The Link Between Literacy and Recidivism Essay -- Literacy Essays

The website, literacy.kent.edu describes literacy as â€Å" being able to read and write at a level to be successful in today's world and also being proficient at math, knowing how to use technology, and knowing how to solve problems and make decisions.†(par. 1). So how do prisoners acquire these skills while they are incarnated away from the world? This is where literacy programs such as Literature-N-Living in Florida and Storybook Project come into play. Although these literacy programs seem minor to the world they are important to prison inmates, juvenile offenders and their community because studies show it can lead to reduced recidivism, positive attitude changes, and even enhance the prisoners own children's’ literacy. According to â€Å"Teaching Literacy in Order to Turn the Page on Recidivism† Emily Music stated, recidivism is â€Å"the tendency of a convicted criminal to relapse into a habit of criminal activity or behavior†(p. 723). What this means is that recidivism is the rate a criminal goes back to prison for committing a crime. Music also expressed that the key to reducing recidivism rates in the United States is decreasing illiteracy rates among juvenile delinquents(p. 724) Many studies since the 1990s state that the rate of recidivism goes down if there are options made available for inmates.Along with William Drakeford explaining in his study that the â€Å"Reading skills of the youth in corrections could improve given the opportunity to learn in a structure environment† ( p.143). A study in found inmates who did take this opportunity had a â€Å"59% lower recidivism rate than those who did not† (Walker par. 3).As long as prisons provide these literacy progr ams and if prisoners participate they have more than 59% less of a chance o... ...ybook Project.† Aid to Inmate Mothers. Web. 20 Feb. 2014 Music, Emily. "Teaching Literacy In Order To Turn The Page On Recidivism." Journal Of Law & Education 41.4 (2012): 723-730.OmniFile Full Text Mega (H.W. Wilson). Web. 4 Feb. 2014. TURVEY, Sarah, and Jenny HARTLEY. "What Books Can Do Behind Bars." Adults Learning 25.1 (2013): 30-31. Readers' Guide Full Text Mega (H.W. Wilson). Web. 3 Mar. 2014. Vacca, James S. "Educated Prisoners Are Less Likely To Return To Prison." Journal Of Correctional Education 55.4 (2004): 297-305. Education Full Text (H.W. Wilson). Web. 3 Feb. 2014 Walker, Karen, and Inc. (EPI) Education Partnerships. "High School Education In Correctional Facilities. Research Brief." Education Partnerships, Inc (2006): ERIC. Web. 1 Mar. 2014. Willoughby, Mariano. â€Å"Books behind Bars.† Los Angeles Times 30 Jan 2000: B2. ProQuest. Web. 5 Feb. 2014.

How Overfishing has undermined the Quality of Life in the Atlantic Region Essay

The Atlantic region of Canada has been affected by many issues that influence communities in various ways. Overfishing is one of such issues and has caused the formation of dissimilar opinions from the Government of Canada and communities in provinces such as Nova Scotia, New Brunswick, Newfoundland, Labrador and Prince Edward Island. The government is constantly putting pressure on fishermen by implementing policies   that bar them from fishing certain species of fish such as the Atlantic cod (Gadus Morhua) and salmon (Blanchette, 1994). On the other hand, fishermen in the Atlantic region are usually stressed because they cannot accumulate enough money to support their families because of the limitations and quota on maximum catch and type of fish species caught as directed by the government (Hauser & Carvalho, 2009). Thus, there is a dilemma on whether to mitigate depletion of fish stocks by limiting fishing activities or allow the fishermen more catch to improve their welfare. Government efforts to stop depletion of fish The Government of Canada as been concerned that uncontrolled fishing leads to rapid depletion of fish stocks (Hauser & Carvalho, 2009). This is true in view of the fact that uncontrolled or unregulated fishing encourages fishermen to devise many techniques of catching fish, some of which may be harmful to fish stocks in the long run.   In addition, uncontrolled or unregulated fishing encourages fishermen to encounter a lot of bycatch since they may use gear that captures many fish of undesirable size or species that are not required and ultimately discard them (Rothschild, 2007). In an attempt to mitigate depletion, the Government of Canada has implemented other limitation measures such as requiring fishermen to venture into the ocean to a maximum of 100 kilometers from the shore and the fishermen are not allowed to catch salmon or cod (Hutchings & Reynolds, 2004). But fishermen are of the opinion that they are entitled to fish anywhere in the Atlantic Ocean because that is their mode of earning a living. It is now evident that the quality of life of people in the Atlantic region has deteriorated because of the limitation imposed on fishing and the decline in fish stocks due to overfishing. This is discussed in the following section. Implications of the decline in fish stocks in the Atlantic region There are concerns that the limitations imposed by the government on fishing and the general decline in fish stocks has caused major job losses since many fishermen   have been forced   out of the fishing industry (Lauck et al, 1998). This has been translated to other industries such as fish processing factories that have realized declines in productivity due to shortage of fish, thereby implementing massive job cuts. Whereas fishermen and other communities in the Atlantic region express their frustration at the government’s decision to limit fishing, there is evidence that indeed fish stocks have declined and if no corrective measures are taken the situation is bound to deteriorate. Marine biologists have expressed concern that the Atlantic salmon and cod populations have declined greatly and the two species are on the verge of extinction (Tegner & Dayton, 2000). The government has been discouraging fishermen from fishing the salmon and cod, instead advising them to target the seal (Tegner & Dayton, 2000). Although this may sound as a solution to the depletion of salmon and cod, it is not a very good idea since the seal is not very popular among the community and is equally endangered. Fishermen have argued with the government over this problem and no agreement has been arrived at yet (Tegner & Dayton, 2000). The government has noted that the high concentration of fishermen in the Atlantic region is the cause of overfishing and would like to discourage this by ensuring that the fishermen are dispersed (Lauck et al, 1998). But this move tends to discourage fishermen from their occupation since they are fond of going fishing as a community. This notwithstanding, the current situation is that fishermen continue to capture young salmon and cod (recruitment overfishing), which hinders continuity of the fish population. Case study: Newfoundland High rates of depletion of fish in Newfoundland (figure 1) have had major ecological and economic implications in recent decades. Many species of fish have been lost, thus posing a risk of collapse of the Atlantic fishery. Consequently, the Newfoundland region has lost a precious source of food, which was depended upon by people for dietary purposes, social values, and economic purposes. Newfoundland province is one of the areas that have recorded highest rates of job loss due to fishermen’s withdrawal from fishing. Singe 1992, Newfoundland has been identified as the region that recorded the worst collapse in the fishery industry, particularly the cod fishery. The collapse of the fishery industry was caused by a long period of mismanagement characterized by overfishing. The corollary of the collapse of the fishery was that as many as 40,000 people lost their sources of livelihood and the ecosystem went under a condition complete decay (Blanchette, 1994; Myers, Hutchings & Barrowman, 1997). Today, almost 17 years after the collapse of the Newfoundland fishery, fishermen are still waiting for cod stocks to stabilize; but the tussle between the government and fishermen remains. As a result, the Newfoundland community fish-eating culture has undergone a significant transformation. Many people have turned to eating crabs as a delicacy to supplant the cod, a contrast to the common opinion that the crab is a nuisance to many people in Newfoundland (Rothschild, 2007). The situation in Newfoundland presents major issues that need to be addressed. One is that overfishing changed the once economically vibrant Newfoundland fishing community to a state of dependence on other economic activities that are not as viable as fishing. Secondly, there is a slim chance that the fishery will improve since anglers still insist on having rights to access the fishery. The insistence by fishing communities to fish in unproductive waters shows how important the fishery is to the community; yet overfishing has increased the people’s dependence.

Managing Improvement Essay

AC 2.1: Assess an opportunity for innovation and improvement in own organisation As already discussed in Section 1, business productivity and change cannot occur without effecting people’s psychology to effect change. I initially felt that supervision would be fundamental to addressing and identify issues to allow reflection to plan a way forward to address issues, such as, performance management, productivity, effectiveness and understanding the views of the individuals to effect and improve individuals and team goals, and linking this to the business plan. This approach I felt would assist in establishing the individual’s goals to reaching and exceeding key performance indicators, such as completing assessments within timescales, as communication would be flowing in respect of planning and execution, as change can only be effectively implemented through proper planning and communication (Peter, 2006) â€Å"For supervision to be effective it needs to combine a performance management approach with a dynamic, empowering and enabling supervisory relationship. Supervision should improve the quality of practice, support the development of integrated working and ensuring continuing professional development† (pg 141, Tilmouth &Quallington, 2012). An example of this is ensuring workers understand why performance targets are in place. For example if a worker is told they have to have a assessment completed within a specific time but are given no reason for this then their motivation to complete the requested assessment does not occur. However, if you explain that delay in assessments create delays in services that are provided for children, and this could have a detrimental impact. This therefore gives reason and creditability to a worker which gives meaning and this can result in the work being completed as required and therefore  ensuring targets are met in respect of time management in line with the identified business plan, and guidance and audits in respect of Ofsted are met. Crawford 2013, would agreed with me as he believes that failure in executing change is not due to the strategy but in the way the change is delivered and executed in respect of staff psychology (2013, Building and Effective Change Management Organisation Second Edition) I realised by giving reason and understanding as to why such deadlines and expectations were in place and allowing staff members to reflect on this, putting ideas in place, such as how work load management could be addressed. This not only motivated staff but this effected a change in their views regarding their own practice, this conspired to have a positive ripple effect with regard to service delivery as a whole unit. This approach also assisted in addressing areas that Ofsted had risen especially with regard to listening and communicating with staff to effect positive change and also how we could improve the current work load management system. This saw an increase in productivity and we as a team were going over and above the expected targets in all areas in respect of services; service delivery and identifying services that would be efficient with regard to addressing concerns and putting appropriate interventions in place instead of reverting to crisis management like we had been criticised for previously. Nevertheless, issues continued to be identified with regard to achieving in all areas of the business plan for example issues around cost, consistent supervision and identifying training needs. This was due to implications in respect of policies and procedures, as there was no system in place that could â€Å"assess† workload management and also consider what was needed to monitor the success and efficiently in respect of meeting the services users needs, Ofsted and also issues such as cost, especially as overtime had significantly increased to ensure timely responses and reduce delay. This therefore was not addressing the issue with regard to productivity and effectiveness. I also sensed that delays in some respects were being created to enable staff to claim money with regard to overtime. Therefore, I was still identifying issues in respect of staff member’s psychology in respect of meeting targets as their views still appeared disjointed and addressing  this and progressing staff through change with regard to addressing work load management in respect of meeting all key performance indictor would initially be a difficult task to achieve especially in respect of meeting the business plan and Ofsted’s expectations in relation to areas such as cost, consistent supervision and guidance in respect of work load management and training need. Therefore this created an opportunity for me to develop a system to improve work load management and create systems to enable work load management to be audited to ensure it was meeting all the requirements with regard to the business plan and Ofsted. AC 2.2: Justify the improvement identified, in the context of organisation objectives As already discussed it became apparent that the workload management system needed to be developed and changed to enable staff to meet the required targets, especially as current policy and political agenda was highlighting this as a significant issue in respect of work load and work load management (Munro 2011). As this was known to be impacting on production, cost and linked to serious case reviews throughout the UK. I found within all political agenda, the local authority business plan and Ofsted, their reference to work load, considered and discussed the number of cases people had, but no consideration was given to the complexities of the cases and therefore impacting on the time and resources that would be required. I believed this was having a significant impact on moving forward and assessing issues such as productivity, staff member’s development/training and cost. Therefore, a system needed to be in place to evaluate and identify staff member’s workloads which could address and assist with the issues raised above. Furthermore within team meetings this issue was being raised by staff members. Therefore, I considered that a system was needed that looked at not only the number of cases people held but the level of complexity and this in my opinion could be a fair system than people being given a set number of cases. In order to address, assess and justify the improvements required I needed to look at a framework to assist me in how to effect the change to improve work  load management in respect of this. This was how the â€Å"point† system was born. I will discuss further within the next sections how this system was developed and the justification for the system. Within the current environment I work in today Solution Focused Approach is applied to all parts of the business, this includes problem solving, reviewing and acknowledging what is to be achieve, by analyse and identify – including what works well and what may have to be done differently to achieve and then of course making adjustments and taking a step forward to make the changes. Although this theory I felt would be useful in respect of assisting with the psychology of change and the transition through change with staff I felt I needed a theory which would assist me in pinpoint the issues and identifying quickly innovation and changes required in order to put actions in to place and put timescales around those actions. In order to monitor success and of course address areas for development Therefore, I believed that the SWOT analysis would enable me to understand the issues, review innovation and of course implement the change. This method would also assist in the justification of change or identify if change was necessary. Swot Analysis is a structured planning method used to evaluate strengths weakness opportunities and threats involved in undertaking a task or project. This enables the internal and external factor to be considered with regard to achieving an objective. Helpful Harmful Internal Origin Strengths Complexities of work would be identified and levels in respect of right members of staff completing the work would be identified. Clearer planning and time scales with regard to staff meeting targets as the  level of complexity had been identified. Identifying training needs Creating a clear guide for supervision with regard to performance management that promotes consistent supervisions as the format used would be in place throughout the local authority. Targets being incorporated into one document would be able to monitor key performance indictors Cost as this could reduce overtime as this could assist with staff not being overloaded. Weakness Staff not buying in. The points system being business and performance lead and not addressing the personal aspect in respect of the individual. This would result in limited buy in from staff and the transition of change being hindered and placing barriers with regard to change. Time in respect of managers having to review and implement the points system Assessment not being completed to an appropriate standard as focus being on time and work load. External Origin Opportunities Productivity and efficiently with regard to services users having their needs met. A more effective service Reduction in public spending Threats Cost regarding change of systems Not meeting Ofsted’s standards resulting in failure This Swot Analysis enabled me to consider and plan a framework in respect of how a pointing system could work. I developed a pointing system in respect of weekly expectations and identified points for a number of tasks that had to be undertaken throughout the week. I also consider other issues that would also need to be taken into account including staff member’s personal issues such as holidays and training as I knew they would also have to be considered and reflected within the points systems. I also realised that this tool would assist in the justification of paying overtime as if staff members were over pointed then overtime could be paid. The points I developed were reflected as the number of hours a week a member of staff works and the more complex the case the higher the points were increased. I also consider guidance that was provided from the government and Ofsted in respect of caseloads and the management of case loads to ensure the point system met all their requirements. The points plan was then put before senior management and was approved to be used under a pilot scheme to see if this had a positive change in respect of work load management, for example, productivity (consistent supervisions as a guide would be in place regarding performance management), identifying training needs and cost. AC 2.3: Use a range of techniques to generate innovative options to deliver the improvement identified Although I had used Swot Analysis in respect of planning and developing change as I knew a change needed to happen. I was still in a position in which I did not know how to go about delivering it. Where did I start? Whom did I involve? And how did you see it through? I therefore recognised that I needed a methodology to assist me in taking leadership in effecting and assess the change that I was trying to achieve.  I found there was numerous methods, tools and models, each with their own strengths and weaknesses. However, as previously discussed and identified by Hiatt and Creasey (2012), I needed a methodology that would not only engineer an approach to improving business performance but would also address the psychology to managing the human side of change. I considered Prosci Change Management Methodology Maturity Model as this focuses on the â€Å"the people side of change†. â€Å"The model reinforces the need for individuals to change and understand change by instilling: Awareness: This is recognizing the need for change. Desire: Who needs to participate in the change? Knowledge: Who has the knowledge to guide the change? Ability: Who will implement skill sets and change behaviours? Reinforcement: Who will lay the foundation for change initially and for the future?† (Hiatt & Creasy, 2012) However this focused too heavily on the individual and I needed a model that not only looked at the individual psychology to change but also engineered an approach to improving business performance, in which a leadership role could be filter though and assist in an opportunity to reflect to ensure the changes being made when beneficial for staff, meeting the business plan and also meeting the guidance set out by Ofsted. If this was incorrect then the consequences would be detrimental resulting in the local authority failing. Therefore a process was require in which the change could be constantly reviewed and adapted to ensure it was meeting all the needs initially identified. I found most methodologies that I reviewed derived from Kotter’s 8 steps to change. Kotter 1995 identified an 8-Step process for leading change. The key principle covered by each of these steps relates to establishing strong leadership, people’s response, ability and approach to change. Step 1: Establishing a Sense of Urgency Step 2: Creating the Guiding Coalition Step 3: Developing a Change Vision Step 4: Communicating the Vision for Buy-in Step 5: Empowering Broad-based Action Step 6: Generating Short-term Wins Step 7: Never Letting Up Step 8: Incorporating Changes into the Culture. Therefore this model would allow me to see where the business was at the present time and identify areas of improvement and the strengths already in place. It would assist in steering it in the right direction and put actions and goals in place to meet the short and long term objectives, not only identified in the business plan but also in respect of Ofsted, services user’s needs and staffs needs. AC 2.4: Evaluate options for generating the proposed improvement to determine feasibility and viability As previously discussed and highlighted in Section 1, a work load management scheme was in place and it had been deemed appropriate although it was raised that there was still areas that needed improvement which had been raised in the Ofsted inspection in 2013. This needed to be addressed and reviewed in order for improvements to be seen in respect of Stockton’s rating in relation to Ofsted. The areas as already discussed were in respect of supervision, timeliness of social workers responses and assessment in respect of service delivery and cost. And as discussed although there was a system in place which was deemed to be appropriate, it was evident from staff, senior management and Ofsted that this had to be developed to meet the needs of the service as it was still creating inconsistencies in the areas raised above. Therefore the system I reviewed and planned would, and was evaluated to create the outcomes we were trying to improve in the areas identified. It would be keeping in line with the business plan and the expectations of Ofsted but also with what staff members were requesting to develop a system that assisted them in the day to  day management of their workload. It appeared feasible to put this plan into place as it appeared achievable as it was in line with all the recommendations and there was already a foundation for this to be built upon with the current work load management system in place. Also the cost to the development and structure of this plan would be minimal and could hopefully see a reduction in government spending. However, I recognised there could be disruptions to the delivery and putting the plan in place with regard to the new workload system, in relation to how this was rolled out and managed with the organisation. Especially, if it was not conveyed appropriately as resistance would occur and internal and external factors already previously discussed would be impacted upon and not appropriately addressed. This would therefore create a barrier and could potentially prevent the change from occurring , therefore not addressing the issues raised by Ofsted and Ofsted potentially failing the local authority as the issues identified in the previous audit had not been addressed. Learning outcome/ Section 3: Be able to lead and manage change within a organisation, planning and implementing a project to meet, and if possible exceed, customer expectation AC 3.1: Create a change in management and improvement plan that is designed to meet and possible exceed customers and other stakeholders expectations Therefore to address the issues raised in section 2 of this assignment I used Kotter’s 8 step process, 1995, to assist me and lead the change in respect to putting the work load management â€Å"points† system in place to change how work load management was evaluated and reviewed. This is how I approached it: – In respect of Step 1: Establish a sense of urgency: As already identified for a change to happen it helps if all involved wants  the change to happen. It was already identified that this change was wanted by all, including Ofsted, senior management and ground staff. Therefore this created a sense of urgency and as already discussed these issues had been raised from supervisions, team meetings management meeting and Ofsted audit. This therefore sparked the motivation required, and although ideas had been formed people were also contributing and providing ideas to establish a way forward. As already discussed this was not about focusing and criticising individuals on what was not working but providing an honest and transparent dialogue about expectations and the impact it has on as whole in respect of Ofsted, services users and staff themselves. This created a positive vibe in respect of doing things differently in relation to work load management. Kotter 1995 suggests that for change to be successful over 75% of the work force involved has to buy into the change. This was why I worked hard within individual supervision, team meetings and management meetings to create and build a sense of urgency as I recognised appropriate preparation was required so everyone involved could move to the next step and be confident that they felt a change was required and that they would buy into this change. Step 2: Creating the Guiding Coalition I recognised that I had to stand strong as a leader and have clear conviction as to how the change would not only impact staff but would be beneficially in respect of meeting Ofsted targets and the business plan, for example, to using this as a tool to develop supervision so supervision became for consistent. I realised if I had key significant people support this vision that they could assist on the development of the change. For example the policy and procedure business manager found the ideas regarding the change regarding work load management would be beneficial and he believed it could be incorporated in to the current policies and procedures and recognised that this could have a positive effect in respect of meeting targets for Ofsted in a very innovative way. As a result of this a steering group was developed and incorporated in this group was myself, senior management, management and ground staff. Step 3: Developing a Change Vision As already discussed I provided my vision and plan which I had developed using SWOT Analysis. We used this tool as the bases to develop the idea I had initially formed. This enabled ideas to be tweaked slightly but it provided an overall vision which people could grasp and easily remember. This allowed people to see what was trying to be achieved and gave a sense of direction. From this a format, a tool regarding the points system and a points system was developed which was not only going to be used as a weekly guide for the Assessment Team but was going to be developed for all teams within the local authority but would be adapted for the needs of the individual teams. Once again bring consistency within the whole of the organisation. Step 4: Communicating the Vision for Buy-in I found that communication was key to any form of change and in the initial stages of the development, discussion were held constantly with everyone regarding how systems could be put in place to effect positive change with regard to workload management (in respect of delivery, reviewing and monitoring), and throughout the process I discussed progress and issues we were finding with everyone to prepare people for the change but also to make people part of the change. So many times i have found especially within local authorities â€Å"special meetings† are held to communicate a vision, however, in my view this does not assist with regard to preparing people and assisting people to go through that transition of change. I found talking about it at every chance assisted in people taking ownership of the change and being part of the decision making and also problem solving if issues did arise. It also helps for people to have a clear understanding and promotes a consistent structure. AC 3.2: implement the plan, monitoring progress against agreed targets Step 5: Empowering Broad-based Action When I reached this point I found the majority of the staff members were excited about the changes and were ready for it to commencement in respect of the overhaul in relation to work load management. However, I did find  there were a few people who were resisting with regard to the changes and were reluctant to see how the changes would be of benefit to them. They focused heavily on that their overtime would be reduced and they questioned how the points system would be monitor in relation to ensuring the point for the different levels of complexities were monitor and pointed correctly. I found there was justification in their concerns and realised quickly if these barriers were not addressed the feasibility and execution of the points system would fail, therefore, there had to be some consideration as to how this could be reviewed not only by management but by all including staff and Ofsted who would of course question why different levels of complexities had been pointed. I found the answer was already in place which had been highly commended by Ofsted and this was our Performance Indicator clinics. This system already reviewed on an individual/team basis the throughput of work. By adjusting this slightly we could still review the throughput of work but develop it to ensure the points and time given to different complexities of work married with the time given for work to be completed. This also would assist in the following step to see within a short period of time if the system was achieving goals which would boast motivation as people’s achievement would be highlighted immediately. The proposal of the slight changes in the performance clinic staff became empowered and became ready for the pilot scheme to commence. Staff members were feeling confident and were discussing the benefits to the system and this was already being structured into case and personal supervisions. This resulted in the pilot scheme starting. Step 6: Generating Short-term Wins As planned the system very quickly identified short term wins in respect of the distribution of work for example instead of people have 14 cases each, where one person may have 14 cases of high complexity and another may have a case load of 14 of low complexity people were feeling that cases were being evenly distributed and this was evidence by the points sheets being distributed to staff and senior management. Performance clinics were also identifying that the throughput of work was increasing as people cases were more manageable as they were being evenly distributed. It was also evidencing training needs for individuals to support them with the different  complexities of cases and in respect of cost we found that overtime reduced as people were managing to complete work in the required time. However, staff members were able to justify immediately if they required overtime, if they were over pointed and this had a positive motivating feel for all involved. As a result we developed as a team that instead of allowing assessments to go 45 days, assessment that could be completed at an early stage would be done so, and this was managed and reviewed within fortnightly case supervision, creating a consistent supervision guide. This developed a very positive attitude to work load management in which individuals were becoming accountable for monitoring and reviewing their own case load and giving them self time scales, which they were taking ownership of, with oversight from management. This had a significant change with regard to figures in respect of the turnover of assessment and when this was reviewed by the government statistics against other local authorities we were being commended for the assessment being completed in a timely manner and we did not have one assessment that went out of timescales which in this day and age is a huge achievement. To ensure assessment were still to a high level, assessment were still being quality assured by management and also being audit regularly by senior management and due to positive feedback this created a very motivated work force. Step 7: Never Letting Up Kotter 1995 argues that many change projects fail because victory is declared too early although we realised that this change was very positive and it was having a positive effects, we knew the long term goal would have to ensure that this system then assisted and filtered into all core business, for example rolling through the all the teams, ensuring a reduction in government spending and ensuring standards remained high in respect of Ofsted audit. We knew this was a bases that could be used and developed to meet the needs of all of the services but it needed to be continued to be built upon and opportunities would continue to be identified to improve the service. Therefore key to this was developing it and linking it to all core business which was initially discussed in section 2 by the business and policy and procedure management. Quick wins are therefore only the beginning of what is needed to be done to achieve long-term change, as each success provides an opportunity to build on what went right and identify what you can improve. Step 8: Incorporating Changes into the Culture. Therefore to ensure the changes stood we looked at rolling it out to all of the core business within the whole organisation. The feedback within the entire organisation from refuge collection to maintenance in respect of the points system was very positive as it was a system that was adaptable to meet every section of the local authority. In respect of senior management they had a system that clearly showed performance and identified areas of strength and weakness and what needed to be done to build on these areas, and in respect of staff they had a tool that assisted them on a day to day basis in respect of work load management. This assisted in the change becoming solid in the organisational culture and this has lead to positive support by everyone involved. This was reinforced further by the audit which I discussed in Section 1 in which Northumberland found the system that we developed was so exceptional that they believed that this would assist in the their organisation. This therefore is not only being seen in our organisation now but it is now being rolled out to other local authorities and positive feedback is being given and this continues to promote the support and the continuation of the change. Therefore when we are audited by Ofsted we hope the changes made will increase our rating as an effectively run local authority. Reference 2013, John Crawford. (Building and Effective Change Management Organisation Second Edition) [pdf] London: Crawford Consultant. Available at http://http://crawford consulting.org [Accessed 01/12/2014]. Hiatt, J.M.., & Creasey, T. J. (2012) Change Management the People Side of Change. Colorado, USA: Prosci Learning Center. Kotter, J.P. (1995): Leading Change, United States: Harvard Business School Press. Munro, E (2011) The Munro Review of Child Protection: A Child Centred System. London: The Stationary Office Limited 2006, Peters A.H. (Understanding and Managing Change) [pdf] Sydney, Australia: The Project Perfect White Paper Collection. Available at http://www.projectperfect.com.au [Accessed 7 November 2014]. Tilmouth, T., & Quallington, J. (2012) Level 5 Diploma in Leadership for Health and Social Care and Children and Young People’s Services. Oxon: Bookpoint Ltd.

Bad Therapy

In the book â€Å"Bad Therapy: Master Therapists Share Their Worst Failures† by Jeffrey A Kottler it shows how other therapists use psychotherapy and how the therapists deem certain sessions as bad therapy. When the authors began this work their aim was to create an opportunity by which some of the most prominent therapists in the field could talk about what they considered to be their worst work in order to encourage other practitioners to be more open to admitting their mistakes. The authors are among the 22 therapists who agreed to participate in the project.The result of the interviews, all conducted over the telephone is this collection of short and very readable accounts. The credentials of the list of contributors to the book are impressive. In the preface the authors explained that they selected the participants because all were prominent and influential, had a body of published work and years of clinical experience. Arnold A. Lazarus, a pioneer of Behavior Therapy is among the writers. Between them, the authors alone have written over 70 books on counseling and psychotherapy. The majority of these therapists are working in a public professional life.They write books, run training courses, lecture and demonstrate their techniques to large professional audiences. They produce tapes and videos of their work. Throughout the text there are many references to the anxiety stirred by the nature of the subject on which these therapists were asked to reflect this because of the possibility of a lawsuit and laws. Each chapter is a narrative account of the conversation the authors had with the therapist who was asked to talk about incidences in his or her clinical practice which evoked uncomfortable memories, feelings of regret or guilt, or a sense of failure.Strong emphasis is laid upon what can be learned from the mistakes. I found this and the more general reflections on the theme of what makes therapy bad helpful to me considering a career in the clinic al practice. The refreshing honesty of the therapist’s accounts that gave me a sense of the tensions that arise during these sessions, â€Å"projecting an image of perfection†, and â€Å"stories of miraculous successes† (p. 189) or the â€Å"stunning failures† (p. ix). These words made me reflect on the nature of idealization and its opposite, devaluation on what success and failure means in therapy.It also helped me to reflect on the high expectations we put on ourselves as therapist to train well and to be viewed as doing a good job in the eyes of our clients, peers, trainers and supervisors. There is an uncertainty to what we view as good and what is bad in therapy. Good and bad can become intertwined with emotionally charged meaning along the success-failure road and their use is dependent upon expectations of good techniques or good interpretations. The value of the ordinary human contact with the client can get caught up in an anxiety ridden preoccu pation with the right way of doing things.At the beginning of the book, the authors state that they â€Å"tried for a cross section of representative styles and theoretical orientations† (p. x). But none of the 22 contributing therapist practices in the psychodynamic tradition. The therapeutic relationship is known as being important and the interaction between therapist and client is very much the basis of what happens in these accounts but the term â€Å"transference† is used only once or twice and not explained.The term â€Å"countertransference† is used in several places and in the context of some exploration of interpersonal dynamics but this is not explained either as a concept or as a useful frame within which to understand what happens in the emotional field between therapist and client. One of the few exceptions occurs in the discussion between the authors and Richard Schwartz (p. 51-52) in which the therapist talks about the importance of noting counte rtransference thoughts or behaviors, commenting that many therapists do not think about their own emotional responses to their clients.In several accounts, the therapist was left with a hangover of guilt or regret as a result of the bad therapy practiced. If a detailed exploration of the transference and countertransference dynamics had been possible then I suspect the focus of what was bad might have been shifted from it being a bad technique or an unfortunate intervention or maybe strategy to the kind of understanding that psychoanalytic psychotherapists are more familiar with.Also the impact of unconscious projection and introjections upon ourselves and our client’s behavior or emotional response, an example was given of this occurrence in the first chapter when the therapist, Kottler, briefly describes how he got mad at a client who would not dump her abusive boyfriend, and told her not to come back because he could not help her and then hoped she received better care els ewhere from another therapist.If a way of attempting to unravel what happened in this session were to think about the repetitive actions of an explosive situation in the client’s life during the session, the conclusion that this was bad therapy would be different. The kind of understanding that a psychodynamically trained therapist or counselor brings on some of these accounts made gave me a sense of what could happen during a session, such as Jeffrey Kottlers confession to sometimes feeling invisible and irrelevant as part of the personal process he encountered in interviewing the contributors (p.195). Both authors remarked that the contributors did not â€Å"go deeper† (pgs. 195, 197). Neither really explains what they meant by this and I suspect a similar sentiment is felt by many therapists. I felt there was a certain lack of depth and substance to the book because of the absence of consideration of the workings of the unconscious mind. The meaning of â€Å"bad th erapy† must be deemed by individuals reading the book.But in the book bad therapy means â€Å"In summary, bad therapy occurs when either the client or the therapist is not satisfied with the result and when that outcome can be traced to the therapist’s repeated miscalculations, misjudgments, or mistakes† (p. 198). It would be very interesting to extend this question of what makes for bad therapy by opening a clinically orientated debate among psychodynamic counselors and psychotherapists. What is the difference between bad practice and bad experience in psychotherapy and counseling would be a good question to pose.Both the therapists and clients may from time to time have a bad experience of each other or of the effects of our words or of feelings which cannot be thought about or adequately contained in a single moment. If we are open enough to be available to receive our client’s projections and be affected by emotions unconsciously intended to be a commu nication, we will no doubt feel the bad emotions or the mental state being projected. It will be enough to call this countertransference.If a bad experience is not able to be recognized then transforming the experience into something understandable in terms of the need of the client or even the mental state of the therapist it could become an example of bad therapy. What makes for bad therapy cannot be limited to doubtful strategies or mistimed interpretations or the wrong techniques. We are human in relationship to another and constantly affected by the emotional impact the other has on us if we are not really emotionally present to the client for some reason or if the client is using the therapist to communicate his or her experience of not being responded to emotionally.The point is that therapists need to find ways of transcending the experience so that it can be understood or changed by being given the benefit of thoughtful reflection. This may be a result of consulting our int ernal supervisor or of talking with a trusted peer group or external supervisor or consultant. Another related question has to do with the responsibility we take upon ourselves for monitoring and understanding what we call countertransference. In the book the point is made, several times, which we can all too easily label or blame our clients for their bad behavior or resistance or ability to make us feel tired, angry or irritable.Are we so focused on what the client does to us and on using this as a helpful therapeutic tool that the therapist will lose sight of their own state of mind or emotion which Freud cautions in relation to countertransference may be interfering with therapist’s ability? We need our peer colleagues and supervisors to help monitor therapists state of mind and reactions to their clients so that the ability to enter into the experience of the encounter with the client does not turn into a case of bad practice due to the absence of reflective thinking or insightful monitoring.I would recommend â€Å"Bad Therapy† to both trainees and the more experienced counselors and psychotherapists for its very thought provoking and interesting content as well as the unusual opportunity to gain insight into the mind and emotions of the practitioner at work. Reference: Kottler, J. A. , & Carlson, J. (2003). Bad therapy: Master therapists share their worst failures. New York: Brunner-Routledge.

Analysis adolescence Essay Example | Topics and Well Written Essays - 3000 words

Analysis adolescence - Essay Example My goal in this paper is to analyse adolescence and youth of today as echoed in Hall’s â€Å"sensation-seeking adolescents† several decades ago. The reasons behind the innate aggressive behavior of males and females are examined. Sexual development is discussed to give light to the questions of heightened sexuality during adolescence. I will try to establish the link between sensation-seeking and risk behavior, especially the occurrence of confusions in adolescents. The different aspects of adolescents’ confusions on matters like physical changes, eating habits, and sexuality are viewed. Their desire to build their own identity keeps them at odd with their parents. They feel nobody loves them so they become closer to their friends. But sometimes, they fall victims to wrong companions and they are led to drugs, unreasonable behavior and other forms of vices. Peer pressure and family pressures are also discussed to unravel what’s going on inside an adolescen t’s mind. Another controversial aspect is the analysis of the child’s sexuality. ... Hall’s â€Å"storm and stress† view is examined in three key aspects: conflict with parents, mood disruptions and peer pressures. In all three aspects, evidence supports a modified storm and stress view that takes into account individual differences and cultural disparities. This paper will present research that both supports and critises the inherent nature of adolescents. The analysis of the case is achieved in three main sections. I will begin by giving the meaning of adolescence. ‘Adolescence is the process of changing from a child into an adult’ (Hurrelnan1994). Furthermore, rapid changes in body size and shape are the most obvious signs of approaching adolescence. Both girls and boys grow swiftly in height. ‘The arm and leg bones lengthen, and the chin and jaws develop so the face takes on a more mature look’ (Rice 1986). Finally, Hall’s observation of adolescence as a period of storm and stress is investigated before concluding. I t is during adolescence that young people mature physically, becomes responsible and start to face the world on their own. ‘It usually begins at the age of 11 and 14, and continues six to ten years’ (Allen 1993). Physical changes are evident in their bodies. ‘The girl’s body becomes more rounded and soft, her hips broaden and her breasts start to develop. Her voice deepens and pubic hair starts to grow. On the other hand, the boy’s body becomes firmer and angular, his voice deepens, his shoulder broadens and hair develops in his body and feet. Sex glands mature in both sexes’ (Santrock 1987). These changes begin before puberty and differ from one person to another. ‘In both sexes, the reproductive organs gradually reach their adult sizes and functions during the first two-thirds of adolescence.

Project Papers ( Business Plan ) Essay Example | Topics and Well Written Essays - 500 words

Project Papers ( Business Plan ) - Essay Example Location is crucial to the success of any restaurant businesses. The location should always be accessible to customers. Therefore, prior to signing a business contract with a prospective establishment, it is important to determine the traffic of people passing by the area during day and night time. Is the venue crowded with people during weekdays and weekends? The rent expense should also be considered since a lot of restaurant businesses close down because of this factor. Rent expense is a fixed operating expense. Therefore, regardless whether the restaurant is earning good profit or not, the business owner still needs to pay the rent expense. For this reason, it is important to carefully select a venue that offers the lowest cost of rent with a huge number of people passing by the area for leisure purposes. The food preparation area is composed of ‘food bar’ and ‘spice bar.’ The food bar is where the customers could select a wide variety of fresh food items such as: vegetables, meat, noodles, etc. The spice bar offers a wide selection of sauce, oil and spices. As soon as the customers have gotten their bowl of selected food items, the customers need to wait for another line before they reach the cooking station. When the restaurant is full of customers, time wasted on lining up from the two-food preparation table and cooking station could result to wasted time and loss of business opportunity. Therefore, the restaurant manager should consider a strategic way to enhance the smooth flow of this process. Perhaps playing a fast-tempo music could enable the customers to finish their meal the shortest time possible. (Milliman, 1982) The number of manpower will depend on the size of the restaurant. Normally, the kitchen staff should have at least 2 cooks, 2 – 3 dishwashers, 1 assigned to refill the food and sauce bar. The

Pub industry Case Study Example | Topics and Well Written Essays - 2750 words

Pub industry - Case Study Example Certainly, this measure was applauded by the owners of the pubs and there are good reasons to expect the increase in the number of the customers. Another legislative initiative might more detrimental to the industry of pubs. Labor party has proposed to introduce total ban on the smoking in pubs, though it is still a proposal and is widely debated. In current edition of the proposed legislature smoking will be allowed only in those pubs that do not serve the food. One of the impacts is undoubtedly possible negative consequences for the business of the pubs. If this initiative is accepted, the pub industry will have to adapt itself to new environment and devise new ways to lure their steadfast customers. It can do it either by shifting to new pubs that will provide clients with drinks (new strategy should be devised in this case) or by reorganizing its chain of the pubs ( as Wetherspoon is large company it might try to reorganize its chain by establishing two types of the pubs- those which serve the food and those that do not. This reorganization should be based after thorough investigation of geographical and social factors, once the company has obtained a reliable data on where it would be more appropriative to open the pubs mentioned). Economic factors. The UK has one of the most developed economies in the world, with the annual growth rate of 1.7% percent in 2005. (Prediction). The GNP per capita is one of the highest in the world; it is one of the most important factors as it means high purchasing power of Britons, who enjoy going out and currently have less time, possibilities and inclinations to cook meal at home. Strong economy also means the possibility for expansions on the market and provides the company with stable environment to plan...Economic factors. The UK has one of the most developed economies in the world, with the annual growth rate of 1.7% percent in 2005. (Prediction). The GNP per capita is one of the highest in the world; it is one of the most important factors as it means high purchasing power of Britons, who enjoy going out and currently have less time, possibilities and inclinations to cook meal at home. Strong economy also means the possibility for expansions on the market and provides the company with stable environment to plan its future operations. Several import restrictions on the technological equipments or raw materials used in the production of the beer, might hamper the development of the industry. The industry might also suffer from low import duties on alcoholic drinks, which encourage customers to purchase the drink abroad. Social factors. Several social factors such as late marriage, increasing number of divorces and growing number of persons with high incomes as well as more hours spent at the workplace might influence the business of the pub industry. More and more people prefer to go out to dine at the pubs; the majority of them simply do not have enough time to cook the meals at home. That is why the company should study these factors thoroughly in order to understand what forces are driving people to dine out. There are no grounds to expect any technological innovations or breakthrough in the industry in the nearest future, neither there is a possibility for the breakthrough in the long-term.