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission.

    · Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach.

    · List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team.

    · Outline the team’s approach to resolving conflicts that may arise as the team works together.

    · As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following:

    · Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members.

    · In addition, because your manager is also concerned with ensuring a strong and viable leadership pipeline—or overall “bench strength” in the succession plan—propose three specific actions you will take in the next 2–3 months as first steps in choosing and mentoring your successor as leader of this team.

    · Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like.

    · Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolutions you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges.

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    **## Week7AssignmentInstructions-ManagingPeople0PromotingCollab.docx**

    Developing Individuals and Teams Part 3: Developing Your Team: Draft Team Charter

    In Weeks 5 and 6 of Module 2, you conducted a simulated one-on-one coaching conversation with an employee to promote individual development. This week, for Part 3 of this Assignment, you will turn your focus from developing individuals and will now focus on developing teams. You will research the team charter, often used as a way to quickly build team cohesion and commitment, and will then develop a team charter for a team you know well—either one you are currently part of or one you have been part of in the past.

    As you prepare your Draft Team Charter, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

    This Assignment incorporates the Business Skill for Good of coaching and mentoring.

    **To prepare for this Assignment:**

    · Do some research to locate two team charter examples and consider their effectiveness in helping a team organize quickly for success and avoid derailment.

    · Identify a team you know well (either one you are currently a part of, or one you have been a part of in the past) to serve as the team you are leading (for the purpose of this exercise) and for which you will be creating a team charter. Additionally, as part of the documentation you will share with your manager, you will identify strategies to help your team develop and will evaluate the effectiveness of the charter to meet that goal.

    · As you develop your team charter, be sure to disguise the names of the organization and of any team members to protect privacy.

    · Download the
    [Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1) [Download Week 7 Assignment Template](https://waldenu.instructure.com/courses/171484/files/13724892/download?download_frd=1).

    **Submit** your 4- to 5-page Draft Team Charter. To complete this task, address the following:

    · Analyze the two team charters you located for their effectiveness in helping a team organize quickly for success and avoid derailment. Based on your analysis, provide details of how the charters would contribute to a team’s success. Be sure to include a copy of the team charter examples you located.
    **Note:** These examples will not count toward your total page count.

    · Design your own team charter for your chosen team, being sure to address the following:

    · Describe the mission or purpose of the team.

    · Identify three to five specific and measurable goals or outcomes that collectively define success for the team in terms of fulfilling its mission.

    · Provide the names (disguised) of team members, describe their official team roles (if any), and indicate the key strengths of each team member in terms of their functional skills and knowledge, as well as their work style and approach.

    · List specific and behavioral ground rules that team members are expected to abide by in their work together and explain how violation of any of these ground rules will be handled within the team.

    · Outline the team’s approach to resolving conflicts that may arise as the team works together.

    · As a final part of the team charter, include an Appendix (to be provided only to your manager) that includes the following:

    · Based on your assessment of the members of the team and their strengths, skills, and work styles/approach, explain two or three strategies you plan to use to further develop the team and its members.

    · In addition, because your manager is also concerned with ensuring a strong and viable leadership pipeline—or overall “bench strength” in the succession plan—propose three specific actions you will take in the next 2–3 months as first steps in choosing and mentoring your successor as leader of this team.

    · Consider how you will choose the individual (what qualities will you look for?), how you will first propose the mentoring relationship, and what that first mentoring meeting might look like.

    · Defend your rationale for selecting the specific goals, ground rules, and approaches to conflict resolutions you drafted for the team, including how these guidelines will help the team develop and meet those goals. As part of your response, note any potential risks or challenges you may face as you implement the team charter, as well as what approach you will take to manage those challenges.

    **## Week7LearningResources-ManagingPeople0PromotingCollab.docx**

    **Managing People & Promoting Collab**

    **Week 7 Learning Resources**

    **Understanding Teams**

    These resources focus on understanding what distinguishes a true team from a work group and why this distinction matters in how you, as a manager, shape and lead your teams toward success.

    · Buchanan, L. (2015).
    [_Teams versus groups_ Links to an external site.](https://youtu.be/uG-FLOi4OOU) [Video]. YouTube. https://youtu.be/uG-FLOi4OOU

    · Katzenbach, J. R., & Smith, D. K. (2005).
    [The discipline of teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR0507P-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _83_(7/8), 162–171.

    **Team Diversity and Inclusion**

    One of the main reasons cited for forming teams is to take advantage of diversity of backgrounds, skills, perspectives, and styles. But this diversity is only unleashed if a genuinely inclusive environment is created and maintained. Through these resources, you will focus on skills and tactics for managing diverse and virtual teams and ensuring a truly inclusive team culture.

    · Matsudaira, K. (2019).
    [How to create a great team culture (and why it matters)Links to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=edsgea&AN=edsgcl.588942270&site=eds-live&scope=site&custid=s6527200).
    _Communications of the ACM_,
    _62_(6), 42–44. https://doi.org/10.1145/3316778

    · Seven Dimensions. (2019).
    [_Managing a virtual team_ Links to an external site.](https://go.openathens.net/redirector/waldenu.edu?url=https://video.alexanderstreet.com/watch/managing-a-virtual-team) [Video].

    · Vickberg, S. M. J., & Christfort, K. (2017).
    [Pioneers, drivers, integrators, & guardians](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1702B-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _95_(2), 50–57.

    ·
    **Note:** This article is featured in a spotlight package. The original article ends at the page titled “The Profiles at a Glance,” so it is recommended that you read only until this page. The time estimate does not include the page titled “How Work Styles Inform…” or anything further.

    · Williams, J. C., & Mihaylo, S. (2019).
    [How the best bosses interrupt bias on their teams](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FR1906L-PDF-ENG%2Frich-text).
    _Harvard Business Review_,
    _97_(6), 151–155.

    **Managing Teams Effectively**

    Autonomy, connection, and purpose are key drivers of motivation and engagement for both individuals and teams. Using these resources, you will examine skills and approaches that help teams be both effective and cohesive.

    · Ancona, D., & Isaacs, K. (2019, July 11).
    [How to give your team the right amount of autonomy](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05199-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Cable, D. (2019, October 22).
    [Helping your team feel the purpose in their work](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH058CA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7. http://hbr.org

    · Davey, L. (2019, December 23).
    [Let your team have that heated conversation](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05C1J-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–5. http://hbr.org

    · Su, A. J. (2019, December 16).
    [Do you really trust your team? (And do they trust you?)](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05BTN-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–7.
    [http://hbr.org](http://hbr.org/)

    **The Team Charter**

    One key mechanism for team development and success is the team charter. Through these resources, you will explore the elements of an effective team charter and how it helps guide and support your team as it works to achieve its goals.

    · Center for Creative Leadership. (n.d.).
    [_Keep your team on track with a team charter_ Links to an external site.](https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here). https://www.ccl.org/articles/leading-effectively-articles/what-is-this-team-for-and-why-am-i-here

    · Claros Group. (n.d.).
    [_Jumpstart team success: Create a team charter_ Links to an external site.](http://www.clarosgroup.com/jumpstart.pdf). http://www.clarosgroup.com/jumpstart.pdf

    · Rodgers, L. A. (n.d.).
    [_Key elements you need in a team building charter_ Links to an external site.](https://better-teams.com/team-charters-key-elements). Better Teams. https://better-teams.com/team-charters-key-elements

    · Wittman, A. D. (2018, March 1).
    [To reduce burnout on your team, give people a sense of control](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH046TX-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4.
    [http://hbr.org](http://hbr.org/)

    **Coaching Through Uncertainty**

    Sooner or later, all teams face significant headwinds in the form of uncertainty and upheaval at the team, organizational, and/or societal level. Using these resources, you will explore skills for guiding your team through uncertain times with confidence and competence.

    · Gino, F., & Cable, D. (2020, April 24).
    [Coaching your team through uncertain times](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KMB-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–4. http://hbr.org

    · Knight, R. (2020, April 20).
    [How to talk to your team when the future is uncertain](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05KPA-PDF-ENG%2Frich-text).
    _Harvard Business Review Digital Articles_, 2–8.
    [http://hbr.org](http://hbr.org/)

    **Important Documents for the Week**

    **Document:** [Week 7 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724892?wrap=1)

    – 1
    – 2

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  • [Solved] Law – Criminal Wk 2 Summative Assignment: Professional Responsibility Presentation

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    A **police officer** should be cognizant of their ethical and **professional responsibilities** when conducting their duties. Actions or decisions that are ethically grounded will ensure a commitment to integrity and professionalism is met. #### **Assignment Deliverable** Research a criminal case th…

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    A **police officer** should be cognizant of their ethical and **professional responsibilities** when conducting their duties. Actions or decisions that are ethically grounded will ensure a commitment to integrity and professionalism is met.
    #### **Assignment Deliverable**
    Research a criminal case that recently occurred in your city or state. (Griffin, GA)
    **Create a Microsoft® PowerPoint® presentation (** **minimum of 10 slides not including title or reference slides** **) explaining how law enforcement adhered to the ethical standards and professional responsibilities.**
    Audience: Develop your assessment from a first-person perspective, as though you were a police officer involved in the case, who is preparing to present the information to the court, justifying your ethical and professional conduct.
    Incorporate the following details in your presentation:
    – Summarize the case. What crime(s) were committed and by whom? What were the charges against the defendant?
    – Explain the role law enforcement played in the case. How were you specifically involved?
    – Describe 2-3 examples of professional responsibilities or duties you exhibited in the case.
    – Describe 2–3 examples of ethical behavior you exhibited while performing your law enforcement duties in the case. Support your response by citing relevant sections of the International Association of Chiefs of Police (IACP) [Law Enforcement Code of Ethics](https://safe.menlosecurity.com/https://www.theiacp.org/resources/law-enforcement-code-of-ethics).
    – Identify potential negative consequences or outcomes that you avoided by performing your responsibilities professionally and/or ethically.
    – Justify how your conduct supported the overall endeavors of law enforcement and/or the field of criminal justice.
    – If applicable, explain how the defendant’s or victim’s rights were respected as a result of your professional and/or ethical conduct.
    – Describe the impact your ethical behavior has on the public’s perspective of law enforcement within your community.

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    SNHU Module 2 both classes direct submission only DR CLOVER DO NOT BID ON THIS WORK SINCE YOU GOT ME A FAILING GRADE ON MY LAST ASSIGNMENT YOU ARE FIRED FOR LIFE

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    SNHU Module 2 both classes
    direct submission only
    DR CLOVER DO NOT BID ON THIS WORK SINCE YOU GOT ME A FAILING GRADE ON MY LAST ASSIGNMENT YOU ARE FIRED FOR LIFE