Internet and Democracy Essay Example | Topics and Well Written Essays - 2250 words

Internet and Democracy - Essay Example Internet communication is probably the fastest way of communication. The introduction of internet and other computer-based communication technologies has opened up many possibilities in different aspects of human life. Distance is no longer a constraint for information interchange because of the advanced internet and wireless technologies. Even the outer universe communication and data analysis are made possible with the introduction of wireless technology and internet. Most of the common people believe that internet is just for information interchange only. But the internet can influence other regions of the human life as well. It can assist job seekers in getting jobs, it can assist students in improving their learning potentials, it can act as an excellent medium for advertisement, it can act as a market where people can sell and purchase goods or services etc. Even the politics seem to be one beneficiary of the internet. In early 90’s it is believed that internet can enhan ce the political process of democracy immensely. Though internet requires a lot of financial and intellectual investments, the lack of centralized control over the internet raised doubts about the implementation of internet technologies for the strengthening of democracy. â€Å"Democracy involves a separation of powers and popular participation in governmental affairs. During the era of the Enlightenment and 18th-century democratic revolutions, public spheres emerged where individuals could discuss and debate issues of common concern† (Douglas Kellner). Democracy can be defined as a system in all citizens can directly participate in the decision-making process. Proponents of democracy believe legislative, judicial, and executive powers should be handled by the people. Or in other words, the representatives in these three sectors must be appointed by the people.

Discussion 10 Essay Example | Topics and Well Written Essays - 250 words - 1

Discussion 10 - Essay Example e a model to guide practice because of need for consistency in problem solution and possible efficiency that follows repeated application of a particular model. Consistency is necessary for reliability because models have different elements and procedures that could initiate differences in results. Identifying and relying on a single model however resolves this and allows for a basis for comparisons. Repeated application of a model also ensures competence in its application for better accurate evidence. The four models are similar in their methodology to evidence based practice in that they are structured. The Stetler model has five major steps: â€Å"preparation,† â€Å"validation,† â€Å"comparative evaluation,† â€Å"application,† and â€Å"evaluation† (Profetto-McGrath, Polit, & Beck, 2010, p. 376, 377). The IOWA model identifies such steps as recognizing triggers, evaluating priority, identification of problem, and implementation of a change (Profetto-McGrath, Polit, & Beck, 2010). Despite existence of well-defined methodologies in the models, each model has its specific procedure and this establishes the models’ differences (Profetto-McGrath, Polit, & Beck, 2010; Ackley, 2008). The models are also suitable for different areas of specialization. While the IOWA model is suitable for practice in areas with limited evidence, John Hopkins models is suitable for scientific research and Rosswurn & Larrabee model is suitable for acute care sc enarios (Rempher, 2006). In selecting a model in a setting, I would consider suitability of the model for the setting and complexity of the problem. This is because the factors are significant to successful intepratation of evidence (Profetto-McGrath, Polit, & Beck, 2010). Rempher, K. (2006). Putting theory into practice: Six steps to success. American Nurse Today. Retrieved from:

Disable Women in Bangladesh Essay Example for Free

Disable Women in Bangladesh Essay Disability is something that we take negatively, most commonly in Bangladesh we like to address them â€Å"Protibondhi†, a vague and unrealistic terminology. Let’s see what disability is from the World Health Organization’s definition: Disabilities is an umbrella term, covering impairments, activity limitations, and participation restrictions. An impairment is a problem in body function or structure; an activity limitation is a difficulty encountered by an individual in executing a task or action; while a participation restriction is a problem experienced by an individual in involvement in life situations. Thus disability is a complex phenomenon, reflecting an interaction between features of a person’s body and features of the society in which he or she lives. Nowadays we do not call these even disabilities, we term them as impaired. A person may also qualify as impaired if he/she has had impairment in the past or is seen as disabled based on a personal or group standard or norm. Such impairments may include physical, sensory, and cognitive or developmental disabilities. Mental disorders (also known as psychiatric or psychosocial disability) and various types of chronic disease may also qualify as disabilities. According to the World Health Organization (WHO), there are 7. 5 million women with disabilities in Bangladesh, which is certainly a matter of consideration to the government. Human rights which has been a â€Å"talk of the world† is the most important thing that government needs to ensure for them Human rights is something that is â€Å"inalienable fundamental rights to which a person is inherently entitled simply because she or he is a human being. Researches have been done and significant as well as worrying issues have been identified on the human rights condition and survival pattern of girls with disabilities. Types and degrees of disability: The breakup or distribution of disability among the adolescent girls and women with disabilities broadly appeared the same to the national average. The major group has physical disability, 37. 33% among adolescence girls, and 40% among women. Speech and hearing, visual and intellectual disabilities come to the next categories. Multiple disabilities were seen the least at a compiled figure of 10%. As to the degree of disability, the moderates rest on the top at 36. 13%. The lowest is the ‘profound’ category at 9. 5%. The interesting point to note is that in ‘severe’ category, the percentage of affected girls with disability is higher in comparison to woman with disability. It is really eye-catching. Human rights issues: The very right to security of human life has been violated on many occasions when it relates to the girls and women with disabilities. They had been sexually abused, physically tortured, verbally abused. Even i n some cases they became disabled due to violence etc. inflicted upon them. They did not even get opportunity to demand justice. Moreover, they were blamed as guilty because of handicapping environment. The girls and women with disabilities are usually deprived of getting access to treatment and health care facilities. Social beliefs and superstitions in many cases caused such deprivation. They have been deprived of the rights of basic education. The school authorities in many cases refused to enroll the girls with disabilities although they had potentialities. This is a violation of the right to education defined in the Declaration of Education for All and the National Disability Policy. Communication is a basic human right but there is no such recognized communication mechanism (Bangla Sign language) for the speech and hearing impaired persons in the country. Treatment: Data revealed that 93. 33% of girls and 97. 50% of women with disabilities had at some stages of their lives received some kind of treatment for their impairment and disability. At times, as the data indicate that when it appears that no cure is possible, most families become hopeless and refrain from seeking further services (though essential) for girls and women with disabilities. This disillusionment or apathy pays a heavy toll on the girls and women with disabilities. The respondent families of the girls and women with disabilities had sought treatment from a varied range of sources even at high costs. The family members paid about 89% of the treatment costs. This indicates the state of poor health service delivery to the persons with disabilities at state level, which has mandatory obligation to deliver such minimum medi-care cost free. That is the poorest of the poor even do not get the bare basics of health services. Education:  Disability is a barrier to education. Only 3. 75% proceeded to university education in the woman with disability group. The highest enrollment can be seen at the primary school level at 21. 25% for women with disabilities and 30. 67% for girls with disabilities respectively. Most of the girls and women with disabilities who are pursuing education have to attend in formal schools due to the existing provision of free primary education. The second highest numbers of learners attend in non-formal educational institution. Enrolment in special education is much lower. A massive 64% (average figures of girls and women with disabilities combined) dropout rate occurs from primary to secondary level. 36. 06% of the women with disabilities and 36. 58% of the girls with disabilities were either teased or their venture to study were not supported (not in favour) by other members of their surrounding environment. Accessibility to the educational institution is one of the major problems for girls and women with physical disabilities. Girls with disabilities residing in hostels face problems due to absence of female house parent which limits sharing of feminine and other essential needs. The most humiliating thing is that the teachers are also involved in teasing their disabled learners. In spite of all of these inconveniences and handicapping environment, the girls and women with disabilities have potentials to be in mainstream education. Some are in education process where their disability is not visibly identified. Employment: It was discouraging to note that very insignificant number of respondents (3. 21%) from the two groups were involved in full time income generating activities. 64. 2% were sitting idle with no work. However some of them, particularly the women with disabilities (21. 88%) were somehow earning some income through different activities mostly in the informal sector. Although the number is not mentionable, some women with disabilities are engaged in multi-sectorial jobs like office job, teaching, small business, day-laborer, housemaid, handicrafts worker, dairy poultry raising, sewing, and house-hold works etc. In most cases they managed to arra nge the job themselves with out any external support. The income of the women or girls with disabilities is mostly spent in meeting the family needs but their family and the society do not always encourage the engagement in jobs/works of the girls or women with disabilities. Marriage, conjugal relationship and dowry: The involvement in romantic relationship ranks very high in lifes priorities for most women. The study focused on such personal factors like attitudes toward marriage, behavioral aspect, the effect of disability on the partners behaviour; environmental factors, social attitudes and family expectations of the respondents. Situation is reversed in case of women or adolescent girls with disabilities. Arranged marriage is still customary in the society of Bangladesh. The percentage of adolescent marriage is 48%. This is discouraging, yet the family can find spouse. The rate of marriage of adolescent girls with disabilities is only 2%. One of the major causes of the frustration of women with disabilities and their families is people are hesitant to marry a disabled girl. Most of the marriages of women with disabilities took place against consideration or offering of big amount of cash or kind, even land as dowry. Community and family attitudes: The overall development of a girl or woman with disability depends on the attitudes of the people or community surrounding them. In cases of positive attitudes from family, and other concerned in the society, the girls or women with disability seems to be more confident and have success in life while the negative attitudes made the girl or woman with disability depressed, dependant and a person with low self-esteem. It revealed that only 7. 10% participated in games and sports. A larger, yet still negligible, number of the respondents, 26. 3%, participated in social activities. However, figures state that actual participation is low by women and girls with disabilities, but in terms of their intention to participate, the response is satisfactorily high. 53. 5% reported that they were interested to participate, while only 7. 5% commented that they would never like to participate. In the adolescence group, the families with members in between 6 to 10 numbered highest with figures of 80 (53. 33%). Families with members in between 1 to 5, numbering 65 (43. 33%) come next. For a larger family it is possible to share the care-time required for the disabled family member. Abuse: Women with disabilities appear to be at high risk for emotional, physical, and sexual abuse. The prevalence of abuse of the girls and women with disabilities was 92% for both groups. Al most the equal percentage of women and girls with disabilities reported emotional abuse (78% and 75%), incidents of physical abuse (82% for both) are also same. And cases of sexual abuses (32% and 37%) have however, little difference. In many cases parents also abuse the girls and women with disabilities. Most of the incidences of sexual abuses occur among the girls and women with intellectual disabilities. In the second frequency of sexual abuse towards girls and women with disabilities goes to hearing impairment. This is surprising to note that the traditional healers abuse the girls and women with disabilities sexually in the name of offering therapy or treatment. Not only the abused girls and women even their family members do not feel comfortable to disclose such cases of abuses because of social threat or embarrassment. Reproductive health:  Most of the girls and women are not much aware of the issues related to the phases of reproductive health. People identified disability, particularly of the women, as a risk factor for reproductive health. The society is still conservative to discuss reproductive health issues. The parents (even mothers) do not share any sexual and reproductive health issues or information with their daughters. Most of the adolescent girls get idea about the phases of physical development and transition period (internal transformation or menstrual) from peers, elder sisters, sister-in-laws, grandmothers etc. Majority of the girls with disabilities had experienced serious problem of shock, phobia, depression, and embarrassment while facing period. Especially the girls with speech and hearing impairment face difficulty in passing this period due to limited communication capability. Physical growth: Natural physical growth is a normal development process in the human body due to hormonal changes. The physical change also effects changes in behaviour and attitudes of a person, but in case of intellectual disabled, family could not measure or notice such physical changes that are usually expected and hence they became worried. Psychological phenomenon: The psychology of the girls and women with disabilities is dependent on many emotional, environmental and social factors such as self-assessment, personal acceptance, family and social attitude, isolation and etc. Many girls and women even with minor disabilities are facing problems of acceptance in their families. Segregation from the society and family was common feature for girls and women with disabilities in many cases. In many cases, the girls and women with disabilities were segregated even at their work places. It is evident that the girls and women with disabilities are deprived of their Basic Human Rights like food, clothes, education and treatment etc. That creates negative influence on overall psychological development or mindset of the disabled women and girls. Sexual abuses in many cases have caused stressful situation on the psyche of the girls and women with disabilities, which ultimately made them isolated and frustrated. Ability, dignity and self-esteem: Majorities of the girls and women with disabilities including severe level of disabilities have the confidence to be educated and subsequent engagement in contributing activities. Many of them have skills in trades like sewing, cooking, painting, handicrafts, tailoring, dairy and poultry raising and etc. There are evidences of extra-ordinary achievement by severely disabled women. Some of the girls and women with disabilities who had luckily access to employment, developed romantic relationship with the desired one and are now living a happy married life. The self-esteem of the girls and women with disabilities is more strongly influenced by social and environmental factors.

Conflict Resolution Strategies and Styles

Conflict Resolution Strategies and Styles Abstract The world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people technique but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organ izational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction. Keywords: Competitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF) Introduction â€Å"Competition people† these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those â€Å"people† in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be ‘skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is setting up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations inf ormation support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score; here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and ‘4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as â€Å"conflict management† is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market. People Technique (Conflict management) What is conflict? Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and feelings; when those involved recognize the existence of differing points of view; when the disagreement is ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or loses. When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals. However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement before violence breaks out. At a personal level, we often do not realize we are overcoming our differences. It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. After violent conflict, it is often difficult to see the opportunities for a better future due to the widespread destruction of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent. Transitions in Conflict Thought: Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptoms in time. It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships. Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative; the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of the Organization itself [5x]. Duly recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc. Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization. The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. [6x] Throughout the years there were times when conflict was perceived in a different way, so we distinguish: Traditional view of conflict Human relations view Interactionist view. Traditional view of conflict in ‘30s and ‘40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory. Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the ‘40s to the ‘70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance. Interacionist view is still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. [6x] Types and levels of Conflict There are four types of conflict. Inter-group conflict occurs when groups within and outside the organization disagree on various issues. Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These are: Personal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.[8x] Functional. Individuals in organizations have roles which are expected sets of behavior associated with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in particular situations. Intra group conflict occurs within a work group over goals and work procedures. Intrapersonal conflict Intrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. [7x] Horizontal conflict takes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization. Types of Conflict Task conflict: Conflicts over content and goals of the work Relationship conflict: Conflict based on interpersonal relationships Process conflict: Conflict over how work gets done Organizational conflict: Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. [8x] Personal conflict: Conflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems. It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.[5x] Many difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences. Role Conflict: Another facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and gra ders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.[4x] Conflict within groups: Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive. In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving[5x].Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes. Interdepartmental Conflict The third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x] Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations. How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation. Process of Conflict: Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown. The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence. The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage: Perception of the participants in conflict which does not mean that conflict, has occurred. Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs. In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement. The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy [8x]. Conflict management styles: The success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that confl ict represents the most severe test of managers interpersonal skills. CONFLICT MANAGEMENT STYLES DIAGRAM: Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness. Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved. Avoiding Conflict Resolution Style The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. When is Avoiding Appropriate? Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situations: When an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive. When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment. To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated. To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions. When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people. Working with Conflict Avoidant Individuals It is clear that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. [10x] Choosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but acting on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. Excessive fear can be emotionally paralyzing. Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a manner that is typically less stressful than talking about them spontaneously. It is possible that one party will be in a relative power position over another, such as a boss vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. [10x] Competing Conflict Resolution Style The competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. The strategy of â€Å"competing† as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they mature they use their talent to compete to â€Å"be the best† student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of engaging in conflict with the goal of defeating the â€Å"enemy†, often using a ny means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success. The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. [10x] Competing is an appropriate form of dealing with conflict when used in the following situations: When a quick decision and action is needed. When the outcome is critical and cannot be compromised. When you know you are right and are doing the correct thing. In emergencies or when safety is a concern. When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline. When ones position, authority, or rights are being challenged. When implementing strategic change and strong, confident leadership needs to be demonstrated. When used inappropriately competing in conflict situations can lead to negative consequences such as: When it strains relationships leading to resentment and retaliation. When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving. When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes. When personal drive for power and control overrides the best interests of the organization. When it results in diminished commitment and support from staff. When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance. When â€Å"winning at all costs† results in harm to people or the organization. When the personal relationship is more important than the issue at stake. In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the following: Allow the person to first thoroughly explain their position, asking clarifying questions. Summarize and repeat what you have heard to assure mutual understanding. Acknowledge the parts that you agree with. Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective. Consider having both positions put into writing for review and consideration. Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective. Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. Help the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal. I Conflict Resolution Strategies and Styles Conflict Resolution Strategies and Styles Abstract The world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people technique but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organ izational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction. Keywords: Competitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF) Introduction â€Å"Competition people† these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those â€Å"people† in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be ‘skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is setting up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations inf ormation support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score; here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and ‘4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as â€Å"conflict management† is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market. People Technique (Conflict management) What is conflict? Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and feelings; when those involved recognize the existence of differing points of view; when the disagreement is ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or loses. When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals. However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement before violence breaks out. At a personal level, we often do not realize we are overcoming our differences. It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. After violent conflict, it is often difficult to see the opportunities for a better future due to the widespread destruction of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent. Transitions in Conflict Thought: Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptoms in time. It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships. Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative; the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of the Organization itself [5x]. Duly recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc. Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization. The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. [6x] Throughout the years there were times when conflict was perceived in a different way, so we distinguish: Traditional view of conflict Human relations view Interactionist view. Traditional view of conflict in ‘30s and ‘40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory. Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the ‘40s to the ‘70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance. Interacionist view is still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. [6x] Types and levels of Conflict There are four types of conflict. Inter-group conflict occurs when groups within and outside the organization disagree on various issues. Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These are: Personal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.[8x] Functional. Individuals in organizations have roles which are expected sets of behavior associated with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in particular situations. Intra group conflict occurs within a work group over goals and work procedures. Intrapersonal conflict Intrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. [7x] Horizontal conflict takes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization. Types of Conflict Task conflict: Conflicts over content and goals of the work Relationship conflict: Conflict based on interpersonal relationships Process conflict: Conflict over how work gets done Organizational conflict: Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. [8x] Personal conflict: Conflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems. It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.[5x] Many difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences. Role Conflict: Another facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and gra ders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.[4x] Conflict within groups: Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive. In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving[5x].Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes. Interdepartmental Conflict The third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x] Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations. How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation. Process of Conflict: Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown. The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence. The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage: Perception of the participants in conflict which does not mean that conflict, has occurred. Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs. In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement. The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy [8x]. Conflict management styles: The success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that confl ict represents the most severe test of managers interpersonal skills. CONFLICT MANAGEMENT STYLES DIAGRAM: Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness. Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved. Avoiding Conflict Resolution Style The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. When is Avoiding Appropriate? Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situations: When an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive. When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment. To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated. To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions. When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people. Working with Conflict Avoidant Individuals It is clear that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. [10x] Choosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but acting on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. Excessive fear can be emotionally paralyzing. Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a manner that is typically less stressful than talking about them spontaneously. It is possible that one party will be in a relative power position over another, such as a boss vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. [10x] Competing Conflict Resolution Style The competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. The strategy of â€Å"competing† as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they mature they use their talent to compete to â€Å"be the best† student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of engaging in conflict with the goal of defeating the â€Å"enemy†, often using a ny means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success. The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. [10x] Competing is an appropriate form of dealing with conflict when used in the following situations: When a quick decision and action is needed. When the outcome is critical and cannot be compromised. When you know you are right and are doing the correct thing. In emergencies or when safety is a concern. When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline. When ones position, authority, or rights are being challenged. When implementing strategic change and strong, confident leadership needs to be demonstrated. When used inappropriately competing in conflict situations can lead to negative consequences such as: When it strains relationships leading to resentment and retaliation. When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving. When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes. When personal drive for power and control overrides the best interests of the organization. When it results in diminished commitment and support from staff. When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance. When â€Å"winning at all costs† results in harm to people or the organization. When the personal relationship is more important than the issue at stake. In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the following: Allow the person to first thoroughly explain their position, asking clarifying questions. Summarize and repeat what you have heard to assure mutual understanding. Acknowledge the parts that you agree with. Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective. Consider having both positions put into writing for review and consideration. Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective. Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. Help the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal. I

Ted Bundy Essay examples -- essays research papers

Ted Bundy 2 Ted Bundy: A Personality Comparison With The Theories Of Rollo May and Albert Bandura The objective of this case study is to examine the personality of one of the most notorious serial killers in modern history, Ted Bundy. Ted Bundy was alleged to have humiliated, tortured and murdered at least 50 women. Possibility more, but the true number will never be known. Because Ted Bundy kept the true number of his victims to himself and refused to inform authorities of the exact number of his horrific deeds, before he was executed on January 24, 1989 (Wikipedia, n.d.). Ted Bundy was once a Boy Scout and those who knew him in the labor force said that he had a promising career in politics, because Ted Bundy appeared to be an example of a good, upstanding citizen (L. Corpus, 1989). Still others, who knew Ted Bundy, described him as handsome and his nature as confident, friendly, educated and charming. This was the personality that Ted Bundy chose to exhibit in public to his girlfriend, friends and peers, which was quite different type of personality then the lurking monster that he hid internally from them, but displayed to his victims. Various articles and biographies about Ted Bundy’s life were collected on numerous websites in order to conduct a personality theory comparison. This research will try to analyze as well as make an effort to come to some sort of understanding or explanation of what could have caused or effected Ted Bundy’s personality in such a way that he felt the compulsion and need to kill without regards to human life (R. Bell, n.d., S. L. Scott, 2005,). This report will attempt to explore Ted Bundy life history. A comparison of personality theories from two well know psychologist, Rollo May who is Ted Bundy 3 best known existential psychologist and Albert Bandura a behaviorist who is often consider one of the fathers of the cognitive movement; will be used for better comprehension of the development of Ted Bundy’s personality (C.G. Boeree, n.d., B. Engler, 1999). Ted Bundy’s Biography Ted Bundy was born November 24, 1946 as Theodore Robert Cowell to an unwed mother. Ted would never know who his biological father was. For four years Ted was raised by his grandparents who treated him as their son. Due to societies prejudice, Ted Bundy was lead to believe that his birth mother was his older sister. It was a bit confusing, when fou... ...hy are there people Ted Bundy 11 like Ted Bundy?† â€Å"Was his personality constructed by his environment, cognitive skills, or his genetics?† â€Å"Or was he born without a consciousTed Bundy 12 References Bell, Rachael. (2004). Ted Bundy. Court TV’s Crime Library. Criminal minds and methods. Retrieved May 23,2005, from http://www.crimelibrary.com/serial_killers/notoerious/bundy/6.html. Boeree, George C. Welcome To My Homepage. Albert Bandura. Retrieved June 11, 2005, from http://www.ship.edu/~cgboeree/bandura.html. Boeree, George C. Welcome To My Homepage. Rollo May. Retrieved June 11, 2005, from http://www.ship.edu/~cgboeree/may.html. Corpus, Leilani. (March, 1989). What We Need To Learn From Ted Bundy. Retrieved J June 7, 2005, from http://www.forerunner.com/forerunner/X0332_Ted_Bundy.html. Engler, Barbara. (1999). Personality theories An Introduction. Boston, MA: Houghton Mifflin Company. Scott, Shirley, Lynn. (2005). Court TV’s Crime Library. Criminal minds and methods. Retrieved May 23,2005, from http://www.crimelibrary.com/serial_killers/notoerious/tick/evils_12html?sect=l9. Wikipedia. Ted Bundy. Biography MS. Retrieved June 7, 2005, from http://ted-bundy.biography.ms/

If You Don’t Want Them To Know Something, Put In A Book, They’ll Never Read It! :: Personal Narrative Writing

â€Å"If You Don’t Want Them To Know Something, Put In A Book, They’ll Never Read It!† â€Å"If you don’t want them to know something, put it in a book, they’ll never read it.† This was a saying that was widely during and after desegregation of the schools, and as I know is still being used today, to display the ignorance and lack of knowledge of African-Americans. The sad fact is that it is true. If it doesn’t come across the television or radio, then most people don’t know what is going on. Most people that I know watches television rather than go to school. As an African-American, it was very important for me to learn to read, write, and obtain a quality education. It’s amazing to see the carelessness that many people take toward getting a good education. Many of my ancestors lost their lives for just wanting to read and write, but now that African-Americans have the opportunity to do these things, hardly anyone takes advantage of it. For me, as an African-American, education is extremely important because many affluent peop le like Dr. Martin Luther King Jr., Mary McCloud Bethune, and Linda Brown, fought â€Å"tooth and nail† and lost much of their blood, sweat, and tears to ensure that we were properly educated. Over the years I have adopted a slogan, â€Å"If it’s free, it’s for me†. Although public education is free today, someone no doubt lost his or her life for me to sit in a classroom to learn. I try to take advantage of every opportunity I get to read and write because I can never learn too much. I was raised in the north end of Hartford, Connecticut. I wouldn’t say that the city was impoverished, but it was far from perfect. It was similar to most northern big cities, rampant with drugs, violence, and crime. In just one week there could have been anywhere from 10-15 burglaries, which probably accounted for the degree to which owners were protective of their businesses. When I passed most stores at night or after their closing times, I saw that they were guarded with security doors and steel bars on the windows. But for as long as I can remember, I’ve never seen any bars or security doors protecting the libraries, which goes to prove the point that â€Å"If you don’t want them to know something, put it in a book, they’ll never read it.

Sample questions and Exam

Sample questions Note: The purpose for providing sample questions is to show the format of questions that will be given in the midterm exam. The midterm exam will have more of both true false questions and short answer problems than those presented here. For more short answer problem types please look at the exercises sets. True-false questions: T Consider the two statements: I. X is an inferior good. II. X exhibits Giffen’s Paradox. The following is true: II implies I, but I does not necessarily imply II. F T F Suppose that at current consumption levels an individual’s marginal utility of consuming an extra hot dog is 10 whereas the marginal utility of consuming an extra soft drink is 2. Then the MRS (of soft drinks for hot dogs)—that is, the number of hot dogs the individual is willing to give up to get one more soft drink is 1/5. If the price of X falls, the budget constraint shifts inward in a parallel fashion. T F T F Suppose a cup of coffee at the campus coffee shop is $2. 50 and a cup of hot tea is $1. 25. Suppose a student’s beverage budget is $20 per week. The algebraic expression represents the budget constraint. Suppose a cup of coffee at the campus coffee shop is $2. 50 and a cup of hot tea is $1. 25. Suppose a student’s beverage budget is $20 per week. Suppose the student simply prefers more caffeine to less and that the tea sold has exactly one-third the caffeine as the coffee. The student will buy a mix of coffee and tea. T F (The student will buy only coffee) T F In economic theory, the demand for a good must depend only on income and its own price and not on the prices of other goods. T F If two goods are substitutes, then an increase in the price of one of them will increase the demand for the other. 1 T F If consumers spend all of their income, it is impossible for all goods to be inferior goods. A good is a luxury good if the income elasticity of demand for it is greater than 1. A rational consumer spends her entire income. If her income doubles and prices do not change, then she will necessarily choose to consume twice as much of every good as she did before. A consumer has the utility function U(x; y) = min(x,2y) If the price of good x is zero and the price of good y is p; then the consumer's demand function for good y is m/2p. Suppose a teenager likes both rap music (R) and country music (C) with a set of preferences so that U = C1/2R1/2. Point (C, R)=(100, 1) makes the teen the happier than point (C, R)=(25, 25). If a person’s indifference curves can be represented as a straight line, the person views the goods as complements (but not perfect). T T F F T F T F T F Short answer problems 1. Walt consumes strawberries and cream but only in the fixed ratio of three boxes of strawberries to two cartons of cream. At any other ratio, the excess goods are totally useless to him. The cost of a box of strawberries is 10 and the cost of a carton of cream is 10. Walt's income is 200. How many boxes of strawberries does Walt demand? Ans: Walt demands 12 boxes of strawberries. (NOTE that the utility function is U=min{2x,3y}) 2. Fanny consumes only grapefruits and grapes. Her utility function is U(x; y) = x3y6; where x is the number of grapefruits consumed and y is the number of grapes consumed. Fanny's income is 48, and the prices of grapefruits and grapes are 1 and 3, respectively. How many grapefruits will she consume? Ans: 16 3. Katie Kwasi's utility function is U(x1; x2) = 2(ln x1)+ x2. Given her current income and the current relative prices, she consumes 5 units of x1 and 20 units of x2. If her income 2 doubles, while prices stay constant, how many units of x1 will she consume after the change in income? Ans: 5 3. Suppose a new healthcare initiative for the working poor will be paid for with a reduction to the earned income tax credit. Suppose the average working poor family has income of $12,000 from work and an additional $4000 from the EITC. If there are two goods, H (healthcare) and C (all other consumption), what will be the equation for a budget line with the EITC? (Let prices of all goods and healthcare be normalized to 1). Ans: C = $16,000 – H 4. Suppose a teenager has $20 and likes both rap music (R) and country music (C) with a set of preferences so that U = C1/2R1/2. Suppose that the iTunes price of a rap music song is and the price of a country music song is . What is the greatest level of affordable utility? Ans: v50 3

Structural Rationalism

In the advent of industrialization which is marked by the affordability and mass production of construction of materials like iron steel and glass, an architectural school of thought emerged known as structural rationalism which emphasized the important and distinctive role of structural efficiency in the form of buildings including space requirements and architectural design.This philosophy was promoted by French architect Eugà ¨ne Viollet-le-Duc whose theories were specifically written in his book, Discourses on Architecture (Frampton).     Viollet-le-Duc adhered to the restoration to the localized style of building vis a vis the ‘abstract’ international style conspicuous during his time.Belgian architect Victor Horta is one of the pioneering advocates of this architectural philosophy which he exemplified in the design of the Tassel Hotel in Brussels in 1892.The design featured exposed decorative iron balustrades shaped as a plant filament combined with local axia l plans that resulted to a simple yet striking decorative work of art. Interior architecture involved rooms with irregular shapes blended with decorative painting and furniture.The masterpiece of Horta marked the commencement of the Art Nouveau movement which was perpetuated and advanced by Hector Guimard, a French architect and furniture designer.   (Pile) While maintaining highly decorative curved line that usually follows a floral pattern, Guimard highlighted indigenousness of design that conformed to function and climate and even patriotism.Guimard’s most famous designs are the entrances of the metro subway stations in Paris that featured metal cast in curvilinear flowerlike lines meticulously designed in detail.By the early 20th century, Dutch architect Hendrik Petrus Berlage adhered to a return to the conservative objectives of true constructive rationalism that stressed simplicity of form and clarity of structure.He underscored the notion that the structure itself fu nctions in the creation of space which reduce the need for decorative structures.   This idea was embodied in the design of the Amsterdam Stock Exchange of 1903 and initiated the emergence for modernism.BIBLIOGRAPHYFrampton, Kenneth. Modern Architecture: A Critical History. Oxford University Press, 1980Pile, John F. A history of interior design. Laurence King Publishing, 2005

Promote person centred approaches in health and social care Essay

1.1. Person centred planning (PCP) should encompass every aspect of a service users support. Effective PCP is designed to ensure that the individual’s needs are always central when creating an effective support plan. Aspects such as an individuals goals, history, communication requirements, likes, dislikes and personal preferences should all be dutifully incorporated to create a fair, effective and unique care plan. 1:1 support with an individual is paramount when gaining an understanding of how their needs are to be met. Providing a chance for them to be involved with the planning process can provide an opportunity for service user empowerment as well as making sure that their support is fully tailored to their needs. 1.2. Using effective care plans that apply person centres values provides the service user the chance to create a plan that it directly linked to their values and needs. Nobody likes to feel as though a generic method of care is applied when considering his or her support needs. Everyone is unique with requirements that relate exclusively to themselves. Read more: Define person-centred values essay Creating a care plan that ensures that person centred values are met will make all the difference when considering an individuals ability to understand, agree with and engage with their support plans. A care plan should always relate directly to the individual involved. This can relate to the way in which any given goal can be effectively achieved or it could relate to how the individual interprets their care plan. For example if a service user found it difficult to read information could be conveyed through the use of pictures. It is incredibly important to ensure person centred values are applied within care plans to ensure that an individual agrees with the goals proposed as well as the best way in which to attain them. 2.3It is important to remain flexible when considering a service users support needs. An individual will always be changing and growing so it is important that this is reflected within their care plan. For example when I have previously supported NP goals relating to his ability to gain confidence whilst walking outside had to be met in a way that made the goal attainable. At first a goal of independent walking had been included within his IPP however any strict detail as to why and how this were to be most effectively achieved had to be assessed whilst communicating with him during our 1:1 support sessions. It turned out hat this goal was advised so that he could gain the confidence to go to work independently without the need to get a life from his relative. As we would commonly visit the supermarket we created a method whereby the journey to the local supermarket was broken into segments where he would walk independently, slowly managing a further and further distance each week. Had I said that he should walk the entire journey by himself without breaking it down into manageable steps this goal would have not been completed. Therefore the effective completion of this goal was only attained through the needs of the individual being met on a personal level. 3.1Mental capacity can be a complicated and ever adapting benchmark when assessing a person’s ability to do what is best for themselves. People must always be allowed to make mistakes as this will always be an inalienable human right of any individual. Ensuring that people do not put themselves or anyone else in direct and immediate danger is the reason behind why the mental capacity act has been created. Factors such as anxiety and tiredness can affect an individuals ability to express consent which is reflective of their true needs. When a care plan is created it is always best to do it at a time and place where a service user feels relaxed and able to express their needs in a manner that is in alignment with their true feelings. For example at time times when I have supported ES he has been unable to convey a true account of his feelings due to being anxious at the time. If this is the case it is best for ES to spend some time doing relaxation exercises so that he can effectively participate in the design of his IPP. 3.3If consent cannot be readily established an assessment of the persons capacity would need to be carried out. Firstly it would have to be considered that the individual understands what they are being asked to do, why they are being asked to do it and to what the concequences of their choices may be. It is worth considering if they are relaxed, tired or preoccupied at this time. It can be beneficial to implement relaxation exercises to try and calm down a service user or even getting in touch with their family to ensure that their needs are fully met. If they are putting themselves or anyone else in immediate danger it can at points be necessary to contact emergency services depending on the severity of the situation. However this should always remain a the last option available when trying to diffuse a situation. 4.1Active participation pertains to a method of support that ensures an individual can participate as independently as possible when completing everyday activities. It is important that a service user feels actively involved in the care they are receiving rather that just having a support plan prescribed to them which does not truly reflect their needs. It provides a chance for individuals to make choices that directly affect their life and as a support worker it is your responsibility to ensure that all the relevant information needed to make an informed has been provided in an impartial manner. If an individual wishes to access local health care services or social events then you can help them get in touch with the relevant facilities. Accessing the community, especially for people who live by themselves provides an excellent chance for empowering an individual. It can provide an opportunity to meet new people, gain confidence and subsequently become more independent. 5.3Risk assessments are a vital part to an individuals care plan. It ensures that they will not be putting themselves or anyone else in danger. Whilst  being an important part of any care plan they should remain as non invasive as possible to ensure that a service users retains the right to make their own choices. Certain risk assessments will contain a higher risk factor than others. It is when risks such as crossing road in a dangerous manner are enacted that the service users choice can become secondary to the fact that they are putting themselves in immediate danger. Risk factors such as ones that relate to dietary factors often have a smaller risk factor making it more possible to fully involve the service user in the decision making process when trying to effectively manage the risk in question. 5.4If an individual is unhappy about decisions that concern them then a number of different procedures are put in place to guarantee that they are being treated fairly. Issues concerning decisions made in a social setting should often be resolvable by encouraging a service user to talk to the individual with whom they have a disagreement in a civil, informed and fair fashion. It is important to provide an individual with enough information to make a responsible and informed choice without swaying their decision in any way. Everyone has different needs, values and requirements and it is very important to not mix your views with that of the service user. If an individual still feels the need to contest a decision concerning them then there are commonly complaints procedures put in place to make sure that their wishes are fully met. If a doctor, a psychotherapist, social worker or any other similar health professional makes a decision relating to them that they do not agree with then it is best to explain the options available to them whilst ensuring they know the consequences of each decision available. It is also important to be sure that they are fully aware of why this dispute has developed, as it can be beneficial at times to explain that person they are in disagreement with may be trying to act in their best interests. However it is always vital that they are treated in an impartial, fair and considerate manner that fully takes into account their rights,  values and beliefs. 6.1Identity relates to who we are and many people identify themselves in different ways. The factors included within this can stretch from social standing to religious beliefs or even age. The two main forms of identity are personal and social. Social identity relates to the way in which we identify with people and social groups. This could include influencing factors such as religious beliefs, hobbies and interests or even political orientation that make it easier to identify with certain individuals or groups. Personal identity is what relates to everything that we consider belonging to ourselves. This relates to inwardly identifying traits such as values, goals, passions, likes, dislikes, achievements, mistakes and ability. This largely influences the way we think and the decisions we make which is also largely ties in with self-image. A person will most often be aware that what they say, the decisions they make and the way they interact with other people influences how others view them. In other words it is how we think, or our self-image that influences how effectively we befriend certain people or groups. Self-esteem comes from a positive identity, which is largely influenced, by our self-image or the way we think. If you are dependant on others or feel inadequate in some respect you will have a low self-esteem. If we feel independent and part of an accepting friendship or group then this will nearly always have a positive effect on an individual’s self-esteem. 6.2Many factors contribute to the well being of any individual. According to Maslow’s hierarchy of needs this can be broken into 5 levels of personal development. This starts with physiological needs such as food, water and sleep etc. The next stage is about an individual’s safety where issues such as security of family, employment, property and morality are what is required to feel  fulfilled. The next stage is about love and belonging where an individual needs friendship, family and sexual intimacy to feel contented enough to move onto the next stage, which is esteem. This stage contains confidence, achievement and respect of others. The last stage is called self-actualization where an individual will refine their morality, creativity, lack of prejudices and problem solving as well as their ability to accept facts and be spontaneous. This is a common model used within psychological practices to assess whether an individual has all the necessary factors to ensure that they are completely content and have no detrimental effects to their well being. 6.3When supporting an individual it is important to make sure that you can meet their needs in a way that promotes their sense of identity, self-image and self-esteem. When I have supported MC he has explained about how he has felt unfairly treated at work. This was mainly due to his lack of career progression as well a request for a transfer not being met, although having been promised. To help with this we constructed an information leaflet about his condition, which we gave to his employers so that they were fully aware of how to best interact with him. I also started communicating with his employer about getting a transfer to a branch that was closer to where he lived. As a result of this he has now been transferred closer to where he lives as well as feeling more valued as an employee. This has helped with develop his self-identity and self image through an increased sense of self worth as well as helping to improve his self-esteem. 7.1Risk assessments are used to develop a suitable level of care for service users. Risk assessments help analyse the needs of the individual by making sure that their care is truly catered to their unique needs. Risk assessments help decipher whether an individual needs 1:1 support or 2:1 support. They can also allow health care professionals to implement safeguarding techniques to guarantee that the service user will not come  into harm. This can include procedures such as giving individuals location devices if they are prone to wondering of whilst not being fully aware of their actions amongst many other advantageous practices to ensure the individuals safety. 7.2Everyone has the inalienable right to be able to make his or her own mistakes in life. No one has the ability to make the right decisions at all times and at times like this people have the opportunity to learn from their mistakes and gain a better understanding of how to avoid similar mishaps in future. Risk assessments must allow for an individual to be able to make decisions of their own accord. One of the roles of a support worker is to be sure that individuals are provided with all the relevant information to make an informed and sensible decision but it is not up to them to have the final call on a service users final decision. Risk assessments should always be implemented to prevent a service user from harming themselves or other people but they should not be constraining to the point of refuting an individuals right to make their own decisions in life. 7.3Risk assessments should always be subject to constant change. An individual will be constantly growing and developing and this must at all time be reflected within their risk assessments. The goal of effective support is help empower service users to the point where they feel able to lead an independent and rewarding life. As this is the goal of any support provider they must be aware that for one to achieve this they need to learn to manage the risks that they are subjected to in an independent manner. Therefore as a person grows and develops towards a heightened state of independence it is important to let them take control of their own lives and that means realising that risks that they may have formerly posed a threat to their well being will be withdrawn as they will know how to autonomously manage these hazards themselves.