Based upon the content in Topic 3, what is the current shape of the yield curve for Treasury securities and what does it tell you about the current view of economic growth and inflation in the U.S.?

Has the spread on corporate bonds and Treasury securities narrowed or widened over the past year?

1. What events or apparent changes in market conditions triggered such a change in the spread between the yields on corporate bonds and treasury securities? Yield Curve
   Introduction
   The yield curve (term structure of interest rates) accounts for the variability of bond returns (bond yields) attributable to differing maturities. As you read this section, think about why yields on short-term treasury bonds are typically lower than returns or yields on long-term treasury bonds and why the yield curve is normally sloping upward.Now we are going to hold the risk structure of interest rates—default risk, liquidity, and taxes—constant and concentrate on what economists call the term structure of interest rates, the variability of returns due to differing maturities. Even bonds from the same issuer, in this case, the U.S. government, can have yields that vary according to the length of time they have to run before their principals are repaid. Note that the general postwar trend is upward followed by an equally dramatic slide. Sometimes short-term treasury bonds have lower yields than long-term ones, sometimes they have about the same yield, and sometimes they have higher yields.To study this phenomenon more closely, economists and market watchers use a tool called a yield curve, which is basically a snapshot of yields of bonds of different maturities at a given moment. The current yield curve can also be viewed many places online, including Bloomberg, the Wall Street Journal, and the U.S. Treasury itself. What observers have discovered is that the yields of bonds of different maturities (but identical risk structures) tend to move in tandem. They also note that yield curves usually slope upward. In other words, short-term rates are usually lower than long-term rates.Sometimes, however, the yield “curve” is actually flat—yields for bonds of different maturities are identical, or nearly so. Sometimes, particularly when short-term rates are higher than normal, the curve inverts or slopes downward, indicating that the yield on short-term bonds is higher than that on long-term bonds. And sometimes the curve goes up and down, resembling a sideways S (sometimes tilted on its face and sometimes its back) or Z. What explains this? Figure 2.22 shows treasury yield curves.Figure 2.22 Treasury Yield Curves
   © Reuters
   Theory and empirical evidence both point to the same conclusion: Bonds of different maturities are partial substitutes for each other—not perfect substitutes, but not completely segmented either. Generally, investors prefer short-term bonds to long-term ones, but they reverse their preference if the interest rate goes unusually high. Investors are willing to pay more for short-term bonds, other factors (like “the” interest rate and the risk structure) held constant, because longer-term bonds are more subject to interest rate risk. Or, to put it another way, investors need a premium (in the form of a lower price or higher yield) to hold long-term bonds. (This notion has been called liquidity preference—the name of one of the theories that economists use to explain the yield curve that emphasizes the fact that investors typically prefer more liquid, shorter-term bonds to longer-term ones, because it stresses that investors prefer shorter-term or more liquid bonds.) Ergo, the yield curve usually slopes upward.But what about those times when the curve is flat or inverted? Investors give up their preference for short-term bonds when they expect a high interest rate for a short period. (This idea has been called preferred habitat—the theory that economists use to explain the yield curve that emphasizes the fact that short- and long-term bonds are partial substitutes. Investors’ usual preference for short-term bonds are reversed under some circumstances, like when interest rates are thought to be temporarily high—because it suggests that short- and long-term bonds are, to some extent, substitutes, and whichever is preferred can change under the right circumstances or in the right habitat.) Investors can think of a long-term bond yield as the average of the yields on shorter-term obligations. When the interest rate is high by historical norms but expected after a year or so to revert to some long-term mean, they will prefer long-term bonds and will buy them at much higher prices (lower yields) than short-term bonds, which is in anticipation of relatively large price increases in long-term bonds when interest rates decrease. More formally, investors believe thatwherein = interest rate today on a bond that matures in n yearsin = interest rate today on a bond that matures in n yearsiex = expected interest rate at time × (0, 1, 2, 3,…through n)ixe = expected interest rate at time × (0, 1, 2, 3,…through n)? = the liquidity or term premium for an n?period bond (it is always positive and increases with n)? = the liquidity or term premium for an n?period bond (it is always positive and increases with n)So the yield today of a bond with 5 years to maturity, if the liquidity premium is .5 percent and the expected interest rate each year is 4, is 4.5:i5 = (4 + 4 + 4 + 4 + 4)/5 + .5 = 20/5 + .5 = 4.5, implying an upward sloping yield curve because 4 < 4.5.If the interest rate is expected to rise over the next 5 years, the yield curve slopes upward yet more steeply:i5 = (4 + 5 + 6 + 7 + 8)/5 + .5 = 30/5 + .5 = 6.5, again implying an upward sloping curve because 4 < 6.5.If, on the other hand, interest rates are expected to fall over the next 5 years, the yield curve will slope downward, as in this example:i5 = (12 + 10 + 8 + 5 + 5)/5 + .5 = 40/5 + .5 = 8.5, implying an inverted yield curve because 12 > 8.5.Investors may also realize that long-term bonds will increase in price when interest rates fall, so they are willing to pay more for them now.In the nineteenth century, the yield curve was usually flat under normal conditions. (It inverted during financial panics.) In other words, short-term and long-term bonds issued by the same economic entity did not often differ much in price. Why might that have been?One possibility is that there was no liquidity premium then. Then, as now, short-term bonds suffered less interest rate risk than long-term bonds, but investors often complained of extremely high levels of reinvestment risk, of their inability to easily and cheaply reinvest the principal of bonds and mortgages when they were repaid. Often, lenders urged good borrowers not to repay (but to continue to service their obligations, of course). Another not mutually exclusive possibility is that the long-term price level stability engendered by the specie standard made the interest rate less volatile. The expectation was that the interest rate would not long stray from its long-term tendency.The neat thing about this theory is that it reveals the yield curve as the market’s prediction of future short-term interest rates, making it, by extension, an economic forecasting tool. Where the curve slopes sharply upward, the market expects future short-term interest rates to rise. Where it slopes slightly upward, the market expects future short-term rates to remain the same. Where the curve is flat, rates, it is thought, will fall moderately in the future. Inversion of the curve means short-term interest rates should fall sharply, as in the numerical example above. The simplest way to remember this is to realize that the prediction equals the yield curve minus ?n, the term premium.Empirical research suggests that the yield curve is a good predictor of future interest rates in the very short term, the next few months, and the long term, but not in between. Part of the difficulty is that ?n is not well understood nor is it easily observable. It may change over time and/or not increase much from one maturity to the next on the short end of the curve. Nevertheless, economic forecasters use the yield curve to make predictions about inflation and the business cycle. A flat or inverted curve, for instance, portends lower short-term interest rates in the future, which is consistent with a recession but also with lower inflation rates. A curve sloped steeply upward, by contrast, portends higher future interest rates, which might be brought about by an increase in inflation rates or an economic boom.Key Takeaway
2. The term structure of interest rates explains why bonds issued by the same economic entity but of different maturities sometimes have different yields.
3. Plotting yield against maturity produces an important analytical tool called the yield curve.

The yield curve is a snapshot of the term structure of interest rates created by plotting yield against maturity for a single class of bonds, like Treasuries or Munies, which reveals the market’s prediction of future short-term interest rates, and by extension, are used to make inferences about inflation and business cycle expectations.

Discussion #1

Discuss the benefits and disadvantages of a facility using supplemental and floating staff. 

         Supplemental and floating staff play pivotal roles in addressing staffing needs within facilities, offering both advantages and drawbacks. Supplemental staff consists of temporary or agency workers. They are utilized to provide flexibility and meet the demands of any rapid fluctuation in workload. This adaptability guarantees that the facility can keep up a smooth functioning even in the face of unforeseen spikes in demand. Reliance on temporary help, however, could result in a lack of continuity and familiarity with the facility’s protocols, which could affect the standard of treatment and care. The floating staff or pool are internal employees trained to work across various departments such as Medical-surgical, Tele, Stepdown, BHU, etc. The use of the floating pool enhances overall staff versatility, enabling better resource allocation and improved responsiveness to the changing demands. The downside of frequent rotation is decreased specialization, potentially affecting the ability of them gaining much expertise in specific areas.  

        A benefit of supplemental staff is reducing staff burnout during busy periods, ensuring that the essential services are uninterrupted (Griffiths et al., 2020) . This can contribute to increased employee satisfaction and retention. On the other hand, the downside includes potential resistance from permanent staff, who may perceive supplemental workers as a threat to job stability or a compromise in quality. The floating pool brings advantages because it brings familiarity with the facility’s protocols, reducing the learning curve when moving between departments. This familiarity helps to create a cohesive work atmosphere and makes transitions easier when there are staffing shortages. However, it can be difficult to sufficiently train staff members to be competent in several positions, which could result in a dilution of expertise or omissions in some areas. 

         Financially speaking, it is more costly to hire supplemental staff because it can be more expensive due to agency fees and higher hourly rates. Even though the cost is based on the demand, it can still be more costly (Butler et al., 2019). Although the floating staff are internal employees that require additional training, the long-term cost is lower. Additional staff can positively affect patient care since they can help reduce delays in services or treatment. However, a lack of reliable staff can make it more difficult for patients and providers to develop enduring relationships, which could lower the standard of individualized care.  Facilities can preserve operating efficiency by responding to unforeseen circumstances with more agility thanks to floating staff. However, the frequent shifting of employees across departments could result in a lack of accountability or ownership, which could undermine the general dedication to excellence in any field. 

Compare and contrast how a staffing plan would differ with different nursing units. How does that affect the staffing budget? 

         Staffing plans for nursing units vary based on the specific needs and demands of each unit. Staffing plan considers patient acuities, required skill sets, and the patient care provided. Medical-surgical units have a variety of patients requiring certified nursing assistants (CNAs), licensed practical nurses (LPNs), and registered nurses (RNs). Staffing plans and assignments utilize a matrix to help with staffing. Units such as ICU demand a higher ratio of highly skilled RNs because the patients are more critical and require continuous monitoring. Mother baby and labor and delivery units use a specialized team that includes obstetric nurses, midwives, and neonatal nurses (Lasater et al., 2021) . This matrix considers the unpredictability of labor and delivery. In pediatric units, the focus turns to the specialized pediatric nurses who have expertise in working with children. Pediatric units may need a higher nurse-to-patient ratio to ensure appropriate care and management is provided when dealing with young patients and their families. Psych units need a distinct skill set in nursing staff when dealing with mental health patients. The nurses must know how to deal with challenging situations and how to de-escalate situations. Long term care units like nursing homes and rehabs utilize CNAs, LPNs, and RNs. The staffing plan at the long-term care facilities leans towards continuity of care, building relationships between staff and residents. 

         The requirements of each unit have a big impact on the staging budget, which distributes financial resources for staffing among several units. Meanwhile, medical-surgical units may concentrate on cost containment through a variety of nursing positions. In the meanwhile, medical-surgical units may concentrate on cost containment through the use of a variety of nursing positions. Given their focus on providing specialized care for children, pediatric units may choose to dedicate budgetary resources to continuing education and training for their nursing staff so they can remain up to date on pediatric practices. While keeping a core team for everyday care, maternity facilities may allot resources to support additional staff during periods of high birth. Psychiatric units may set aside funds in their budgets for continuous staff training in mental health management and crisis intervention. A consistent team of CNAs may be maintained with resources provided by long-term care facilities, which place a strong emphasis on continuity and assistance with everyday life activities. 

Discussion #2

Benefits and Drawbacks of Supplemental and Floating Staff

Staffing is crucial to patient care in healthcare. Healthcare institutions use supplementary and floating workers to meet staffing needs within budget. Advantages and drawbacks come with these tactics. The paper examines the pros and cons of additional and floating healthcare workers. It will also include how nursing unit staffing goals affect the staffing budget.

Benefits of Using Supplemental and Floating Staff

Supplemental and floating workers provide important flexibility in the fast-paced and unpredictable world of healthcare. These staffing options help hospitals adjust to changing conditions and prioritize patient care. Maintaining proper nurse-to-patient ratios is a major benefit. Supplemental personnel may quickly fill in for sick or otherwise absent workers during peak patient volumes. This ensures patients get great treatment without sacrificing. Other important benefits include controlling costs (Fagefors et al., 2022). Agency nurses are usually hired as required. Eliminating full-time staff and their benefits streamlines the budget. Healthcare institutions may better deploy cash to where they’re required.

In addition, preventing nurse burnout with additional and floating personnel improves patient care. Nurses under pressure might provide poor treatment. Supplemental workers assist in spreading the burden, decreasing fatigue, and ensuring patients get quality treatment. Moreover, supplemental workers also provide unique expertise and healthcare experience (Fagefors et al., 2022). This information is especially useful in critical care and newborn care facilities. It expands the facility’s expertise, improving patient care.

Drawbacks of Using Supplemental and Floating Staff

Using supplementary and floating personnel in hospitals has pros and cons. These staff workers may not know the facility’s rules, procedures, or culture, which is concerning. This unfamiliarity may cause care delivery and communication problems, which can hurt patient satisfaction and healthcare team collaboration. Healthcare institutions must also spend time and money training and orienting auxiliary and floating personnel. The initial training and time needed to acclimate new hires might strain the budget (Griffiths et al., 2019). In addition, permanent staff members who regularly float to different units or see a high dependency on temporary workers may feel overworked and burned out. Staff morale and treatment quality may suffer. Finally, personnel demands and expenses might vary, making it difficult for healthcare institutions to plan and distribute resources. Thus, although additional and floating workers provide flexibility, they also create familiarity, training, staff fatigue, and budget management difficulties (Griffiths et al., 2019).

Differences in Staffing Plans Across Nursing Units

Healthcare staffing strategies vary widely between nursing units due to numerous key considerations. Due to patient criticality, Intensive Care Units (ICUs) need a greater nurse-to-patient ratio. These units need more RNs and maybe nurse practitioners or clinical nurse specialists. Conversely, medical-surgical units may use RNs, LPNs, and CNAs to meet the requirements of a variety of patients with different acuity levels (Butler et al., 2019). Pediatric units need specially trained nurses to meet the needs of children and adolescents. Labor and delivery units, which commonly include obstetricians, nurse midwives, and specialized nurses, must adjust their staffing plans to childbirth’s unpredictability. Staffing plans vary per nursing unit based on acuity, patient demographic, and care complexity to ensure each unit provides the best care customized to its requirements.

Impact on the Staffing Budget

Healthcare institutions’ staffing budgets depend on staffing plans and supplementary and floating workers. These tactics save expenses by eliminating full-time workers, but also increase budget variability. Healthcare institutions must budget for agency worker training and orientation (Fagefors et al., 2022).

In conclusion, healthcare institutions using supplementary and floating personnel have pros and cons. These solutions provide flexibility, cost management, and improved patient care, but familiarity, training, staff burnout, and budget fluctuation may be issues. Each nursing unit requires a customized staffing strategy, which affects the budget. Healthcare institutions must balance these aspects to provide high-quality treatment and manage finances.

Submission Instructions:

You should respond to at least two of your peers by extending, refuting/correcting, or adding additional nuance to their posts. 

All replies must be constructive and use literature where possible.

Discussion #1

• Difference Between Not- For-Profit and For-Profit Organizations
• There is a grey area between the two terms when it comes to describing the nature of for profit and not-for-profit organizations. The purpose of each of these organizations is where they diverge the most. While for-profit businesses cater to niche markets by providing valuable goods and services, non-profit healthcare organizations prioritize social and humanitarian causes (Ogochi et al., 2022). Typically, these goods and services are offered by businesses with the intention of making a profit.

More distinctions may be drawn between for-profit and non-profit entities. Ownership, principal and secondary missions, income sources, employees, responsibility, and tax status are all possible factors that contribute to the variation. Under some circumstances, healthcare organizations that are not for profit are not taxed, although for-profit companies are always taxed. A primary goal of not-for-profits is to serve society rather than generate profit to share among shareholders, in contrast to for-profit organizations. Donations and grants support non-profit organizations, whereas investment profits and product sales fuel for-profit enterprises. Both paid and unpaid workers make up the staff of non-profits, while for-profits rely only on paid workers.

What Happens if an NFP Organization Makes a Profit

For non-for-profit businesses, taxation is a bigger issue when they make profit. In most cases, non-for-profit organizations do not have to pay income taxes. The rationale for the exemption is that these groups primarily serve to benefit society, rather than for financial gain (Zare et al., 2022). It is possible, nevertheless, for non-profits to make money via their operations. When this occurs, the funds might be used to pay for certain costs. Nevertheless, tax issues may only be expressed when an organization’s actions depart from its original objective and purpose. Consequently, no amount that might be considered a “profit” from an organization’s operations would be subject to taxes (Rosko et al., 2020). The existence of the company depends on the profits made from its operations.

Advantages and Disadvantages of For-Profit vs Not for Profit

One major perk of being a nonprofit organization is being free from paying taxes. Also, limited liability companies offer legal protection for nonprofits since they are distinct legal entities. The owner is shielded from legal responsibility in the event of a breach of contract since the business is liable for its own contractual and other legal duties, unlike when the firm is under the control of a single individual. The members, executives, and directors of a limited liability corporation are shielded from personal responsibility in any legal action against the business (Treinta et al., 2020).

It takes a lot of time and money to create a non-profit organization, which is a major drawback. Additionally, the organization will need to pay extra to get your tax exemption status applied for. The process of applying for a tax exemption may be lengthy and expensive, especially when the services of an accountant, lawyer, or other specialist are required.

Establishing a business with the express purpose of making a profit is a smart move. The group can earn a profit because it can sell products and services. One potential benefit of launching a for-profit business is the opportunity to earn capital that may be reinvested or share among the different owners or shareholders. But businesses can’t apply for some exemptions or grants from the government if they’re structured as for-profits. There are no tax breaks for contributors and investors in for-profit businesses, in contrast to non-profits (Cronin et al., 2021).

Risk Management Influence on Nursing Documentation

The purpose of risk management in healthcare is to detect potential dangers and make plans to deal with them. In order to prevent risks from becoming more damaging to the community and businesses, effective risk management helps in identifying them and then putting measures in place to prevent and deal with them. Legal actions alleging misconduct by nurses pose a substantial threat to healthcare companies. That is why it is fundamental and critical to document patient care in order to make known the actual patients’ health condition and interventions that were performed (Bunting & de Klerk, 2022). Nurses are responsible for providing safe and exceptional care, and this can, most of the time, only be verified by good nursing documentation.  

Discussion #2

Discuss the difference between not-for-profit and for-profit organizations. 

         Healthcare organizations classified as for-profit or not-for-profit primarily differ in their goals and financial structures.  Healthcare companies that are for-profit (FP) function to make money for their owners or shareholders (Horwitz, 2005). Any revenue beyond operating expenses is liable to be allocated as profit. Non-profit organizations (NFPs) are guided by a mission. Reinvesting surplus income helps the organization fulfill its objective, as opposed to giving it to owners or shareholders. Financial gain is an FP organization’s main goal. One of the main objectives is to maximize profits, and market forces and shareholder interests frequently influence decision-making. Northshore Medical Center, Florida Medical Center, and Palmetto General are a few FP healthcare organizations. 

         Non-profit organizations focus on a specific mission or purpose, for example education, or providing healthcare services. The money the organization gets supports its mission rather than individual gain. For-profit organizations must incorporate income taxes and other taxes on profits. NFPs are exempt from taxes because their mission is charitable.  For-profits are governed by shareholders and board of directors that must financially keep the hospital or facility at bay. Not-for profit is governed by a board of trustees or directors, with a focus on fulfilling the organization’s mission and serving the community. Jackson Memorial Hospital is an example of an NFP in Miami.  

What happens if an NFP organization makes a profit? 

        If a not-for profit (NFP) organization generates surplus or profit, it does not distribute these funds to owners or shareholders, as there are typically none. Instead, the surplus is reinvested back into the organization to further its mission and objectives. This reinvestment helps the NFP organization enhance its services, expand programs, improve facilities, or support its charitable purposes. Reinvesting profits into the organization allows NFPs to achieve long-term sustainability and better fulfill their mission. It distinguishes them from for-profit entities, where profits are distributed to shareholders or owners. It’s important to note that NFP organizations still need to manage their finances responsibly and transparently.  

What are the advantages and disadvantages of each type of organization? 

         For-profit has many advantages. FPs have the potential for significant financial gains, attracting investors and facilitating access to capital (Mogyorósy, 2004). The profit motive can drive efficiency and innovation, as organizations aim to optimize operations for financial success. FPs can quickly adapt to market demands and changes, responding to consumer needs. Prioritizing profit may sometimes lead to decisions that prioritize financial gain over patient care or community service. Profit-driven models may contribute to healthcare inequalities, as services may be directed toward more profitable demographics. Not-for-profit (NFP) organizations are guided by a mission or purpose, emphasizing the provision of community service and addressing societal needs. Enjoying tax-exempt status allows NFPs to allocate more resources to their mission. NFPs build strong community trust by demonstrating a commitment to social causes. The disadvantages of an NFP vary. NFPs may face financial limitations, relying on donations and grants, which can affect their ability to invest in technology or facilities. Due to the mission-driven focus, decision-making may involve more bureaucracy, slowing down certain processes. In a competitive healthcare environment, NFPs may face challenges in recruiting and retaining talent due to potentially slowing down certain processes.  

Describe two specific examples of how risk management has influenced nursing documentation. 

          Risk management ensures the safety of the patients and the staff. A risk management initiative is to decrease medication errors in a healthcare facility. In response, nursing documentation protocols were enhanced to include additional checks and verifications when administering medications. Nurses were required to document not only the administration of medication but also the specific steps taken to verify the right patient, medication, dose, route, and time. This improved to reduce the risk of medication errors, enhance patient safety, and provide clear record of the safety measures taken. Another example is preventing falls throughout the hospital. Risk management aids in the prevention of falls by making sure the nurses know the proper steps to take when there are risk for fall patients. The proper steps should be followed. A patient should have a bed alarm first, medication next, and a sitter last. Nurses and PCTS are educated on reporting and following the proper steps to prevent falls.   

Develop “Groupthink-No-More” guidelines for teams and complete Option 1 or Option 2 for the second deliverable.

Expand All

Introduction

Many organizations aspire to be “innovative environments,” but are plagued with suboptimal outcomes. The executive team may decide to hire a social psychologist to identify the root causes of poor decisions and provide coaching on creative and independent thinking.

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

Describe the process of group formation, including why and how groups are formed.

How does cohesion influence groupthink?

Can conflict within a group ever be productive?

Preparation

This assessment has two deliverables. Read the Assessment 4 Context document for information about the subject of this assessment.

• Many organizations and institutions launch initiatives to promote independent, creative, and innovative thinking within management and teams. The reality, however, may fall far short of the ideal. “Groupthink” occurs when group members pressure each other to avoid conflict because the culture values and rewards consensus and penalizes in some way those who dare to disagree or challenge assumptions. Disagreement does not have to be an unpleasant or intimidating experience. Conflict directed toward producing a positive outcome can improve decision-making throughout the workplace.
• Use the Capella library and the Internet to research social psychology theory related to group process, group formation, group cohesion, group belonging, conflict and individual behaviors within groups, and Groupthink and intervention activities that promote effective teams.
• Instructions

Assume the consultant role in the scenario below.

Scenario

The executive director of a large hospital-based mental health center with three private practice-model outpatient offices in three neighboring communities has hired you as an outside consultant to help increase client referrals to these three private practice offices. These private practice outpatient offices are managed by a medical director and staffed with support staff, counseling and clinical psychologists, neuropsychologists, psychometrists, social workers, Licensed Master’s level therapists, and specialists in substance abuse treatment. Historically, the referral base has been the hospital staff physicians.
Despite the fact that the private practice offices are all losing money due to low rates of referral and changes in insurance reimbursement, the staff continues to follow the directions of the medical director to make referrals. This medical director insists that the physicians on the hospital’s medical staff need to “step up to the plate” and increase referrals to the outpatient clinics. Referral development meetings continue to focus on this medical-based referral system largely because none of the non-physician staff will present a different perspective to the well-loved medical director.
Groupthink is alive and well in this group.
There are five hospitals within easy driving distance, and another dozen within an hour’s drive, most with their own counseling/therapy offices and experiencing the same decline in referrals. In addition, the neighboring communities have all the normal and expected social services, community and family services, institutions, schools, and religious organizations we expect to see in established communities with a comfortable mix of lower, middle, and upper socioeconomic classes.

Deliverables

For this assessment.

Develop “Groupthink-No-More” guidelines for teams.

Complete either Option 1 or Option 2 for the second deliverable.

Use the professional format of your choice.

Address issues of groupthink as well as ways to expand thinking beyond the narrow, referral-based perspective currently monopolizing this hospital-based system.

Analyze a workplace problem by applying social psychology principles related to group processes.

How does this research affect teams?

Under what conditions does groupthink occur?

Assess the influence of the social context on individual emotions and behavior in group decision-making.

How would you instruct an individual to be more or less conforming, compliant, or obedient given society’s need for some conformity, compliance, and obedience, and humanity’s need to sometimes question authority?

How does personality play a role?

How do people react to conflict?

How do these principles relate to creativity and innovation in a group?

• Integrate social psychology principles and research to develop guidelines for minimizing groupthink.
• How should teams be constructed?

What is the role of conflict?

What cultural shift needs to occur within the organization?

Option 1: Develop one original, research-based individual activity to use in a group training workshop that demonstrates how to maximize independent, creative, and innovative thinking in a group.

Option 2: Propose a research-based team-training program with a minimum of three activities that demonstrate how to maximize independent, creative, and innovative thinking in a group.

The following criteria apply to both Option 1 and Option 2:

Integrate methods and principles of social psychology to develop training that promotes independent, creative, and innovative thinking.

Support guidelines and training with references from scholarly and professional literature.

Context
Groups
A group is defined as two or more individuals who influence one another through social interaction. Groups evolve norms, or shared perceptions, of what constitutes appropriate behavior. Groups also tend to develop expectations and either formal or informal roles about how each individual member of the group should behave. Group members also depend on one another to achieve group goals and therefore influence each other greatly.One important aspect of groups is the amount of cohesiveness they display. Cohesiveness is the strength of the relationship that links members of the group to one another. Many researchers (including Carless & DePaola, 2000; Dion, 2001) have looked at factors related to group cohesiveness.Understanding Organizations Using Social Psychology
It is useful to identify how educational programs and other organizations are studied and understood. One aspect of this process is the theory of planned behavior. You may be surprised to find out that attitudes do not always predict behavior. LaPiere (1934) was the first to document that, often, attitudes and behaviors do not match. Since that time, many researchers (Ajzen & Fishbein, 1977; Ajzen, 1991) have looked at factors that determine whether attitudes will be predictive of behavior.A systemic methodology based on sociocultural analysis of change using sociocultural tools is cultural historical activity theory (Engeström, 1987). Activity theory identifies the impact of mediational tools to a system undergoing change (Vygotsky, 1978). These tools can be both technical, such as a computer, and psychological, such as dialog. Both types of tools provide an immediate link between human activity and an external object. Wertsch (1998) maintained that a fundamental claim of sociocultural learning theory is the focus on human action mediated by cultural tools within the cultural, institutional, and historical context in which that action occurs. Cultural tools are “both material and symbolic; they regulate interaction with one’s environment and oneself” (Cole & Engeström, 1993, p. 9). This methodology is used to understand, from a sociocultural perspective, the integration of technologies into varied settings.This perspective has the potential to define the interactions in an organization based on the changes in the social dynamic through the integration of new tools, as well as providing a reasoned evaluation of the potential for change in varied settings (Russell, 2008).There are several theories concerning the interpersonal and individual dynamics of understanding organizations. As a result of reviewing these studies and related concepts, one might develop new awareness of one’s role in developing findings from observations of a social dynamic; for example, how does understanding fundamental attribution error reduce the potential of an error in an analysis of data and the definition of findings?References
Ajzen, I., & Fishbein, M. (1977). Attitude-behavior relations: A theoretical analysis and review of empirical research. Psychological Bulletin, 84, 888-918.Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179-211.Carless, S. A., & DePaola, C. (2000). The measurement of cohesion in work teams. Small Group Research, 31(1), 71-88.Cole, M., & Engeström, Y. (1993). A cultural-historical approach to distributed cognition. In G. Salomon (Ed.), Distributed cognition: Psychological and educational considerations. Cambridge University Press.Dion, K. L. (2001). Group cohesion: From “field of forces” to multidimensional construct. Group Dynamics: Theory, Research and Practice, 5(1), 7-26.Engeström, Y. (1987). Learning by expanding: An activity-theoretical approach to developmental research. Orienta-Konsultit Oy.LaPiere, R. T. (1934). Attitudes vs. action. Social Forces, 13, 230-237.Russell, D. (2008). The mediated action of educational reform: An inquiry into collaborative online professional development. In C. Ramesh, C. Sharma, & S. Mishra (Eds.), Cases on global e-learning practices: Successes and pitfalls (pp. 108-122). IDEA Group.Skiba, D. J. (2010). Back to school: What’s in your students’ backpacks? Nursing Education Perspectives, 31(5), 318-320.Vygotsky, L. S. (1978). Mind in society: The development of higher psychological processes. Harvard University Press.Wertsch, J. V. (1998). Mind as action. Oxford University Press.