Monthly Archives: March 2023

There are four critical success factors that are important for effective risk management: supportive organization; competent people; appropriate methods, tools, and techniques; and simple, scalable processes. Determine three obstacles for an organization to manage risk effectively. Suggest strategies from the perspective of a project manager to avoid the obstacles 

Respond to erika Smith Bridgewater post 

Most claims involving sexual misconduct in the workplace (such as sexual discrimination and sexual harassment) are resolved with a settlement between the complaining party and the employer. These settlements typically contain nondisclosure provisions (also known as a “Non-Disclosure Agreement”, or NDA) that prohibit the complaining party from discussing information about their claim or the settlement agreement itself, with very limited exceptions.

In the wake of recent sexual misconduct claims by women against high-profile men in a number of business enterprises, including the news and entertainment industries, legislators, attorneys, and legal experts throughout the country are considering whether Non-Disclosure Agreements should be prohibited in settlement agreements involving sexual misconduct, both within and outside of the workplace. Some states, such as Washington and New York, have enacted legislation banning NDA’s in settlement agreements involving sexual misconduct, while several other states are contemplating similar legislation. Those who support a prohibition of NDAs in sexual misconduct claims argue that employers and individuals who engage in sexual misconduct should not be permitted to “buy” the silence of the victims. Opponents of prohibiting the inclusion of NDAs in settlement agreements contend that the NDAs provide an incentive for employers to settle sexual misconduct claims, and that without non-disclosure provisions, employers will force complainants into costly and time-consuming litigation. What is your opinion of requiring Non-Disclosure Agreements in settlements of cases involving sexual harassment/misconduct? Please explain your reasoning.

• Summarize your experience in facilitating a team development session, and analyze the value and usefulness of Peter Senge’s five disciplines in the context of your team change management initiative.

This is the second of the assessments based on your two team-development sessions with a real-world group.

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By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

• Competency 1: Apply change management interventions. o Explain the learning disciplines of team learning and systems thinking.o Describe a team development exercise used with a team, based on a relevant learning discipline.o Describe a team development experience based on a relevant learning discipline.o Explain lessons learned for chosen discipline and group dynamics.• Competency 2: Analyze applications of change management principles. o Explain a process used to select a learning discipline and the rationale for its selection.o Explain successful and unsuccessful aspects of team development.o Explain lessons learned for planned and unplanned team facilitation journeys• Systems thinking highlights cycles of cause and effect. Team learning can contribute to a team functioning in alignment and as a whole enterprise, help a team sustain and reinforce its learning, and increase the capacity to act synergistically and learn how to learn.

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A paradox with systems thinking is that it is frequently counterintuitive. For example, an action that seems rational from the perspective of one part of an organization can have unintended and undesirable effects in another part, especially where strategic communication is inadequate. Learning teams, through the application of dialogue or skillful discussion, can use systems thinking as a problem-solving tool. However, the best potential of this tool is in effecting how teams think about complex issues.

Through your independent research in this assessment, you will become familiar with causal loop diagram archetypes, which allow us to talk about the interrelationship and feedback process and help diagnose systems that produce growth, decline, or equilibrium. By learning about systems thinking, teams can align their common understanding and collaborate to establish strategies for their business dilemmas.

• Questions to Consider 

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

• Conduct independent research on the causal loops, the balancing and reinforcing loops, and the archetype patterns propounded by Peter Senge. What is your understanding of them? What is the value of these predictable patterns for a team improvement conversation? Why are they valuable to help teams see dynamics that are counterintuitive?• For this assessment, submit your second team exercise plan and post-session summary based on your completed team session. 

Preparation

If you have not already done so, contact your team members to schedule your second team development session. Remind your team members of your task and how you will use the information from the session. You should also remind them that you will protect their personal information and their identities.

Plan your team exercise and write a team development plan for your second session. Your exercise for this session should be based on one of the following two disciplines identified by Senge:

• Team learning.• Systems thinking.

Facilitate the second team development session, addressing the following:

• Define the remaining two disciplines: team learning and systems thinking.• Explain the learning discipline you have chosen and why it is important.• Explain how you will use the organizational team development material (the exercise) during the session.• Briefly introduce the problem or issue the team will work through, using the exercise.• While conducting the exercise, take copious notes. Record the session, if possible.

Directions

Write a post-session summary based on the completed experience. Include the following:

8. Explain the two learning disciplines that you examined for this assessment: team learning and systems thinking.9. Team exercise plan: o Outline the schedule for your second team development session. Include the job titles or roles of the team members participating in the session. List the scheduled meeting date and time.o Describe the problem or issue you chose as the intended purpose for your team development session.o Identify the learning discipline that you chose to focus on for your team exercise. Explain the process used to select that learning discipline, the rationale for its selection, and the team development exercise that you used with your team.10. Post-session summary: o Describe your team development experience in a narrative format.o Explain the successful and unsuccessful aspects of the team development exercise.o Explain the lessons learned for team facilitation, including both planned and unplanned journeys that resulted.o Explain the lessons learned for your chosen discipline, and its potential for helping a group examine itself, choose new direction, and commit to that direction.

Team Development Session Two Scoring Guide

Team Development Session Two Scoring Guide Grading Rubric

Criteria 

Non-performance 

Basic 

Proficient 

Distinguished 

Explain a process used to select a learning discipline and the rationale for its selection.

Does not explain the process used to select a learning discipline or the rationale for its selection. 

Explains the process used to select a learning discipline or the rationale for its selection, but not both. 

Explains the process used to select a learning discipline and the rationale for its selection. 

Explains the process used to select a learning discipline and the rationale for its selection, and supports explanation with relevant theory or real-world examples. 

Describe a team development experience based on a relevant learning discipline.

Does not describe a team development experience. 

Describes a team development experience but the connection to a relevant learning discipline is unclear. 

Describes a team development experience based on a relevant learning discipline. 

Analyzes a team development experience based on a relevant learning discipline, and supports statements with relevant real-world examples. 

Explain successful and unsuccessful aspects of team development.

Does not explain successful or unsuccessful aspects of team development. 

Explains successful or unsuccessful aspects of team development, but not both. 

Explains successful and unsuccessful aspects of team development. 

Analyzes successful and unsuccessful aspects of team development, and recommends strategies for improvement. 

Explain lessons learned for planned and unplanned team facilitation journeys.

Does not explain lessons learned for planned or unplanned team facilitation journeys. 

Explains lessons learned for planned or unplanned team facilitation journeys, but not both. 

Explains lessons learned for planned and unplanned team facilitation journeys. 

Explains lessons learned for planned and unplanned team facilitation journeys, and recommends strategies to implement what was learned. 

Explain lessons learned for chosen discipline and group dynamics.

Does not explain lessons learned for chosen discipline or group dynamics. 

Explains lessons learned for chosen discipline or group dynamics, but not both. 

Explains lessons learned for chosen discipline and group dynamics. 

Explains lessons learned for chosen discipline and group dynamics, and recommends strategies to implement what was learned. 

Explain the learning disciplines of team learning and systems thinking.

Does not explain the learning disciplines of team learning and systems thinking. 

Explains the learning disciplines of team learning or systems thinking, but not both. 

Explains the learning disciplines of team learning and systems thinking. 

Analyzes learning disciplines: team learning and systems thinking, providing theory or real-world examples to support explanation. 

Describe a team development exercise used with a team, based on a relevant learning discipline.

Does not describe a team development exercise used with a team. 

Describes a team development exercise used with a team, but the exercise is not based on a relevant learning discipline. 

Describes a team development exercise used with a team, based on a relevant learning discipline. 

Describes a team development exercise used with a team, based on a relevant learning discipline, and supports description with relevant theory

Future Leader Experiences and Psychological Theories and Leadership”  Please respond to the following:

• Experiences play an important role in how future leaders will run the organization. Give three examples of how effective competencies, relationships, and learning capabilities can be measured as factors in future leadership development.
• Choose one (1) of the psychological theories listed in Chapter 8, and outline its contributions to the development of leaders. Describe the type of behavior that would characterize the application of this theory in an organization.

 Please respond to the following:

How does the public sector attract the best and brightest employees?

**250 words and a reference. 

Instructions:

Reflect on what you have learned about effective communications. As you have learned, the interview provides you an opportunity to demonstrate your ability to communicate verbally. As you are learning in this unit, the Thank You letter you send after your interview is a written communication designed to close the sale and get you a job offer.

With this in mind, discuss the following:

• Verbal communication skills
  • What are 2 barriers you experience when you are trying to engage in effective verbal communication?
  • How can you overcome each of the barriers you identified? (For each barrier describe two (2) approaches you could use to overcome them)
• Written communication skills
  • What are 2 barriers you experience when you are trying to engage in effective written communication?
  • How can you overcome each of the barriers you identified? (For each barrier describe two (2) approaches you could use to overcome them)
• Discuss how you can use these approaches in your:
  • Interviews
  • Cover and thank you letters

Please be sure to validate your opinions and ideas with citations and references in APA format.

1. From a letter to the editor: “the idea of a free press in America today is joke. A small group of people, the nation’s advertisers, control the media more effectively than if they can dictate everything from programming to news report content. Politicians as well as editors shiver in their boots at the thought of such a boycott. This situation is intolerable and ought to be changed. I suggest we all listen to National Public Radio and public television”. Is there an argument in this phrase, if yes what is the premise and conclusion

Primary Task Response: Within the Discussion Board area, write 400–600 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear and use examples to reinforce your ideas.

Based upon the course readings, supplementary materials, and your own literature search via the CTU online library, provide the following for this discussion:

• Review and analyze the practitioner literature of organizational change and development.
• Provide at  least 2 scholarly resources to support your response. 

Use the LIBRARY or the MGMT Doctoral Library for help.

Please see attached