check those attachments and make 250 words comment about them

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To do it you have to look at those five questions the participant choose to answer and look which case corresponds to the participant paper.

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Jasonmaz I am definitely much more comfortable with global and regional conflicts, but after hearing some of the conflicts my classmates shared at RI, I thought I would explore some of the other levels of conflict. This week I have decided to investigate what is going on in Case 1. 1). The topic goal in this case is hiring a full-time therapist to fill a newly opened position. “Topic goals can be listed, argued, supported by evidence, and broken down into pros and cons” (Hocker & Wilmot, 2017, p. 78). In this case, Jim, Keith, and John want Nikki to fill the position. They use the argument that she is good with the kids to support their decision. However, Laura thinks it would be a better idea to broaden their search and explore other potential candidates before settling on Nikki. 2). The relational issues in this case revolve around how much influence each party has in the decision about whom to hire. From Jim, Keith, and John’s perspective, this is an easy decision, Nikki should be the obvious candidate, and everyone else should just fall in line. However, from Laura, Kyle, and Celeste’s perspective, their ideas should be taken into consideration before bringing a new hire onto the team. Relational goals are difficult to specify because “each person translates the same event into his or her own relational meaning” (Hocker & Wilmot, 2017, p. 82). Each member of the team wants to be heard; they want to have influence among their peers. 3). One of the most immediate identity issues that become apparent from this scenario is that Jim sees himself as the leader of the group—or at least of a faction within the group—and expects others to fall in behind him. This does not go over well when Celeste challenges him. I think another identity issue is with Laura. She may feel a bit neglected if she perceives that the decision has already been made without taking her opinions into account. 4). Some possible process issues could include the way in which the question was introduced. Asking everyone to vote on the decision forces a degree of transparency and invasiveness not everyone is comfortable with. I think we see this in the pause before John speaks up. I think this may have been why Karl waited until after Laura voiced her concern to join in. I think with a decision like this, where the potential for groupthink or peer pressure is very strong, a different communication process could have been introduced. 5). Without knowing anything else about the characters, I can only guess at how the conversation will end. I think the argument between Celeste and Jim would continue to escalate. I think Celeste would eventually storm out of the room. At that point, I think there would be some awkward, tense moments before Jim finally spoke up and tried to bring the remaining team members onto his side. By then, the rest of the team would just want it to be over with, so they would just side with him so they could all move on. Reference Hocker, J. L. Wilmot, W. W. (2017). Interpersonal conflict. (10th ed.). New York: McGraw-Hill. Discussion: Week 7 - Positions & Interests Welcome to this Discussion. Note that you have a choice which topic=thread you contribute in. In recently assigned chapters from KLS and chapter 3 in WH, you were introduced to a fundamentally important issue in conflict analysis and resolution that can be summed up the following way: In words • • • In pictures How we frame conflict influences how we will see possible solutions and ways of solving conflict. Conflicts are usually expressed as positions, while they really reflect deeper interests and ne eds. Focusing on interests can help parties uncover hidden problems and allow them to identify which issues are of most concern to them. Framing conflicts as interests rather than positions takes a bit of practice. Let's practice. Pick your favourite topic and write your initial post in response to my post inside that thread. You can choose between: 1. Interpersonal/Organizational, 2. Global. • Rather see you rest during the Reading week and perhaps read the 'Difficult Conversations' book, but if need be, you may still post your responses for full credit by end of week 8. Case 1: Interpersonal / Organizational Issues HOW DO WE HIRE? To inform your responses, pay special attention to chapter 3 in Wilmot & Hocker. Study the following conversation and in your initial post, answer the questions below. In your follow-up posts, compare your take on the questions and what other students highlighted in their responses. Pick 5 questions to address in your initial post: 1. 2. 3. 4. 5. 6. 7. What are the Topics (T) of this conflict? What are the Relational (R) issues of this conflict? What Identity (I) issues can you identify? What are some possible Process (P) issues involved in this conflict? How do you predict this conversation will end? What do you think the goals are for each of the parties? What common interests can you identify for the parties on which to build possible resolution? 8. What suggestions do you have for the parties in this conflict? 9. What is your favourite take-away from our readings on the topic of positions, interests, and needs? For example, I find it very insightful that conflict resolution practitioners need to have skills in soliciting interests from conflicted parties because people often have problems identifying what they really need/want in a given situation and tend to focus on their positions instead, which makes them stuck in conflict. Explain how you plan to translate your best insight to practice. Conversation Background Participants: John, Jim (the Director), Laura, Karl, Keith and Celeste Setting: Mental health center Situation: An opening for a full-time therapist has been created by one of the staff therapists quitting Jim: We need to fill this position since Lee is leaving. I suggest w e hire Nikki full time. She’s done a great job as an intern, and the kids seem to really like her. What do you think? Keith: Jim: I agree. We should hire her. Anyone else? (Long silence) John: Jim: Yeah, that’s okay with me. Is there any discussion on this matter? Laura: Yes. I don’t think we should hire Nikki without doing a search . She does a good job, but we might be able to get someone even bette r. Karl: I sort of feel that way, too. Keith: I don’t think we could find anyone better. Besides, it could take months to do it and we need the help right away, especially on th e weekends. Karl: Yeah, but that doesn’t mean we should hire just anyone. Jim: Nikki’s not just anyone. Plus, we could lose the funding if we don’t hire right away. I’ve talked to Nikki about it—I’m sure she’d t ake the position. Keith: y. And if we don’t offer it to her, I think she’ll quit completel Laura: Sounds like you guys have already figured it out. even asking us if you’ve made up your mind already? Why are you Jim: There’s no “we” here, and I didn’t already make up my mind. Celeste: I don’t think we should act so quickly. I’m not sure Nikki is all that committed to her work. You say the kids like her, but per sonally, I think she just likes having them do what she wants. She se ems like a control freak to me. She likes having the kids like her. Jim: What is it with you, Celeste? You always disagree with what this group wants to do. Everyone wants this but you. I’m tired of your co nstant opposition. You should listen to what we’re saying. Celeste: What is it with me? Why do you act like we’re making a grou p decision, when you already made a decision and obviously got Keith a nd John to agree before talking to the rest of us? Jim: If you can’t be a team player, then maybe it’s you who needs to start looking for a new job. Case 2: Global Issues CULTURE, APOLOGY, & INTERNATIONAL NEGOTIATION To inform your responses, pay special attention to chapter 3 in Wilmot & Hocker. Study the fascinating real-life case featured in the journal article for this week from Wang & Avruch, 2005 (download from HF Course Guide, link in main course navigation). In your initial post, answer the questions below. In your follow-up posts, compare your take on the questions and what other students highlighted in their responses. It is OK if your answers differ. Pick 5 questions to address in your initial post: 1. What were the Topics (T) of this conflict? 2. 3. 4. 5. 6. What Relational (R) issues can you identify? What Identity (I) issues can you identify? What were some possible Process (P) issues involved in this conflict? What do you think the goals were for each of the parties? What common interests can you identify for the parties on which to build possible resolution? 7. What do you think could have been done differently (better) by the parties in this conflict? 8. What is your favourite take-away from this case that will inform your practice of conflict prevention, management, and resolution? For example, mine is the following "In the end, culture (cultural difference) was not so much an impediment or obstacle in this negotiation, as it was, ironically, a resource.". Explain how you plan to translate your best insight to practice. ...
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peachblack
School: Rice University

Attached.

Running head: ABNORMAL AND MALADAPTIVE BEHAVIORS

Abnormal and Maladaptive Behaviors
Student's Name
Course Number-Name of Course
Instructor’s Name
Date

ABNORMAL AND MALADAPTIVE BEHAVIORS

2

Abnormal and Maladaptive Behaviors
Behavior refers to how a person conducts himself/herself specifically towards other
people. It is also the range of mannerisms and actions that are made by systems, people, artificial
entities or organisms that are in conjunction with their surrounding or themselves (Lambert,
2013). It is a reaction of an organism or method to various inputs or provocations whether
internal or external, overt or covert, conscious or unconscious and voluntary or involuntary.
Considering the informatics of behavior, it consists of an actor, operation, interaction, and its
properties. This paper is an in-depth examination of abnormal and maladaptive behaviors.
Abnormal behavior can be termed as a disturbing behavior or unacceptable socially,
stressful, self-defeating a...

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