PICOT-D Draft – New IPV policy 

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PICOT-D Draft - New IPV policy 

PICOT-D Draft – New IPV policy 

Problem Statement

It is not known if the implementation of a new IPV policy would impact IPV identification among IPV victims, current and potential.

Purpose Statement

The purpose of this quality improvement project is to determine if the implementation of a new IPV policy would impact IPV identification among current and potential IPV victims. The project will be piloted over an eight-week period in an urban primary care clinic.

PICOT-D Question

Among current and potential IPV victims, how does the implementation of a new IPV policy compared with the current IPV policy affect IPV cases identification rates within an 8-week period when looking at an individual’s self-report of experiencing IPV ever in the lifetime of their referent relationship and the standardized frequency within two months before interview.

Primary Quantitative Research Articles

Homan et al. (2020), Sangeetha et al. (2022), and Clithero et al. (2016) were selected as relevant, valid, reliable, and appropriate research support for the project topic. The articles are quantitative and published within 7 years the anticipated graduation date. Homan et al. (2020) explores quantitative methods of IPV analysis, aiming to gather valuable information of people perception of why they chose to stay or leave or both an abusive relationship. This study is relevant to the research topic as it provides valuable insights into understanding perception of abusive relationship and how different people respond to IPV. Sangeetha et al. (2022) and Clithero et al. (2016) address advocacy and policy as interventions to addressing intimate partner violence. These studies provide insights into the proposed intervention and how it can be adopted as a health policy at the workplace to guide IPV identification to foster early intervention and prevention of pervasive abusive relationships that have detrimental impact on the victim.

(PICOT-D Draft – New IPV policy )

References

Homan, C. M., Schrading, J. N., Ptucha, R. W., Cerulli, C., & Ovesdotter Alm, C. (2020). Quantitative Methods for Analyzing Intimate Partner Violence in Microblogs: Observational Study. Journal of medical Internet research, 22(11), e15347. https://doi.org/10.2196/15347

Sangeetha, J., Mohan, S., Hariharasudan, A., & Nawaz, N. (2022). Strategic analysis of intimate partner violence (IPV) and cycle of violence in the autobiographical text–When I Hit You. Heliyon, 8(6), e09734. https://www.sciencedirect.com/science/article/pii/S2405844022010222

Clithero, A., Albright, D., Bissell, E., Campos, G., Armitage, K., Solan, B., & Crandall, C. (2016). Addressing Interpersonal Violence as a Health Policy Question Using Interprofessional Community Educators. MedEdPORTAL : the journal of teaching and learning resources, 12, 10516. https://doi.org/10.15766/mep_2374-8265.10516

 
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Memorandum – Wrongful Deaths

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Memorandum – Wrongful Deaths

TO: CEO

FROM: Student Name/position in the company

DATE: March 8, 2023

SUBJECT: Critical Incident Analysis

Memorandum - Wrongful Deaths

There are six claims of wrongful deaths, and most are Covid-19 related. Only one of the wrongful death claims involves a machinery accident. The following information provides details of the analysis for each case:

Bhashar Quan

Bhashar Quan died after potentially contracting Covid-19 at the workplace. The complaint attributes the death to a lack of health and safety considerations at the workplace. The complaint accused the company of failing to be proactive in implementing the CDC’s Covid-19 protocols which contributed to the virus contraction and eventually death. If the case is proven, the company is liable under the Occupation Safety and Health Act, which requires employers to ensure the safety of employees at the workplace (Michaels & Wagner, 2020). This complaint is high risk because the employee’s representatives have threatened legal action if the requested settlement of over $2M is not provided for the wrongful death claim.

The plaintiff argues that the company is liable for the wrongful death of Bhashar Quan for not implementing proper Covid-19 health and safety standards per the CDC’s guidelines. However, the company can defend itself by proving the employee contracted the virus outside the company premises and that it implemented Covid-19 safety rules per CDC and OSHA’s guidelines. The plaintiff has a case if they can prove that the company did not enforce Covid-19 protocols.

In this case, it is difficult to determine whether the employee contracted the virus at work or outside the workplace. Per the interviews, an individual was instructed to collect individual temperatures before entering the premise. This individual should be interviewed to determine if Bhashar Quan and other employees who died from Covid-19 showed any signs of fever and what steps the company took to address the issue. Additionally, employees that worked closely with Quan should be interviewed regarding any signs Quan might have shown related to Covid at the workplace.

Michael Haskill

The employee died from an accident attributed to negligence. Michael Haskill died from a fatal accident after being hit by a forklift that an employee drove; the complainant claims without proper certification and experience to operate the machine. The company is liable for ensuring the safety of employees per the Occupational Safety and Health Act which requires employers to ensure the safety of employees at the workplace (Michaels & Wagner, 2020). The complaint is high risk because the complainant has reached an attorney and requested compensation of $2.5M for the wrongful death of Haskill, without which the case will proceed to court.

The plaintiff claims that negligence from the company’s side led to the wrongful death of Michael Haskill. Negligence claims arise from the fact that the company allowed an individual without proper qualifications and experience to operate a machine. CapraTek has to prove no negligence or shift liability to the specific employee that caused the accident to avoid liability. The company has to prove that the employee in question is qualified and experienced to operate the machine before shifting liability. No witnesses have been involved in this case, leaving many unanswered questions regarding the accident’s circumstances. In this case, an interview with witnesses would help clear any uncertainties and determine whether the claim is justifiable.

Susan Harewood

The claim of the wrongful death of Susan Harewood is Covid-related. The complainant argues that Susan Harewood contracted the virus at the workplace due to the lack of health and safety considerations. The claim points to the company’s negligence by failing to enforce necessary Covid-19 measures that contributed to the wrongful death of Harewood. If the claim is substantiated, the company is liable under the Occupational Safety and Health Act, which requires employers to ensure the safety of employees at the workplace for failing to adjust the workplace to adapt to Covid-19 protocols (Michaels & Wagner, 2020). This case is high risk because Harewood’s parents have threatened legal action if a settlement of $6M is not made.

The plaintiff’s case is based on proof of negligence and the company’s failure to implement Covid-19 protocols to protect employees from the virus per the CDC’s provisions. The company can avoid liability by proving the employee did not contract the virus at the workplace and that it implemented necessary measures per CDC’s and OSHA’s guidelines. The company also has to prove that the employee is essential, and the selection was considerate of all factors regarding employees that were required to continue working at the office. The court has to determine whether the employee contracted the virus at the workplace, which is the basis of the claim and a claim the company denies.

James Clarke

The claim of James Clarke’s wrongful death points to him contracting the virus at the workplace due to a lack of health and safety considerations. There is also a mention of negligence on the company’s side for failing to be proactive and implementing CDC’s guidelines as early as possible to prevent infections. Additionally, the complainant argues that the company was requested to close, but it did not. If the claim is proven, the company is liable under the Occupational Safety and Health Act, which requires employers to ensure the safety of employees at the workplace for failing to adjust the workplace to adapt to Covid-19 protocols (Rothstein, 2022). This case is high risk because Clarke representatives have threatened legal action if a settlement of $2.575M is not made.

The plaintiff’s case is based on proof of negligence and the company’s failure to mitigate Covid-19 by adopting necessary measures to protect employees from the virus per the CDC’s provisions and closing down per the “local officials'” recommendation. The company can avoid liability by proving the employee did not contract the virus at the workplace and that it implemented necessary measures per CDC’s and OSHA’s guidelines. The company also has to prove that the employee is essential, and the selection was considerate of all factors regarding employees that were required to continue working at the office. The court has to determine whether the employee contracted the virus at the workplace, which is the basis of the claim and a claim the company denies. The local official’s recommendation claim for the company to close is still unanswered because, per the interviews, the company officials deny seeing such a recommendation and deem the company essential. Local officials should be interviewed to substantiate the matter.

Richard Howell

The claim of Richard Howell’s wrongful death points to him contracting the virus at the workplace due to a lack of health and safety considerations. Per the claim, the company failed to implement and enforce necessary measures per CDC’s guidelines as early as possible to prevent infections. If the claim is proven, the company is liable under the Occupational Safety and Health Act, which requires employers to ensure the safety of employees at the workplace for failing to adjust the workplace to adapt to Covid-19 protocols (Rothstein, 2022). This case is high risk because Howell’s representatives have threatened legal action unless the company covers the insurance demand.

The plaintiff’s case is based on proof that the employee contracted the virus in the workplace. The company failed to mitigate Covid-19 by adopting necessary measures to protect employees from the virus per the CDC’s provisions. The company can avoid liability by proving the employee did not contract the virus at the workplace and that it implemented necessary measures per CDC’s and OSHA’s guidelines. The employee is deemed essential, and the company has to prove that the selection considered the employee’s safety. Determining whether the employee contracted the virus at the workplace is challenging, and the plaintiff and the defendant must prove their claims.

Boris Senty

The claim of Boris Senty’s wrongful death points to him contracting the virus at the workplace due to a lack of health and safety considerations. Their attorney mentions negligence on the company’s side for failing to be proactive and implementing CDC’s guidelines as early as possible to prevent infections. If the claim is proven, the company is liable under the Occupational Safety and Health Act, which requires employers to ensure the safety of employees at the workplace for failing to adjust the workplace to adapt to Covid-19 protocols (Rothstein, 2022). This case is high risk because Senty’s attorney has threatened legal action but wants the case to be settled outside the court, requesting a $2.5M settlement.

The plaintiff’s case is based on proof of negligence and the company’s failure to mitigate Covid-19 by adopting necessary measures to protect employees from the virus per the CDC’s provisions. The company can avoid liability by proving the employee did not contract the virus at the workplace and that it implemented necessary measures per CDC’s and OSHA’s guidelines. The company also has to prove that the employee is pivotal to the company, and the selection was considerate of all factors regarding employees that were required to continue working at the office because the employee would have worked at home. The court has to determine whether the employee contracted the virus at the workplace, which is the basis of the claim and a claim the company denies.

Interviewer Evaluation

Unanswered Question and Additional Individuals to be Interviewed

There are multiple unanswered questions the investigator needs to ask for the determination of the case. For instance, the investigator should ask how the company determined whether an employee acquired the virus within the workplace or outside the workplace. How would the company prove or defend against the claim that employees acquired the virus at the workplace? What strategies were in place to determine infected and infected employees? What was the procedure undertaken after the company identified a particular employee is infected? Was the company aware that some employees displayed symptoms but allowed them to continue operating as indicated in some letters? Did the selection criteria of essential employees consider race and ethnicity because most letters show people of color complaining that the workplace was full of new and black employees? To answer these questions, the employee that was assigned the responsibility of checking daily temperatures before employees entered the premises should be interviewed to determine whether, on a particular day, an employee with elevated temperatures was allowed to continue working. The Human Resource Manager and the Head of Operations should be interviewed further on the steps taken to determine whether an infection was acquired at the company or outside, steps taken after an employee displayed symptoms and the selection criteria of essential employees that are deemed biased and discriminatory by new and black employees. The supervisors of the employees who died wrongfully should be interviewed because they are the closest to the employees and are accused of failing to listen to the employees’ grievances. Supervisors will help answer whether some employees displayed symptoms but continued to work as claimed in the complaint letters. This additional information will help determine the liability of the company and defend against the negligence claims in the complaint letters.

Selection of Key Employees Interviewed 

The interview shows robustness in the interview process, including the selection of employees to interview, including Nathaniel Matthews, Chief Operations Officer, Chicago Headquarters; Marcus Norris, Director of Operations, Illinois Plant; Renee Martin, Director of Human Resources, Georgia Plant; Anthony Tsu, Director of Human Resources, Alabama Plant; and Matt Hayes, Director of Staffing, Alabama Plant. These individuals are responsible for making critical decisions that impact the company operations and have a greater say in implementing necessary safety measures to protect employees from Covid-19 and selecting which essential employees. The selection was based on the level of knowledge and authority these employees have in the company. The employees selected know about the company operations and decisions made during Covid-19 and are directly answerable to these decisions. For instance, they were all involved in a meeting arranged by Nathaniel Matthews concerning preparation for Covid-19, measures taken, selection of essential employees, and how the company responded to the stay-at-home order or request. Therefore, the selection was thorough, choosing employees with adequate information for the determination of the cases.

Facts Gathered

The facts gathered are adequate for the determination of the cases and the development of the defense. The interviewer obtains information on when and how the company implemented precautionary measures to protect employees from Covid-19, including the provision of PPE and social distancing rules, the selection criteria for essential employees, when the company held the meeting to respond to Covid-19, what the meeting entailed, who was involved, policy development regarding Covid-19 precautions, the difference in the policies for the various plants, and the content of the policies developed. The interview also gathers facts on the protocol followed to institute changes, the current state of the situation, and whether some workers could have worked from home. Additionally, the interviewer collects information regarding how the company responded to special employees or those with additional needs like pregnancy or disability. These facts are adequate to help the company defend itself and determine liability.

Thoroughness of Interview Questions

The interviewer asks necessary and thorough questions specific to the complaints to understand the company’s liability per the claims. The interviewer asks about when and what precautions were developed, policies developed, the difference in policies for the various plants, selection of essential employees, the protocol followed to implement precautions in the various plants, how the company identified infected individuals, people responsible for instituting changes and selected staff to work onsite or at home, considerations for special needs employees, and how the company responded to workers breaking the rules, or whether the interviewees saw anyone breaking the rules. These questions are necessary to determine the company’s liability and inform the defense team of facts surrounding the various complaints. Furthermore. The questions are probing, and the interviewer ensures a process where one question’s answer leads to another question until a particular fact is thoroughly unraveled. If a particular question is not answered adequately by a specific interviewee, the investigator raises the question again when interviewing the next individual with more knowledge and authority over the elements of the question. For instance, the selection criteria question is raised in all interview scenarios until the last individual, Matt Hayes, who other interviewees confirm he selected essential employees. These probing questions were thorough in gathering the needed facts.

Confidentiality of Interview Transcript

The details of the interviews are recorded and will remain confidential, requiring the employees not to disclose the details to anyone without authorization from CapraTek’s General Counsel, Marjorie Schmidt. The interviewer spells out the confidentiality requirements at the beginning of every interview to ensure the interviewee understands the rules and promises to abide by the confidentiality requirement. The interviewer also specifies confidentiality limits and who owns the confidentiality rights, which is the company and specifically the General Counsel.

Omissions by the Interviewer

However, the interviewer failed to ask the employees whether there was physical proof of fliers or posters that indicated the implementation of Covid-19 rules. It would be necessary to determine whether the employees can prove that necessary measures were implemented to ensure employee safety. The interview also omits information on how the company responded when an employee was infected, the contact tracing procedures and process at the company, whether all employees were tested after one was identified as sick, and what protocols are in place regarding employees getting sick at the plant. This information is also critical in the determination of the cases and the defense efforts.

Confidentiality of the Interview Transcript

Regarding confidentiality and privilege considerations, the interview details should remain confidential and not be shared with anyone without authorization. This interview is for an independent investigation to help the company with the defense; no unauthorized person should know about it. Specific details shared by the interviewed employees, including the selection process of essential and non-essential employees, which most claims say was biased, can prove the company is liable in some cases, which might put the employees at loggerheads with the company or coworkers. Therefore, the personal data of the specific employees should be between the interviewer and the employee and remain anonymous, only the fact gathered from the interviews should be disclosed for defense purposes.

The facts gathered from the interviews indicate that the company was not proactive in implementing Covid-19 measures, did not implement necessary safety measures per the CDC’s and OSHA’s guidelines, train employees to protect themselves against the virus, and adopted a biased approach toward selecting essential employees. If the plaintiff’s attorney obtained these facts, they could be used at trial against the wishes of CapraTek.

The employer cannot guarantee the complete confidentiality of the employees interviewed. However, the investigator must ensure the confidentiality of those involved in the investigation to ensure the integrity of the process is not compromised and the reputation of the parties involved is not ruined (Kilborn & Wise 2018). The employees should not discuss the investigation details with coworkers until it is complete. Lastly, per the NLRB ruling, the employer and the investigator should protect witnesses from potential danger.

References

Kilborn, A., & Wise, P. (2018). Rethink Requiring Confidentiality for Investigations. Society for Human Resource Management.

Michaels, D., & Wagner, G. R. (2020). Occupational Safety and Health Administration (OSHA) and worker safety during the COVID-19 pandemic. Jama, 324(14), 1389-1390. https://jamanetwork.com/journals/jama/fullarticle/2771096

Rothstein, M. A. (2022). The OSHA COVID-19 case and the scope of the Occupational Safety and Health Act. Journal of Law, Medicine & Ethics, 50(2), 368-374.

 
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Analyzing Liability

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Analyzing Liability

Analyzing Liability

Analyzing Liability

Summary

The complaint letter is by Mr. Thomas Lee about his disappointment with the company for failing to ensure a secure workplace for individuals from all backgrounds and nationalities. Mr. Lee is an American of Chinese origin who complains of racial discrimination at the workplace after being accused of bringing COVID-19 to the workplace because he is Chinese. The employee presented a verbal complaint to the supervisor, who failed to listen to him and questioned Mr. Lee’s customs and beliefs. Mr. Lee says the workplace is hostile and intimidating, and he has received threats from other employees who have singled him out for allegations of spreading the virus on the basis of his origin and ethnicity, sending him negative messages through texts, emails, social media and telephone. Mr. Lee continues to point out that several people have died after exposure to Covid-19, insisting the company’s lapse in judgement and preparedness was the primary reason. Furthermore, another letter by Karen Small, also a security guard, seems to confirm the allegation because she points out that she thinks she acquired the virus from Mr. Lee, who the company allowed to spread the disease. Mr. Lee is an American Citizen and has lived in Alabama almost his life and cannot contemplate why he is being singled out for spreading the virus on the mere basis of being Chinese. Mr. Lee says the company has done nothing to address the situation and lacks leadership, which encourages the behavior. He is considering a lawsuit if the issue is not dealt with.

Associated U.S. laws or regulations and how they are relevant to the identified liability

First Mr. Lee complains of racial discrimination at the workplace, which is addressed by Title VII of the Civil Rights Act of 1964. This Act makes it illegal to discriminate against people on the mere basis of their color, race, religion, national origin or sex. For example, Hahn et al. (2018) provide that this Act is fundamental in ensuring racial and ethnic equity and eliminating discriminatory behavior, implying the Act corresponds to the identified liability of preventing racial discrimination based on color, race, gender, or nationality. The law protects all employees from retaliation if they decide to forward a claim on discrimination at the workplace. Mr. Lee also points out that most people acquired and were exposed to the virus because of the company’s lapse in judgement and preparedness, which is addressed by the Occupational Safety and Health Act of 1970, which requires employers to keep the workplace free from hazardous conditions, stressing employees’ rights to information regarding the dangers in their job. For example, in Michaels & Wagner (2020), employers are required by law to offer an environment that protects employees from COVID-19 per OSHA provisions. Michaels & Wagner (2020) provides that only employers can make the workplace safe by enforcing OSHA guidelines, and a failure to do so is considered a non-adherence and non-compliance. This scenario implies that the OSHA is relevant to the identified liability of keeping employees safe from Covid-19 at the workplace. The law also protects employees from being punished if they decide to exercise their rights per OSHA.

The potential harm to the company, its employees, and its workplace culture that could result from a lawsuit emanating from the selected complaint

If the company is found liable for non-compliance with Title VII, it could face penalties for intentional discrimination, enforced as either compensatory or punitive damage up to a maximum provided by the Title VII of the Civil Rights Act of 1964 according to the number of employees in the company. The company would have to pay either back pay, compensatory damages, or punitive damages. For instance, in Lund (2020), the case, titled Bostock v. Claton County, involves the Supreme Court upholding non-discrimination based on race and sex, against which an employer is liable and faces paying compensatory damages. This case implies that if the company is found liable under the interpretation of Title VII of the Civil Rights Act, it would have to pay compensatory damages to Mr. Lee. The confirmation of liability would affect other employees, especially of other nationalities, who have experienced the same and may choose to also forward their case. This liability would label the workplace as toxic, discriminatory, and lacking diversity. If the company is found liable under OSHA for failing to protect its employees from Covid-19 exposure, it could face penalties based on the type of violation, ranging between $15,625-$156,259 per violation. Dealing with litigations for OSHA non-compliance will be costly for the company. For instance, Sadeh et al. (2022) address the cost impact of Covid-19 OSHA citations and specify that fines for non-compliance and regulatory violations have a significant cost impact on a company. If the company is found liable, it means that the company would also be liable for all other Covid-19-related cases, amounting to millions of dollars of fines and compensatory damages that would be detrimental to the company’s finances. It would also mean that the work environment is unsafe, and the company cannot protect its most valuable resource, leading to a demoralized workforce.

Realistic preventative measures that could have avoided legal liability

The company has to promote diversity in the workplace by developing and enforcing anti-harassment and anti-discrimination policies that condemn discrimination based on race, color, gender, ability or disability, sexual orientation, and other identifiers. The company should protect employees from bullying and harassment. Cross-cultural or cultural sensitivity training and education would be necessary to ensure a discrimination-free environment. For example, Shepherd (2019) offers evidence supporting cross-cultural training, including diversity training, anti-racism raining, and micro-aggression training, effectiveness in enhancing cultural competence, safety, humility, and intelligence, which are integral in ensuring a workplace free from discrimination, harassment, and intimidation. The training would include all employees because there are allegations of lapse in conduct and professionalism among low-level employees and supervisors. The training program would ensure that all employees respect cultural and racial differences, act professional in conduct and speech, refuse to instigate, participate, or condone discrimination and harassment, and avoid race-based or culturally offensive acts, including humor and pranks (Shepherd, 2019). Systematic factors contribute to discrimination, harassment, and retaliation in the workplace. Therefore, the company should develop an effective internal complaints procedure and ensure such issues are addressed internally to avoid legal liability. These procedures, coupled with dispute resolution systems can help prevent discrimination and harassment as provided by Dobbin and Kalev (2020), who offer guidelines for making discrimination and harassment systems better.

Individuals and departments that would need to be involved in the proposed measures

Mr. Lee complained of harassment on a daily basis, from a fellow security guard to the supervisor. This case implies a lack of cultural sensitivity and awareness across employees of all levels. Therefore, all employees, including supervisors and managers, will be involved in the proposed measures, particularly the cross-cultural or cultural sensitivity training and education. The Human Resources Department will be involved because it is responsible for outlining disciplinary action policies and procedures to respond to actions or behavior that violate the company’s policies. It will help formulate and enforce anti-harassment and anti-discrimination policies and formalize the internal complaints procedure to orient all employees on the code of discipline.

Viable legal defenses the company could assert in a litigation context in order to defeat the complainant’s claims

The complainant has the duty to prove that he experienced racial discrimination at the workplace, which seems a serious case because the allegations are confirmed in other complaints, implying that employees think Mr. Lee spread the virus under the company’s watch. The company would also have to prove beyond doubt that Mr. Lee did not experience racial discrimination or that if he did, it was unintentional because only intentional racial discrimination is ruled as non-compliance. The company can also counter the claim by stating a lack of substantial evidence indicating that Mr. Lee experienced racial discrimination. The company has to show current policies that protect employees from racial discrimination and how it enforced these policies to respond to the complaint. Mr. Lee is accused of spreading the virus because he is Chinese. If the company can prove that indeed Mr. Lee brought the virus to the workplace, it can avoid legal liability. In the interview transcript, interviewees provide that the company developed safety rules and measures per CDC to protect employees from Covid-19 exposure. It has to prove this claim with substantial evidence to avoid legal liability, given that other complaint letters point to the lapse of judgement and preparedness as the primary cause of over 70% of infections and several wrongful deaths. The company has to convince the jury that employees acquired the virus outside the workplace, which is beyond the control of the employer, to avoid legal liability.

Ethical implications of the scenario and measures that address ethical issues

The primary ethical principles associated with this scenario include fairness, respect, responsibility, and protection from harm. Racial discrimination and harassment in the workplace are perceived as ethical failing due to a culture or practices of disrespect, unfairness, and harm (Elias & Paradies, 2021). It is a violation of human rights due to an unjustified distinction created by the nature of the work environment or policy failures. Racial discrimination impacts negatively the work environment and the company at large. Employees who are harassed and singled out by other employees, including managers and supervisors, feel unheard and unprotected by the company. It creates a toxic environment, forming divides between employees that are detrimental to the company. Employees of other racial and ethnic minorities or nationalities would fear engaging or collaborating meaningfully when the company does not protect them from harassment and discrimination. It would mean increased absenteeism, turnover, poor performance, bad PR, loss of income and litigation, and damaged relationships with other companies that employ an anti-racist or anti-discrimination approach.

Under the ILPA Industry Code of Conduct Guidelines, all individuals should be treated equally in an organization, and a company should not tolerate discrimination based on age, gender, race, religion, sexual orientation, family status, disability, marital status, or political beliefs (Institutional Limited Partners Association, 2018). The company can enforce such measures to prevent ethical failing and unethical behavior as a measure to promote ethical conduct in the workplace. The company should condemn discrimination and racism, protect employees from bullying and harassment, and promote a diverse and inclusive environment where employees respect each other’s differences.

References

Dobbin, F., & Kalev, A. (2020). Making discrimination and harassment complaint systems better. WHAT WORKS?, 24.

Elias, A., & Paradies, Y. (2021). The Costs of Institutional Racism and its Ethical Implications for Healthcare. Journal of bioethical inquiry, 18(1), 45–58. https://doi.org/10.1007/s11673-020-10073-0

Hahn, R. A., Truman, B. I., & Williams, D. R. (2018). Civil rights as determinants of public health and racial and ethnic health equity: health care, education, employment, and housing in the United States. SSM-population health, 4, 17-24.

Institutional Limited Partners Association. (2018). Code of conduct: harassment, discrimination and workplace violence: Guidelines for the private equity ecosystem.

Lund, N. (2020). Unleashed and Unbound: Living Textualism in Bostock v. Clayton County. Clayton County (July 14, 2020). Federalist Society Review, 21, 20-15.

Michaels, D., & Wagner, G. R. (2020). Occupational Safety and Health Administration (OSHA) and worker safety during the COVID-19 pandemic. Jama, 324(14), 1389-1390.

Sadeh, H., Mirarchi, C., Shahbodaghlou, F., & Pavan, A. (2022). Predicting the trends and cost impact of COVID-19 OSHA citations on US construction contractors using machine learning and simulation. Engineering, Construction and Architectural Management, (ahead-of-print).

Shepherd, S. M. (2019). Cultural awareness workshops: limitations and practical consequences. BMC Medical Education, 19(1), 1-10.

 
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Nursing Case Study Calculations

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Nursing Case Study Calculations

Nursing Case Study Calculations

  1. Read Case 12-2 of the textbook and answer the related questions using information gleaned in Chapter 12.
  2. What challenges in conducting business across cultural divides does this case demonstrate

Language barriers are a significant problem for international businesses or those conducting business across cultural divides. Even the most experienced companies still struggle with language barriers and run into problems with suppliers or partners. In this case, the language business between Bryan and the Chinese manufacturer creates miscommunications that threaten the business relationship and plans abroad. The dependence on software translation is also an issue because software translations can be inaccurate due to inconsistencies like improper tone usage, wrong word placement, or use of local slang and idioms. Cultural differences are also evident in this interaction, especially with the use of “Sweetheart…” at the beginning of a sentence, which might be a direct translation of how Chinese people approach a sentence or an interaction in their culture.

  1. What specifically would you suggest to Bryan as the next step?

I would recommend using a human translator with immense experience and understanding of both languages and cultures. Human translators have higher accuracy and can understand beyond words, including local slang, intonation, cultural norms and practices, and word formations (Way, 2018). Talking on the telephone with a human translator on speaker would help resolve the language barrier hindering communication and putting the business relationship at risk. I would also advise Bryan to take lessons and learn the Chinese language and culture because, in the future, he might engage with more Chinese partners, suppliers, and manufacturers.

  1. Read Case 12-3 and write the 3-page team memo (individually, not as a team).

Memo

TO: Human Resources Manager

FROM: Human Resources Training Specialist

DATE: March 17, 2023

SUBJECT: Preparing for Sonora

 

I am writing to inform you regarding the criteria for selecting managers and the training program that will be adopted as the company prepares for Sonora. Based on my knowledge and experience of the two cultures, although the US and Mexico are neighboring countries, there have significantly different cultures that impact business and interactions. Extending our business to Sonora would require an understanding of the Mexican culture and the differences between the United States and Mexico in business.

Criteria for Selecting Managers

Managers transferring from the US to Mexico would experience a culture shock due to the variation in cultures of the two countries. Therefore, managers selected should demonstrate intercultural management skills, preferably having some form of previous interaction or experience of the Mexican culture and people. The manager should be flexible and accepting of changes because of the potential cultural shock. Another criterion would check whether a manager can communicate clearly and effectively with colleagues from different backgrounds, given that our current working environment is already diverse with employees from different ethnic groups and nationalities. The managers will also be assessed for their ability to build and nurture effective and efficient transnational teams and demonstrate strategic global thinking.

The manager is responsible for ensuring clear and coherent communication, free from intercultural misunderstandings between co-workers from the United States and Mexico. In this consideration, the managers will be assessed for their ability to display awareness to supervise employees’ entrance into a foreign work environment, oversee effective and appropriate selection, monitoring, and guidance of the company’s representatives serving foreign interests, and negotiate conflict emanating from the intercultural differences. Generally, managers will be selected under the following criteria 1) strong communication skills, including nonverbal communication, empathy, active listening, and conflict resolution; 2) independence, encompassing confidence, sense of initiative, decision-making, and self-knowledge; 3)  problem-solving skills, including creativity, resourcefulness, troubleshooting, and case analysis; 4) adaptability, including cooperation, flexibility, and patient; 5) foreign language skills, with additional skills like critical thinking and sociability; 6) collaboration skills, including diplomacy, leadership, and positivity; 7) cultural awareness, including the understanding of similarities and difference between the US and the Mexican cultures.

Training Program

Cross-cultural training or cultural sensitivity training and education is necessary for transferees moving to Sonora. Despite cultural awareness being a selection criterion, more training and education are required to enhance cultural awareness and understanding and prepare transferees for the cultural shock, bolstering their ability to work effectively in a foreign country and sustain productivity. The training is also needed to improve communication and understanding between individuals of the two countries, minimize the potential for conflict at the workplace, help transferees adapt to the new culture, and enhance creativity and overall work quality. The training program will cover language learning, large cultural variations, nonverbal sensitivity, managerial philosophies, and organizational cultures. The training will also address cross-cultural adjustment strategies for employees and their families, business behavior and cultural etiquette, and strategies to manage cultural shock.

Language learning will introduce transferees to the Mexican official language to enable and enhance communication between transferees and local employees in Sonora. Language learning will generate a virtuous cycle of understanding each other and unite the two cultures. The transferees will learn to listen, read, and speak Spanish before moving to Mexico. Employees will also be educated about the large cultural variations between the two countries, including the interdependence and good for all attitude in Mexico, compared to the U.S., where people are more independent. Mexicans are less straightforward, with more use of idioms and poetic language, unlike Americans, who are more straightforward. Mexicans expect polite use of Jargon, including in email addresses. Mexicans tend to be more hierarchical, and Americans are more egalitarian, which can be a management issue. There is a tendency for Americans to value the self, while Mexicans value the collective. Additionally, Transferees should be prepared for the difference in foods and cuisines in Mexico. These aspects will be addressed during the cross-cultural training to make it easier for relocating employees to adapt to the Mexican culture.

Nonverbal sensitivity will help transferees recognize communication of feelings, intentions, and attitudes from nonverbal expressions of the voice, gesture, body posture, and voice. Fundamentally, employees should understand the difference in nonverbal expressions, considering that U.S. nonverbal gestures are more confrontational, and Mexicans could feel intimidated and uncomfortable. Mexicans communicate with gestures, and common gestures include touching arms and shoulders and patting backs when embracing. In Mexico, hugging and kissing when greeting is the norm to establish a rapport. There are gestures for agreement and disagreement, which transferees should learn and understand to make communication easier. Managing in Mexico can be a challenge, although not significant as before because cultures are converging. Management in Mexico is more hierarchical compared to the U.S., where the company is more decentralized. Employees also respect the hierarchies, and communication between managers and employees is more formal. Establishing trust is also a vital management attribute. Transferees should also learn about the political and legal differences in the Mexican system, which can be an obstacle to managing in Mexico. The training program will address all these aspects to prepare to relocate employees for Sonora.

 

  1. Explain the four axioms of conflict according to Watkins, and how each relates to communication.

According to Watkins (1974), conflicts involve two or more parties, conflicts occur due to perceived mutually exclusive goals, conflicts involve parties who may possess varying values or perceptions, and conflicts are resolved only when each side is satisfied that it has won or lost. The first axiom provides that communication is an essential component in conflict development, considering that conflict involves at least two parties. Therefore, it is vital for managers to understand communication interactions that can lead to conflict and functional communication patterns after conflict resolution. Managers should be good communicators to help resolve conflicts (Watkins, 1974). The second axiom provides that conflicts develop result from perceived mutually exclusive goals that exist due to differences in values and perceptions. Good communication would ensure that parties have a shared goal that satisfies both individual goals (Veltsos & Hynes, 2021). This axiom implies that conflict is vital in developing shared or superordinate goals. Thirdly, conflicts develop between parties with varying values or perceptions. The difference in the value system is the challenge managers have to address to resolve workplace conflict. Finally, conflict can only be resolved when each party feels or is satisfied that it has won or lost. A win-lose situation is common in many cultures, including law courts and elections. However, a win-win situation is also possible when both parties develop shared goals during conflict resolution.

  1. You are the Human Resources manager for a small candle company. You have been tasked with teaching department managers who are used to practicing either avoiding, accommodating, forcing or compromising the win-win strategy of “problem solving.” Write a one-page memo to your boss that explains how you would teach this new strategy, and what you would tell the managers about how this approach differs from – and is better – the one they currently use.

Memo

TO: Boss

FROM: Human Resource Manager

DATE: March 17, 2023

SUBJECT: Teaching the Win-Win Strategy of Conflict Resolution

 

I am writing to provide details on how to train employees to adopt the win-win strategy of conflict resolution and its benefits. Avoiding, accommodating, forcing, and compromising are common conflict resolution strategies in the workplace. The avoiding strategy has low consideration for production and people. The accommodating strategy entails dealing with conflict by ensuring everyone is happy to maintain relationships. Forcing does not consider others’ acceptance, and its main focus is achieving production goals at all costs. Compromising is based on the assumption that half a loaf is better than none, falling between forcing and accommodating strategies, and every party comes out with something from conflict.

The win-lose situation is a norm in many situations, but the win-win situation is also a possibility and can be adapted for problem-solving. The win-win strategy adopts the mutual problem-solving approach rather than the combative one. Mutually acceptable solutions are possible, and management should incline towards this form of problem-solving where employees or conflicting parties concentrate their energies on addressing the problem rather than defeating each other. Compared with the other conflict resolution strategies, the problem-solving or the win-win strategy fosters cooperation rather than competition, establishes trust between parties, reduces status differences, and helps find mutually acceptable solutions.

To implement this strategy, I will educate to managers use neutral instead of emotional terms, avoid absolute statements, ask open-ended questions, ensure parties are communicating on a similar wavelength by repeating key phrases, adopt terms understood by both parties, avoid interruptions, adopt effective listening skills, and understand the importance of physical arrangements. Key steps to achieving a win-win solution include maximizing environmental conditions by reviewing and adjusting conflict conditions, perceptions, and attitudes. The next step involves adopting Dewey’s problem-solving process of defining the problem, analyzing the problem, brainstorming alternatives, creating criteria for a good solution, and assessing alternatives utilizing independently established criteria for a good solution. These principles and problem-solving steps will allow managers to develop mutually acceptable solutions.

References

Veltsos, J. R., & Hynes, G. E. (2021). Managerial communication: Strategies and applications. SAGE Publications, Incorporated

Watkins, C. E. (1974, March). An analytical model of conflict: How differences in perception cause differences of opinion. Supervisory Management 41, no. 3, 1-5 https://eric.ed.gov/

Way, A. (2018). Quality expectations of machine translation. Translation quality assessment: From principles to practice, 159-178.

 
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NRNP 6645 WEEK 7

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NRNP 6645 WEEK 7

NRNP 6645 WEEK 7: Humanistic–Existential Therapy

NRNP 6645 WEEK 7: Humanistic–Existential Therapy

Introduction

Psychotherapy helps treat a myriad of psychological, behavioral, and cognitive disorders, problems, and their symptoms and is perceived as the primary approach in mental healthcare management. Psychotherapy is often used alongside pharmacotherapy to enhance treatment effectiveness and quick recovery (Locher et al., 2019). Different types of psychotherapy exist and are perceived as suitable for different mental health conditions and disorders and varying patient circumstances. This paper addresses humanistic-existential therapy and contrasts it with cognitive behavioral therapy based on primary themes, modes of application, expected outcomes, and the therapist’s role.

Description

The primary aim of humanistic-existential therapy is to foster self-awareness and personal growth, focusing on people and who they are in their current state. This approach strongly emphasizes the individual and their current state and encourages them to accept individual responsibility for their current state and the consequences of their action (Robbins, 2021). Most individuals are reluctant to accept that they are responsible for who they are and their current state and spend much time blaming others. humanistic-existential therapy revolves around the relationship between the provider and the patient and practitioners helping patients discover themselves and enhance self-awareness of who they are and the world around them (Robbins, 2021). Accepting responsibility for their actions and who they are can help address their resistance and help them have a more meaningful existence. The focus is on self-searching and meaning. Cognitive behavioral therapy combines behavioral and cognitive therapies. It emphasizes the learning’s in developing normal and abnormal or unaccustomed behaviors, adopting the cognitive approach, which focuses more on what individuals think rather than do (Robbins, 2021). The primary aim of CBT is to deal with dysfunctional thinking that causes dysfunctional emotions and behaviors, assuming that people can change what they do and how they feel by changing how they think and reason.

(NRNP 6645 WEEK 7: Humanistic–Existential Therapy)

Differences between Humanistic-Existential Therapy and Cognitive-Behavioral Therapy

Humanistic-existential therapy is rooted in the understanding that human experience influences the current state and that individuals are more responsible for who they are today. According to this approach, individuals develop psychological issues or disorders when they fail to make authentic, self-directed, and responsible or meaningful decisions about their lives (Solobutina & Miyassarova, 2019). Interventions associated with humanistic-existential therapy aim at enhancing the individual’s self-awareness and self-understanding. The core words and themes are acceptance, growth, responsibility, and freedom. The approach stresses that people have the capacity for making decisions and self-awareness, focusing on the individual or the person as having an inherent ability to maintain healthy, constructive relationships and make decisions that benefit oneself and others (Solobutina & Miyassarova, 2019). This approach influences my PMHNP practice by guiding me to focus on helping people gain freedom from disabling assumptions and attitudes to live a more fulfilling life. It also stresses that I adopt existential philosophies to help the client make more authentic and responsible decisions to better their lives.

On the other hand, cognitive behavioral therapy (CBT) explores the relationship between cognition, emotion, and behavior. This approach focuses on automatic thoughts, cognitive distortions, and underlying beliefs as the primary aspects of cognition (Chand et al., 2022). The approach stress that cognitive distortions like an overgeneralization, minimization, disqualifying the positive, selective abstraction and dichotomous thinking and underlying beliefs affect reasoning and perception and interpretation of things and events (Chand et al., 2022). CBT is more structured and goal-oriented, involving the therapist and the patient working collaboratively to modify thinking and behavior patterns to bring about positive change and enhance the quality of life, which is a contrast to the humanistic-existential therapy that focuses on helping people through self-realization and self-understanding to make more authentic and responsible decisions. I consider humanistic-existential therapy more ruthless because it calls for the client to take more responsibility in their lives instead of blaming others people and things or events.

Why Humanistic-Existential Therapy was used with Client in the Video

The video selected for review has ‘Joe’ as the client, and he presents to the practitioner as feeling unwell and less alive. The client attended therapy sessions two years ago for anger issues, but the process was not effective in helping address his dysfunctional and unaccustomed behavior and actions. The patient complains of a lack of place orientation and has constricted feelings. The humanistic-existential therapy was selected to help the client enhance self-awareness and self-understanding and increase the capacity to make authentic and meaningful decisions. Adopting this approach would help “Joe” better understand his life with a better individual identity, purpose, and meaning in life and help develop quality relationships with other people. Adopting the CBT approach in this situation would focus on dysfunctional thought and behavior patterns that impact Joe’s life and how to address these dysfunctions to impart positive change. The outcome would be altered thinking and behavior patterns that would help Joe live a more fulfilling life.

(NRNP 6645 WEEK 7: Humanistic–Existential Therapy)

Conclusion

Humanistic-existential therapy focuses on the individual as a whole person with the capacity to maintain a healthy life and make authentic and responsible decisions. In contrast, CBT focuses on dysfunctional thinking and behavior patterns that are pervasive in a client and contribute to their mental health problems. Both theories emphasize bringing positive change to the inner individual and helping people gain more control over their lives through self-awareness and self-understanding and more positive thinking and behavior patterns. The therapist can complement or supplement each other in treating mental health conditions.

Supporting Sources

Locher et al. (2019) explore psychotherapy in detail. Robbin (2021) discusses an existential-humanistic approach to positive psychology, and Chad et al. (2022) discuss cognitive behavioral therapy and associated concepts. Solobutina and Miyassarova (2019) tackle the existential personality fulfilment dynamics in psychotherapy course. These studies are peer-reviewed and scholarly because they are written and reviewed by experts in the field with extensive knowledge and authority to address particular topics.

References

Chand, S. P., Kuckel, D. P., & Huecker, M. R. (2022). Cognitive behavior therapy. In StatPearls [Internet]. StatPearls Publishing.

Locher, C., Meier, S., & Gaab, J. (2019). Psychotherapy: A World of Meanings. Frontiers in psychology, 10, 460. https://doi.org/10.3389/fpsyg.2019.00460

Robbins B. D. (2021). The Joyful Life: An Existential-Humanistic Approach to Positive Psychology in the Time of a Pandemic. Frontiers in psychology, 12, 648600. https://doi.org/10.3389/fpsyg.2021.648600

Solobutina, M. M., & Miyassarova, L. R. (2019). Dynamics of Existential Personality Fulfillment in the Course of Psychotherapy. Behavioral sciences (Basel, Switzerland), 10(1), 21. https://doi.org/10.3390/bs10010021

 
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Health Care Ethical Dilemma Analysis

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Health Care Ethical Dilemma Analysis

Health Care Ethical Dilemma Analysis

Health Care Ethical Dilemma Analysis

Introduction

One of the fundamental obligations of healthcare professionals is confidentiality. Healthcare professionals should keep a patient’s confidential health information private until the patient approves sharing the information. Healthcare providers frequently receive personal information from patients. Trust in the doctor-patient relationship would suffer if confidentiality is breached. Patients would be less likely to provide private information, which might have an adverse effect on their treatment. The patient is more inclined to ask for assistance and to be as open and honest as possible during a medical visit when a trustworthy environment is established and patient privacy is respected. This paper explores confidentiality as an ethical dilemma in healthcare, the role of interprofessional collaboration in addressing the issue, ethical decisions to make in this dilemma, and how professionalism, integrity, and self-confidence can help resolve the dilemma.

The Ethical Dilemma

Patients share information with health professions to aid their healthcare process and inform diagnosis and treatment regimens. Patients expect healthcare professionals to maintain this information private and confidential and only share it with authorized individuals to third parties like family members after obtaining patient consent (Noroozi et al., 2018). However, some situations might limit confidentiality, creating an ethical dilemma where the principle of confidentiality conflicts with other principles like beneficence and nonmaleficence. An example is when an ex-husband comes to the clinic and inquires for information about his sick ex-wife, who they are co-parenting. The patient’s ex-wife is unconscious in the ICU and cannot provide consent. The ex-husband demands to know about the patient, pointing to his rights to the information because he still loves her, she was his ex-wife, the mother to his children, and they are co-parenting. The healthcare profession has to decide whether to share the information or not because the patient did not provide information about immediate family or person to share information with before undergoing the emergency treatment.

The ethical principles at risk in this dilemma

The principle of confidentiality forbids the healthcare provider from sharing patient information with third parties without the patient’s consent, and it urges providers and healthcare systems to implement security measures to guarantee that only authorized individuals have access (Noroozi et al., 2018). All team members have been permitted to access confidential information regarding the patients they are responsible for and are responsible for keeping that information safe from those who do not have access to provide patients with the appropriate treatment they need. The confidentiality of electronic medical records may face difficulties. Institutions are required by the Health Information Portability and Accountability Act (HIPAA) to establish protocols for computer access and security and policies to preserve the privacy of patient electronic data.

Confidentiality can be threatened when a family member inquires about the patient or wants to access patient records or information. The conditions for establishing an exception to confidentiality may not be met, even though there may be situations where the doctor feels compelled to provide information, for example, in response to a curious spouse or a family member. In general, it is not ethically acceptable to disclose information to family members without the patient’s express consent (Tegegne et al., 2022). The patient (and perhaps local public health officers) is still responsible for informing the spouse, not the doctor unless there is a specific potential of harm associated with the diagnosis or illness.

Additionally, unintended disclosures can also happen in several other ways. For instance, in a hurry, healthcare professionals can be tempted to talk about a patient on the escalator or another public area, yet ensuring patient privacy may not be viable in these situations. Similarly, additional copies of teaching conference handouts that include patient-identifiable information should be disposed of after the meeting to maintain patient privacy (Tegegne et al., 2022). Also, any identifiable patient information that is withdrawn from the security of the healthcare facility should be encrypted. Leaks of this nature constitute a violation of the patient’s confidentiality rights.

How the Christian worldview could be used to apply ethical patient-centered principles, values, and culture to this situation

Christian ethics, which aspires to love God and neighbor across every moral and ethical situation, is governed by God’s revelation in Scripture rather than other schools of thought. Loving God with all of one’s heart, mind, soul, and strength is the ultimate ethical obligation a person may have in Christianity. The obligation to love one’s neighbor as oneself is the second highest ethical obligation (Rheeder, 2018). In order for Christians to fulfil these moral commitments, they must submit to the principles of God’s Word and the Law of Christ. The ultimate aim of anything spoken, done, thought, and felt is to glorify God. Being a blessing to others and being a more virtuous person are two more overarching ethical objectives in Christianity (Rheeder, 2018).

The Bible cherishes secrets and forbids gossip, and God holds high the secrecy in intimate relationships with His people. The ability to have secrets and the decision to reveal them with close contacts is the foundation for confidentiality (Rheeder, 2018). People must stay silent or stick to speaking in an edifying manner in order to protect these secrets. The Old and New Testaments advocate maintaining secrets, edifying others through discourse, and disapproving of gossip (Rheeder, 2018). People should promise and commit to maintaining patient information’s confidentiality because these scriptural instructions are behavioral standards for Christian healthcare professionals, which is fundamental in addressing ethical dilemmas associated with confidentiality.

The importance of interprofessional collaboration when resolving an ethical dilemma

Interprofessional teams that actively collaborate to find, assess, and address ethical difficulties or issues to raise the standard of healthcare are how ethical challenges in the field of medicine are typically addressed. Because it enables the inclusion of all pertinent professional voices in talks about ethical principles in patient care, interprofessional collaboration is perfect for examining ethical issues (Kurtz & Starbird, 2020). Understanding the views and preferences of patients, their families, and the many professional players, such as clergymen, nurses, doctors, and therapists, is necessary to recognize ethical issues and respond to them. Engendering the opinions of all individuals engaged in making decisions, not only the client and families but also all other core professional partners, is fundamental to resolving patient confidentiality dilemmas since perspectives are widened, and solutions are myriad.

The ethical decision I would make in this dilemma

Health professionals have a moral and legal obligation to safeguard patient data from unauthorized exposure. The case established of the ex-husband demanding information about his ex-wife on the basis of loving her, being the mother to his children, and they are co-parenting is challenging because, as a healthcare professional, I would be pressed to inform someone close to the patient regarding the patient situation and treatment progress. However, the patient had not indicated someone close to share information with, and she is not awake to prove if the person presenting at the clinic is the ex-husband or if the information he is sharing is true. Therefore, I would maintain the confidentiality of the patient’s information until she is awakened after undergoing an emergency procedure that prompted her to be put in a comma for three days to fasten recovery.

How professionalism, integrity, and self-confidence all have a role in achieving a resolution in this ethical dilemma

Professionalism is among the most essential features of moral judgment and reasoning and a crucial skill for medical staff members to have alongside other technical and scientific abilities. Making healthcare decisions for patients entails being aware of ethical considerations (Kamali et al., 2019). Integrity says that rather than preaching an ideal and then acting in a way that is inconsistent with it, people should conduct themselves by ethical principles. A person’s subjective assessment of their ethical decision-making skills includes their capacity to recognize the competing values at stake, understand the expectations of their role, consider their skill and knowledge level, and assess their capacity to do the right thing in the given circumstance (Kamali et al., 2019). Therefore, professionalism, integrity, and self-confidence enhance an individual ability to make ethical decisions. For instance, in this case, I understand I have a professional duty to ensure patient confidentiality, and I need to work with integrity to uphold the principle of confidentiality and have the self-confidence to address the situation and inform the presenting ex-husband that the information cannot be shared until the patient wakes up to confirm his claims.

Conclusion

Ethical dilemmas present in many clinical situations where two or more ethical principles or personal, cultural, and religious beliefs and perspectives conflict with ethical principles and guidelines at the workplace. Confidentiality is a patient right and a professional obligation to secure patients’ information from unauthorized access. A confidentiality ethical dilemma can arise when a family member inquires about the patient’s information, but the patient has not provided consent or is not in the capacity, at the moment, to provide consent, like in the example above. In such a case, I would uphold the patient’s interest and professional and ethical duty to ensure the patient’s information’s confidentiality.

References

Kamali, F., Yousefy, A., & Yamani, N. (2019). Explaining professionalism in moral reasoning: a qualitative study. Advances in Medical Education and Practice, 447-456.

Kurtz, M. J., & Starbird, L. E. (2020). Interprofessional clinical ethics education: the promise of cross-disciplinary problem-based learning. AMA J Ethics. 2016; 18 (9): 917-924. doi: 10.1001/journalofethics. 2016.18. 9. nlit1-1609. https://journalofethics.ama-assn.org/article/interprofessional-training-not-optional-good-medical-education/2016-09

Noroozi, M., Zahedi, L., Bathaei, F. S., & Salari, P. (2018). Challenges of confidentiality in clinical settings: compilation of an ethical guideline. Iranian Journal of Public Health, 47(6), 875.

Rheeder, A. L. (2018). Respect for privacy and confidentiality as a global bioethical principle: Own reasons from a Protestant perspective. In die Skriflig, 52(3), 1-11.

Tegegne, M. D., Melaku, M. S., Shimie, A. W., Hunegnaw, D. D., Legese, M. G., Ejigu, T. A., … & Chanie, A. F. (2022). Health professionals’ knowledge and attitude towards patient confidentiality and associated factors in a resource-limited setting: a cross-sectional study. BMC Medical Ethics, 23(1), 26.

 
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PA910: Organizational Behavior and Leadership

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PA910: Organizational Behavior and Leadership

PA910: Organizational Behavior and Leadership

Self-Reflection and SWOT Analysis

INTRODUCTION

Personal development is a fundamental step in improving oneself and pushing toward self-fulfillment. Individuals are most likely to succeed if they know and understand their strengths and weaknesses and can exploit opportunities or address threats in their external environment. People have unique talents that they should exploit to the full extent and weaknesses that impact realizing their full potential. Understanding individual strengths, weaknesses, opportunities, and threats is a significant quality of an effective leader because they know what to work on and what to take advantage of to improve their leadership qualities. Notably, these aspects of internal strengths and opportunities display in various circumstances, affecting a leader’s approach in various situations. Therefore, leadership is not static, and there is no one approach to addressing all situations that require leadership. This belief aligns with Fidler’s Contingency Theory which posits that non one best style of leadership exists. According to Fiedler, an individual’s environment and circumstances influence the approach to leadership and leadership effectiveness.

DISCUSSION

Impact of Leadership Style

Fiedler’s contingency theory has significantly influenced my approach to and understanding of leadership. It also aligns with my beliefs and take on leadership because I have grown to understand that there is no one particular way a leader responds to all situations they face or all employees they encounter. The approach is different because different circumstances demand different leadership qualities, and flexibility is key to successfully addressing every situation.2 Leaders lead a group of people with different personalities and experience levels in the working environment, demanding different leadership styles when dealing with different types of team members.1 The contingency theory believes that the best way to lead relies on the circumstances and there is no one way to lead a team.

Fielder’s theory stresses that there is no one particular leadership style that fits all situations. Fred Fielder studied a leader’s personality and character and determined that a leader’s style has to match a specific situation to maximize effectiveness. Situations or events are contingent on someone or something, and leaders cannot structure their organization or lead their teams in one particular way.2 Based on the theory, leaders should identify their natural leadership style, often influenced by life experiences. The Least-Preferred Co-Worker (LPC) scale, which asks leaders to rate their feelings about working with specific people, can help determine the natural leadership style.3 I was rated 55-72 on the PLC scale, implying that I am a blend of a relationship-oriented and a task-oriented leader. This understanding is critical because I know how to respond to different types of employees with varying qualities and traits.

Also, Fielder’s Contingency Theory has impacted my situational control capacity and ability.3 I have improved how I relate with team members, the tasks assigned, and the power attached to my position in the team. I tend to focus on the trust level between the team and the leader because I understand that trusting the group influences a leader’s effectiveness. I also understand the importance of clearly communicating tasks and particularly elaborating on tasks’ strengths to bolster my situational control. I utilize a considerate amount of authority based on my positional power in the team to be in a better position to respond to situations and decide between reward and punishment. Generally, I strive to match my leadership style to different circumstances and events.

 

SWOT Analysis

A SWOT analysis is a method for analysis that aids in identifying both internal strengths and weaknesses and external opportunities and threats.1 Self-analysis, regarded as one of the most difficult jobs yet essential for personal development, is guided by SWOT analysis.1 An individual can discover more about themselves and create a plan to find direction in life by building on their strengths and minimizing their shortcomings by using the personal skills and traits of SWOT analysis.1

Strengths 

Various strengths relate to my leadership style and work environment, including self-awareness, situational awareness, and good communication skills. Self- and situational awareness are particularly useful while adopting Fielder’s Contingency theory because they help respond to different situations effectively. I also possess effective negotiation and conflict-resolution skills that allow me to work with employees of varying personalities and traits. I have developed my ability to work with various personal styles and approaches.

Weaknesses

I have individual weaknesses I need to work on to become a more effective leader, including a lack of trust in some team members, excessive connectivity, and failure to set expectations early in the encounter. I have issues trusting particular team members, which prompts me to keep monitoring their activities and requesting feedback constantly. This trait is bolstered by the traits of these employees, including a lack of self-drive. Constant monitoring is a weakness because I lose focus on other events occurring in the team. I am too connected with team members, making me omnipresent, which does not fit well with some members, especially the autonomous ones.

Opportunities

I can exploit various opportunities available to become a more effective leader, including new career paths that bolster leadership skills, knowledge and competencies. Adopting technologies, especially job monitoring and communication technologies, can unlock new opportunities because the work environment is highly digitized, hence the need to respond by adopting new communication technologies. There are many leadership conferences and networking events I can attend to build on my strengths and eliminate weaknesses.

Threats

Many obstacles prevent me from being an effective leader, including poor communication between the team and other teams or management, lack of alignment between some team members’ goals and the organization’s vision and goals, poor performance, and entitled attitudes within the team. Having these traits and personalities within the team is a threat to my leadership and affects the effectiveness of the group. The job environment is also changing drastically technology-wise, which, although is an opportunity, can threaten my leadership because of the need to adapt quickly to the changes.

Future Goals

In the next 2-3 years, my primary aim is to build on my strengths, work on my weakness, take advantage of new opportunities, and address threats in my working environment to become a more effective leader. I also aim to become a better mentor and build stronger, healthier connections with team members that align with various personalities and preferences. In the next 5-10 years, I seek to be more adaptable to change and growth and develop confidence and competence to make smarter decisions. Additionally, I want to enhance my emotional intelligence to help work with dynamic teams and team members. The best approach to realize these goals is continuing to learn to expound my leadership knowledge and skills and gaining experience by engaging in more leadership tasks and taking more leadership roles when working with teams and when opportunities present.

CONCLUSION

Leadership requires relationship-building, agility, adaptability, effective decision-making, critical thinking, problem-solving, and negotiation skills. These skills help a leader respond to various situations effectively because I believe that situations impact a leader’s approach. The contingency theory has been more impactful in my life and my understanding of leadership because it aligns with my belief that no particular leadership style fits all circumstances. I plan to build on my strengths, address my weaknesses, take advantage of opportunities around me, and transform weaknesses into opportunities or address those threatening my leadership effectiveness.

References

  1. Herman M. Creating a Personal SWOT Analysis. MRH Enterprises LLC. Fecha de consulta, 20. 2019.
  2. Popp, M., & Hadwich, K. (2018). Examining the effects of employees’ behaviour by transferring a leadership contingency theory to the service context. SMR-Journal of Service Management Research, 2(3), 44-62. https://econpapers.repec.org/RePEc:nms:nomsmr:10.15358/2511-8676-2018-3-44​:contentReference[oaicite:0]{index=0}​:contentReference[oaicite:1]{index=1}
  3. Shala B, Prebreza A, & Ramosaj B. The contingency theory of management as a factor of acknowledging the leaders-managers of our time study case: The practice of the contingency theory in the company Avrios. Open Access Library Journal, 8(9), 1-20. 2021.
 
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Discussion 2: Quantitative Research

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Discussion 2: Quantitative Research

Quantitative research presents information in graphs and numbers. It helps to validate or put to the test hypotheses and presumptions or establish a topic’s generalizable facts. Experiments, quantifiable observations, and surveys with closed-ended questions are examples of quantitative procedures (Wright et al., 2018). Qualitative research relies on current studies or adopts methods that do not involve numbers. It aids in understanding ideas, experiences, or concepts such as cultures, perceptions, religious beliefs, and social constructs. Individuals can gain comprehensive knowledge about poorly understood subjects through qualitative research (Tenny et al., 2017). Typical qualitative techniques include open-ended interview questions, written descriptions of observations, and literature reviews that examine ideas and theories.

Discussion 2: Quantitative Research

The validity and reliability of quantitative research must be supported by evidence. Quantitative research aims at maintaining objectivity or minimizing the researcher’s impact on data collecting. Similarly, some qualitative researchers also seek to establish validity and reliability (Wright et al., 2018). Procedures like cross-referencing and cross-validating sources during observations aim to be as objective as they can be. Qualitative researchers adopt specific frameworks, language, and evaluation standards to assess qualitative research and eliminate issues such as research bias or lack of objectivity (Wright et al., 2018). As an illustration, criteria for rigor such as credibility, transferability, dependability, and confirmability aim to determine the qualitative research’s accuracy, trustworthiness, and believability rather than its validity and reliability (Wright et al., 2018). Additionally, large, randomly selected samples are preferred in quantitative research, especially when the goal is population generalization. Instead, qualitative research or purposive sampling frequently concentrates on individuals likely to provide rich information about the study topic.

The proposed research study is about numerical data, and therefore, quantitative research is the most suitable methodology. The research study explores strategies and interventions to increase IPV victims’ identification, which will be quantified by the number of new cases reported and recorded after implementing the proposed intervention. Quantitative research will also improve the generalizability, validity, and reliability of the research study’s findings.

References

Tenny, S., Brannan, G. D., Brannan, J. M., & Sharts-Hopko, N. C. (2017). Qualitative study.

Wright, S., O’Brien, B. C., Nimmon, L., Law, M., & Mylopoulos, M. (2018). Research Design Considerations. Journal of graduate medical education, 8(1), 97–98. https://doi.org/10.4300/JGME-D-15-00566.1

 
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NR705-WEEK 2 Discussion-Prescreening Process

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NR705-WEEK 2 Discussion-Prescreening Process

Practice Question

The following practice question will serve as the basis of the DNP project: For adults with a history of Schizophrenia (P) in the inpatient setting, does the implementation of technology with motivational interviewing (I), compared with current practice (C), impact medication nonadherence (O) in 8-10 weeks (T)?

NR705-WEEK 2 Discussion-Prescreening Process

Process of Completing IRB Prescreening Supplement Form

Any project involving human participants requires IRB approval (Rooney et al., 2019). Chamberlain’s Institutional Review Board’s permission is needed to collect and or implement the DNP project, which involves schizophrenia patients, at the practicum site. The approval requires the filling of the IRB Prescreening Supplement. To complete the form, personal details are required, including student name, email, ID, project working title, practicum site name, preceptor’s name and contact, and key decision-makers’ contact details. The form is completed in various sections. Section I requires a description of the practice problem and the need for the project. Section II requires the provision of the practice question and the definition of the population. In section III, the student should provide a weekly implementation plan or protocol, generally, what will be done each week of the project implementation phase and the resources needed. Section IV requires describing a plan for educational offerings. Section V is the IRB completion that requires the student to thoroughly explain the data collection plan, measurable outcome identified in the practice question, names of tools and instruments used and their validity and reliability. In this section, the student should also elaborate a data analysis plan, identify statistical tests, plan to ensure participant’s confidentiality and safeguard data over time, and results dissemination plan.   The steps for the IRB prescreening review form include determining whether the project is “Research” as defined by the IRB, whether the project involves human subjects, whether the practice setting requires IRB review, and whether the project interacts with a vulnerable population. The last section of the IRB Prescreening Supplement Form involves confirmation of the various project aspects after completion.

(NR705-WEEK 2 Discussion-Prescreening Process)

Project Status

The project is still in the approval stage, but the research team is working with participants towards data collection, which will only be completed after IRB approval. However, the preparation is necessary, including explaining to participants what is expected of them, the method, instruments and duration of data collection. Generally, the team is in the initial stages of the implementation, and the organization I am working with is already aware of the project implementation, the intervention, and the involvement of schizophrenia patients in the study.

References

Rooney, L., Covington, L., Dedier, A., & Samuel, B. (2019). Measuring IRB Regulatory Compliance: Development, Testing, and Use of the National Cancer Institute StART Tool. Journal of empirical research on human research ethics: JERHRE, 14(2), 95–106. https://doi.org/10.1177/1556264619831888

 
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Discussion Rebuttal 2

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Discussion Rebuttal 2

Discussion Rebuttal 2

 The author offers a satisfactory and compelling argument on the importance of an abstract in research work publishing. The primary role of an abstract is to summarize, describe, sort, and index a scientific paper or research work. It highlights the key sections or points from the major sections of the paper and explains what the paper includes with sufficient detail to expedite categorizing the paper as relevant to readers’ interest and clinical work. Abstracts are vital because they help index articles in online biomedical and clinical databases and also facilitate retrieval and review of research papers.1 Effective abstraction is challenging because it must be sufficient and compelling enough to attract journal editors who screen hundreds to thousands of abstracts yearly to screen research work and clinical papers for preliminary consideration.1

Editors reviewing the manuscript focus on the abstract, and poor-quality abstract can dissuade the best experts from taking their time and effort to review and improve a paper because it would take more time to complete the peer review.1 The abstract gives the initial impression about the paper, although other parts of the paper are equally important, and a poor abstract can relegate the research work to literature search obscurity or discourage readers from putting the paper on their reading list.1 Also, potential referees concentrate on the abstract when invited by editors to review a paper. I would also stress the need to develop attractive and compelling titles because readers begin with the title before moving to the abstract.

References

  1. JoAnn G A. Writing for Publication 101: Why the Abstract Is So Important. Crit Care Nurse1 August 2017; 37 (4): 12–15. doi:https://doi.org/10.4037/ccn2017466
 
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