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Society Ethics in Modern War Technology Essay

The world is moving forward, and it is currently changing from the industrial age to the age of information technology. Technology is constantly changing at a fast rate. The United States of America is the leader in technological advancement in relation to military activities. The military has seen transformations in the weaponry and machinery use. These aspects are getting sophisticated, effective and efficient through the use of microprocessors. Good examples of these advances are smart weapons, fly by wire aircraft systems and smart ships. This improvement in technology has reduced the number of deaths and destruction common in military excursions. The military aims at attacking the right targets without endangering the lives of innocent civilians. With the current advancements in technology, this has been achieved. In fact, the United States of America has achieved some of these objectives. This has ensured that ethical conduct is followed in the battle field. War in the common society is normally associated with deaths, killings and wanton destruction. In most cultures, killing is considered unethical (Carroll, 53). However, there are exceptions in relation to this in many parts of the world. For instance, there are societies that offer human beings as sacrifice. Besides, a person would be given a death sentence. It is sad that war is inevitable in society. It forms part of the human life in the society. A person is quick to state that justification of a war is valid when all means of diplomacy fail between warring parties. A war is considered ethical and moral when based on legal, ethical and moral gauges. The use of guided missile has proved to be the proverbial water shade in military technology. This has seen the evolution of war machinery at a quick pace. Ancient war techniques are no longer viable because the face of war is changing and it only favors parties with modern technology. A good example of the evolution of war machinery involves dropping of bombs. In the World War II, about 108 bomber planes would drop 650 bombs to annihilate a single target while, in the Vietnam War, the number of bombs decreased sharply to 180 for a single target. Nowadays, it requires about three laser guided missiles to destroy a single target. The American society views the development of smart technology as unethical because it has taken away the human element in war. Lack of human judgment in the smart weapons eliminates the mercy factor. Secondly, research required for smart weapons takes a lot of money. Besides, it requires skilled personnel to successful complete War related projects. Funds used for the above project come from taxes. Get your 100% original paper on any topic done in as little as 3 hours Learn More At times, innocent lives of civilians are lost in the battle field. Furthermore, innocent people are subjected to suffering (Carroll, 57). In World War II, a lot of civilians died. Besides, destruction occurred in places that were not targets of the military. This wordplay is vital in advocating for ethically right practices in relation to military activities. Virtue ethics is the trait of a moral beacon. A good example is the collateral damage reduction policies enacted by the United States of America. America has the responsibility of manufacturing precise weapons to spare civilians in the battle field. Further, this would prevent excessive use of force in the battle field. Critics of the advanced military technology are arguing that these technologies have a dehumanizing effect in relation to war because the enemy is an image in a surveillance camera. This argument is valid, but this technology is protecting the lives of many soldiers and improving efficiency in dealing with military targets. American military has been on the forefront in enacting the Law of Proportionality. It seeks to determine the legally acceptable level of military activity that a soldier can perform in a foreign territory. It enhances the accomplishment of military objectives. This means that, the military personnel seek to destroy strategic military targets. This legislation encompasses the ethical stand the American military is trying to adopt to make wars humane and not destructive like in the past. This also disallows inhuman practices by military personnel (Kassimeris and John, 15). Soldiers found to have violated this law are charged in a court of law. An exception to this ethical law is when the legitimate military incursion puts the lives of civilians at risk. This situation arises due to proximity of civilians to the battle fields. In such a situation, an acceptable number of civilian casualties are tolerable. This number of casualties is to be reasonably low to check the activities of the war. This exception is the rule of double effect. Another crucial talking point is the issue of spending large sums of money in research and acquisition of military technology while other pressing issues are ignored. This amount is exceedingly large especially when the United States of America is considered. America has been spending about $ 61.8 billion annually on research and development of military weapons and machinery. This amount is large in relation to the money spent on developing clean energy systems. However, other sectors of the economy receive little funds for their activities. This portrays a serious fault in all the ethical arguments that the United States of America proposes. We will write a custom Essay on Society Ethics in Modern War Technology specifically for you! Get your first paper with 15% OFF Learn More In conclusion, governments are always finding ways of outsmarting one another. This has facilitated the shift from the era of dumb bombs to smart bombs and less human casualties in military operations. For instance, in 1945, a single target would be bombed using over 600 bombs. A reduction of this number to 180 in the Vietnam War was evident because of greater accuracy. This trend has further been improved to a few guided missiles to destroy a similar target. Technology is still evolving, and pilotless drones have been manufactured. It aims at reducing the number of personnel involved in the battle field. It is a way of reducing human causalities in relation to wars. All these advancements are meant to minimize risks in war. These risks encompass civilian casualties, unnecessary destruction of non-strategic targets in the war zone and injuries to the military personnel. All these advancements are good examples of the constant quest for the reduction of risks associated with war. It is hypocritical for one to create all these rules and be the largest manufacturer of weapons. Thus, the United States needs to reduce its military activities. Besides, it should allocate a considerable amount of funds for the same. The other option is to enact regulations that would avert wars. Funds that would have been used for the same should be donated to developing countries. This would be a sign of a noble action. Works Cited Carroll, Archie B. Business
The teachers should recognize their right to teach professionally without disruptions as suggested by Charles (2011) and use this position to address the problem. Like teachers, parents and caregivers have their rights in fostering the education of their children. However, parents and caregivers should avoid evoking a climate that would undermine the development of students as stated in the Bible (Colossians 3:20-21). Some parents might overstep their rights and display a sense of entitlement. Teachers have a responsibility to intervene based on the best interests of students. The appropriate reaction from teachers is to engage the parents in dialogue to achieve an understanding of relevant rules and policies as well as their roles as partners in promoting the development of their children.

The dialogue should entail three key elements. In the first element, the teachers should listen to the perspectives and attitudes of the parents towards the students. This element would help the teachers to avoid yelling or arguing with the parents (Emmer & Evertson, 2013). As teachers operate in increasingly more diverse classroom environments, it becomes easier to overlook the diverse perspectives of the parents and caregivers about teaching and school at large. Some attitudes of the parents and caregivers might encourage them to display a sense of entitlement and diverge from the policies of the school. Seeking to understand such attitudes would be an important initial step for the teachers in addressing the problem.

In the second element, the teachers should explain the roles, policies, rules, and procedures to the parents. Upon gaining an understanding of the attitudes of the parents, the teachers would be in a strong position to provide explanations or parent education that would improve the situation. Perhaps a lack of understanding on the part of the parents or caregivers regarding their role might be a contributing factor in displaying a sense of entitlement. Teachers might be dealing with parents from diverse backgrounds, but the established policies, rules, and procedures provide an opportunity to foster common ground. An explanation of the roles of the parents as partners with teachers in the learning environment, as well as the rules, policies, and procedures, might influence the parents to adopt a cooperative approach rather than display a sense of entitlement.

The final element regards the teachers taking specific measures to cultivate a relationship of trust and respect with the parents. These values are consistent with the Christian worldview and would help the teachers to reach a consensus with the parents. Overall, the dialogue would help teachers and parents or caregivers to build solidarity and create a environment of collective agreements, mutual-respect, and collective responsibility for the education of the students.


Charles, C. M. (2011). Building classroom discipline(10thed.). Boston, MA: Pearson Education, Inc.

Emmer, E. T. & Evertson, C. M. (2013). Classroom management for middle and high school teachers. Boston, MA: Pearson Education, Inc. Colossians 3:20-21 20“Children, always obey your parents, for this pleases the Lord. 21Fathers, do not aggravate your children, or they will become discouraged.

present a PowerPoint presentation with at least 10 slides and 7-10 minutes in length that cites evidence from credible sources. I’m studying and need help with a Health & Medical question to help me learn.

The purpose of the presentation is as follows: 1) to describe behavioral and non-behavioral variables contributing to morbidity and mortality; 2) discuss methods that have used a health behavior theory or model to change a health behavior. In-text citations and references are to be cited using the APA 6th Edition. Each slide should have narration. The presentation should contain at least one of the following: graph; chart; graphic; photo; brief content with no spelling mistakes on each slide.

define the health behavior explain the public health significance of the health behavior (e.g., prevalence, population, morbidity, mortality)
identify at least one behavioral variable (e.g., risk factor) contributing to morbidity and/or mortality associated with the health behavior
identify at least one non-behavioral variable (e.g., health consequence) contributing to morbidity and/or mortality associated with the health behavior
describe at least one intervention that used a health behavior theory or model and was effective in modifying the health behavior.

the presentation will be on tobacco use and i also got a link with it.
present a PowerPoint presentation with at least 10 slides and 7-10 minutes in length that cites evidence from credible sources

Handling Volatile, Uncertain, Complex, and Ambiguous Changes Using the Action Strategy Process

Handling Volatile, Uncertain, Complex, and Ambiguous Changes Using the Action Strategy Process. Paper details Our world continues to turn. Standing still is no longer an option. In fact, as Motamedi (2020) stated, “The world is changing and becoming more volatile, uncertain, complex, and ambiguous (VUCA). Fast and smart decisions and actions are foundational to creating success” (p. 65). Review the article by Motamedi (2020) and select an industry that has had to make changes in a rapid manner due to the unpredictable nature of the external environment. Reference Motamedi, K. (2020). Action strategy and action knowledge (Links to an external site.). OrganizationDevelopment Journal, 38(1), 65-73. After selecting an industry, please ensure that you include the following information in your paper: Provide details about the selected industry (e.g., its history, function, contributions to society, etc.). Restaurant Industry Offer detailed information about why the industry-related change was necessary. What internal and external market/industry-related factors influenced the change? Detail your assessment of the change effort utilizing the Action Strategy Process. What aspects of this process were used? What aspects of this process were overlooked? How could other OD strategies (e.g., communication, motivational theories, etc.) be effectively utilized to ensure the success of the initiative?Handling Volatile, Uncertain, Complex, and Ambiguous Changes Using the Action Strategy Process

Limitations of Financial Statement

essay helper free Limitations of Financial Statement.

Recently, the field of accounting was attacked in an opinion article written by an economist. The article specifically pointed out errors in financial statements.The article charged that the balance sheet is outdated and useless, and cited as an example the accounting practice of not recognizing many intangible assets. As a specific illustration, the article claimed that the name recognition, reputation, and goodwill of the Coca-Cola trademark are worth over $67 billion, but these assets are not reported on Coca-Cola’s balance sheet.The article argued that for the income statement, different estimates and methods affect the net income amount. For example, a company may be more optimistic than another, which will result in different expense and net income amounts. An accountant may also choose the straight-line depreciation method, while another chooses accelerated depreciation. These methods will yield different net income amounts.The article also pointed out a flaw in the statement of cash flows. It stated that comparability of financial information is important in the accounting profession. However, interest paid is listed as an operating activity, while dividends paid is listed as a financing activity. This makes comparability of the performance of companies that make different financing choices (debt versus equity) difficult or even impossible.You must respond to this attack. Your well-written paper must be two to three pages in length, in addition to the title and reference pages, and be formatted according to the CSU-Global Guide to Writing and APA Requirements. Cite at least two peer-reviewed sources, in addition to the required readings for this module.
Limitations of Financial Statement

Religious Studies homework help

Religious Studies homework help. This assignment focuses on Jan Carlzon. It involves communicating effectively to solve a crisis. How the lessons learned in the talk might be applied to the context of university students and career progression.,Jan Carlzon-Communicating effectively to solve a crisis,Jan Carlzon achieved an incredible business turn round in his time at SAS. How the lessons learned in the talk might be applied to the context of university students and career progression.,Jan Gösta Carlzon, né Karlsson (born 25 June 1941) is a Swedish businessman. He is most noted for being chief executive officer of SAS Group from 1981 to 1994.,Challenges at SAS,Firstly, At the time Jan Carlzon took over the helm of SAS, the company was facing large financial difficulties. It was losing $17 million per annum. Also, it had an international reputation for always being late. A 1981 ranking show that SAS is no. 14 of 17 airlines in Europe when it came to punctuality.,Furthermore, the company had a reputation for being a very centralized organization, where decisions were hard to come by to the detriment of customers, shareholders, and staff. He revolutionized the airline industry through an unrelenting focus on customer service quality.,Moreover, One of the first things Jan Carlzon did at SAS was to introduce the world’s first separate cabin for Business Class while at the same time doing away with ,First Class, on its European routes.,Within one year of taking over, SAS had become the most punctual airline in Europe and had started an ongoing training program called Putting People First developed by Claus Møller of Time Manager International (‘TMI’).,Additionally, The program is on delegating responsibility away from management and allowing customer-facing staff to make decisions to resolve any issues on the spot.  No front-line employee has to wait for a supervisor’s permission.”  These changes soon impacted the bottom-line as well and the company made a profit of $54 million in 1982., ,Write approximately 400 words.,.Religious Studies homework help

Study of people and change

Study of people and change. Change, change, change – we’re all for change. We want to see him change, her change, them change. We want to see the organisation change. We want to see everyone change. We want to see everyone else change. Yes, we’re all for change as long as we don’t have to change, but it’s a fact of life; we are all changing every day. Our environment is changing, our culture is changing, and the way we work is changing. The outside dynamics, technologies, strategies and plans are continuously changing. We are left with three options: We can fight it and delay it, but we’ll change eventually. We can ignore it and hope it will go away but it won’t, and we’ll be overcome by it. We can embrace it, look forward to it, and we’ll find our trip through life much more interesting, controllable, and enjoyable. (Buchanna, 1999) Process of Change Source: According to the given case study of Mybank there is also an element of change which the senior management tried to implement because of the external environment factors and the change which they tried to implement is quality management programme with the focus on cost reduction means they just formed a team of their employee and ask them to remove the inefficiencies that occurred during the process of change. As we move further we will discuss various drivers and restrainers of the Mybank, typology of the change, role of change agent, change management models and various outcomes from the learning from the case of Mybank and suitable recommendation for the better change. Drivers and Restrainers The forces helps organisation to move ahead with aim of implementing the change in successful manner but there are certain forces which pushes back the organisation objective of implementing the change. These forces are known as drivers and restrainers (Johnson, 2005). When any organisation plans for change they will need a drivers which facilitate their process of change but during this process the organisation can face obstacles also which are restrainers and during the implementation of change in Mybank case there were several drivers and restrainers which comes on the way of implementing the change. These drivers were the senior management who started the change by trying to present the quality improvement programme with consideration of better quality service to its customers and this was done by formation of teams of its employees which will remove the inefficiencies. Moreover, they consulted the consultants also to ease the process of change because they have more experience. But all these changes were considered by not ignoring the fact of cost Mybank was very specific and focused about the cost reduction. So when the implementation was on its way Mybank suffered with restrainers also that were the difference between the employees because everyone had different point of view regarding to change. Ego clashes between the departmental managers and regional lending managers, rejection of recommendations by senior managers, work over load for employees after the change, and the two separate lending loans section which resulted in ambiguity of data of clients. These all were the restrainers. Below Section will discuss more about the force field analysis Force Field analysis A force field analysis is a problem solving tool used to identify the reasons (“forces”) that support or oppose two positions to a question and the strength of each force. Kurt Lewin (1947) was the originator of the concept. Force field analysis could be used by to answer question, “What factors affect the acceptance or resistance to a particular change?” the assumption of a force field analysis is that it is easier to reduce the factors that are resistant than to increase the strength of the driving (supporting) forces. Below is the view of force field analysis. Force Field Analysis Source: (Stacey, 1993) Typology of change Tuning: It is very minute change that made by the change agents for the betterment of the organisation. It mainly focus on the customer satisfaction and this change is anticipatory change and according to the Mybank case the small change of quality for the better customer satisfaction has been implemented. Adapting: This change occurs with respect to the external activity like competitors new form of service and customer unpredictable reaction about the product and this change is reactive. With consideration of the fact of external environment Mybank hired the outside consultant to have competitive edge and ease the process of the change. Reorientation: This is one of the major organisational change that come on the way of process. In Mybank case the major change occurred when they got to know that they have to integrate the two lending loan section. This change is also anticipatory change. Recreating: This change gives response to the major changes in the form of dramatic shift. This is also reactive change. (Stacey, 1993) Change Management Models Anticipating Change It is the process which is having the very well defined and crystal clear model for the forces and the change in an organisation. There are two ways of doing the change i.e. planned change and unplanned change. As name suggest the planned change is the proper planning for the making the implementation of change in successful manner and this change and it is very important because the organisation do a lot of research with proper planning(Nilikant and Ramnarayan, 2006). On the other side unplanned change is the change when some mishappening occurred in the team like different member have different point of view in respect to change and it is very difficult to control the unplanned change because it comes suddenly during the process of change. Appreciating change makes the organisation aware that what is the requirement of change, what the results of the chosen change are and what are the best possible option available that help organisation with the aim of cost balancing. It comprises of 2 views i.e. Mental Models and Content Change. When we look at the case study of Mybank there were need of the change of quality and the implementation is done by making the inner teams which further remove the inefficiencies occurred during the implementation of change. (Nilikant and Ramnarayan, 2006) Content of Change Some ethics and principle means a lot to the organisation and they stick to that only. With global environment changing day by day and lot of organisation make changes according to this active and competitive environment. With respect to these changes an organisation can make a start from quality, marketing, technology and marketing(Nilikant and Ramnarayan, 2006). Technology changes frequently and it is not about only the technical side but it is more into collection knowledge, data and activities which further help organisation to achieve the desired outputs. To sustain and maintain the brand in this competitive environment is the daunting task for any organisation. There are two thing that occurred in Mybank case i.e. they focussed on the Multiskilling of the staff because they want to meet the expectations of the customers because they knew that they are only who drives any organisation and if they able to meet the expectation of the customer it means they are on the right path and if not then they have to reconsider the change(Nilikant and Ramnarayan, 2006). Now comes the element of cost which is again the difficult task for an organisation because cost balancing is very difficult to maintain and in Mybank main focused was on the cost reduction with parallel implementation of quality programme. Now the final content of change is Marketing which can be done by giving good service to the customers and exploring various distribution channels. Mental Models This model is well defined by the Senge and he believes that organisation is generally not aware of the mental models and their effects on the individuals’ behaviour of an organisation. Mental Model are having two form one form consists of simple straight strategy which is known as the strategic planning which consists of SWOT analysis i.e. strengths, weaknesses, opportunities and threats. Other form or mental model create a lot of impact on the organisation failure and success. Mental model helps organisation to get the best output . (Nilikant and Ramnarayan, 2006) Mobilising Support When Organisation decides for the change and with the help of staff only they will able to implement the change. For this, the senior level management has to convince the staff and the other people which are linked to the organisation because with the full participation, involvement, dedication, commitment of the staff they change will get successful. Mobilising support is not an easy process because to control the staff and to convince them for the change requires lot willingness and patience. According to the Mybank case the senior management tried to hire consultant which further tried to convince staff to focus on the strategies that has been advised by consultants. At the end they want the employee full dedication for the change. (Nilikant and Ramnarayan, 2006) Executing Change Execution phase is very critical for the organisation and most of the organisation fails while implementing the change because of improper execution change. The organisation is having different kind of resources like finance, staff which plays a very important part in implementation of the change and requirement of these resources needed when quick change occurs in environment like competitor developed new product and services and it is believed that organisation always lack these resources when sudden change occurs and an organisation needs proper strategy to overcome this problem of resources. According to the case study Mybank implemented both the top down and bottom approaches with the help of consultants to get the desired aim of achieving the quality. (Nilikant and Ramnarayan, 2006) Building Change Capability To built the change capability is again a daunting task for any organisation and it is said that organisation always lack this capability. Organisation always ready to invest and build the capability to move forward which helps them to fight with the change but only few of them able to overcome. If they able to achieve the building capacity change then they can quickly able to achieve their targets and aims. In a nut shell capability change is very important part that organisation has to consider. According to the case Mybank tried to multiskill their employees and trained them because by investing on employees they can eradicate the difficulties that come their way. (Nilikant and Ramnarayan, 2006) Change Agent Cummings and Worley (2005) define a change agent “as a person who attempts to alter some aspect of an organisation or an environment. Change agent may come from inside an organisation, in which case they are called internal consultants, or they may come from outside an organisation, in which case they are called external consultants (Stacey, 1993) Kotter’s view of change There are right mistakes organisation make while attempting to implement change. The eight mistakes include allowing complacency, failing to create a powerful guiding coalition, underestimating the power of vision, under communicating the vision, permitting obstacles to block the new vision, failing to create short-term wins, declaring victory too soon, and neglecting to anchor change firmly in the corporate culture. Each of these mistakes will be discussed in more detail below. Kotter (1996) proposes eight steps to leading organisational change and a procedure to overcome the aforementioned mistakes. Step one is to establish a sense of urgency by examining the market and competitors and identifying potential problems and major opportunities. Step two suggests leaders create a guiding coalition by assembling a team of people with sufficient power to lead the change to fruition while continuing to work as a team. Step three is to develop a vision and strategy to direct the change effort while developing solid strategies for completion. Step four is to communicate the vision to all employees and subordinate leaders. Step five involves empowering broad-based action by getting rid of obstacles, changing systems or structures as necessary, encouraging risk taking, and generating new ideas. Steps six to generate short-term wins and recognise the people who make the wins reality. Step seven is to consolidate gains and produce more change by hiring, promoting, and further developing change agents in the organisation. Finally, step eight in the change process advocates anchoring new approaches in the newly defined culture, thereby more value for the customer and employees alike. Kotter change model places significant emphasis upon the senior leaders in organisational changes efforts. Kotter’s Eight Stages Model Source: (Stacey, 1993) People and Change William Bridge’s transition model is concerned with how change affects individuals. It examines the psychological transitions that people go through when they are exposed to change and pattern that these transition follow. Because organisations change when people in them change, it is important to understand the pattern of psychological changes within individuals undergoing an organisational change. According to the bridges, these are the phases people go through as part of a significant change. The phases are (1) letting go and ending phase, in which people need time to grapple with losing something that has become familiar and safe;(2) neutral zone, during which people need time to comprehend what the new order will be like once the change is implemented and how they can fit into it and be productive; and (3) new beginning, where people begin to behave in the new ways that are required by the change (Stacey, 1993). Bridges claims that one of the biggest challenges of leading change occurs because the leader knows about the change long before others in the organisation. Therefore, he or she spent time in the first two phases, at least, before the change is announced to most employees. Forgetting that they themselves took time to go through the phases, leaders see employees who are just beginning the letting phase as rigid or even hostile to the change. Another main point here in Bridges Model is that at any time people who are higher in management have had more time to learn about the deal of the change-so they are farther along on the psychological transitions path. Because it is hard for them to remember how it felt to be in previous stage, they see people in the earlier stages as hostile to the change when they are actually just in the earlier stages of the processing it and its effect on themselves. Bridges Model of Transition Source: (Johnson, 2005) Learning Single Loop and Double Loop learning When something goes wrong, many people look for another strategy that will address and work within the governing variables. In other words, given or chosen goals, values, plans, and rules are operationalised rather than questioned. This is single loop learning. An alternative response is to question the governing variables themselves and to subject them to critical scrutiny. This is described as double loop learning. Such learning may then lead to an alteration in the governing variables and thus a shift in the way in which strategies and consequences are framed. This is how Argyris and Schon (1978) describe the process in the context of organisational learning. Single loop learning is like a thermostat that learns when it is too hot or too cold and turns the heat on or off. The thermostat can perform this task because it can receive room temperature information and take corrective action. Double loop learning occurs when errors are detected and corrected in ways that involve the modification of an organisation’s underlying norms, principles, policies, and objectives. (Nilikant and Ramnarayan, 2006) Single and Double Loop Learning Source: (Johnson, 2005) Recommendations for Mybank Four Core managerial competencies Decision-Making: This includes intuition and vision, the ability together and utilise information, understanding the practical and political consequences of decisions, the ability to overcome resistance, the skill to understand and synthesise conflicting views and to be able to empathise with different groups. Coalition-building: This comprises the skills necessary to gain the support and resources necessary to implement decisions. These include checking the feasibility of ideas, gaining supporters, bargaining with other stakeholders and presenting new ideas and concepts in a way that wins support. Achieving Action: This includes handling opposition, motivating people, providing support and building self esteem. (Stacey, 1993) Maintaining momentum and effort: This involves team building, generating ownership, sharing information and problems, providing feedback, trusting people and energising staff. An effective change Team It is necessary for the management to identify a team of people who will be responsible for promoting the changes required through commitment, communication and the provision of resources. Communicate the need for change Organisation and staff have a natural resistance to change as it challenges the organisation’s culture and often means additional work. It is therefore essential that the need to change is communicated clearly and convincingly in order to break down resistance. Employee commitment and involvement It is essential to ensure that the new way of working becomes integrated into organisation’s culture. The main way of gaining commitment to change is by involving staff in the development of potential changes and then in their subsequent introduction. Induction of change at the appropriate level Very few changes affect the entire organisation and when considering what needs to be different, it is important that managers identify exactly what and who needs to change. This is to ensure that proposed change will bring about the desired outcome. Sufficient Resources The introduction of change needs to be supported by the appropriate resources, such as money, staff training and staff time. Although money is important, allowing adequate staff time to develop and implement the change is even more so. Rewards and Recognition If you change the process and want to change individual behaviour patterns, you need to change the way you reward and recognise your staff. If you reward the people in the old way, they’ll behave in the same old way. Considering Options The 5Cs of decision-making is a useful reminder of the process ahead of implementation: Consider -clarify the nature of the project, time and other constraints -identify the objectives Consult -gather the maximum amount of information available -call a meeting of those involved or their representatives. -decide at which point the consultation will stop Crunch – review all the options and take decision -write down implementation plan. Communicate – provide briefings on what will happen, why, and who the decision affects -make sure that everyone understands when decision is implemented Study of people and change

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