Assignment:Challenges Treatment Options
Assignment:Challenges Treatment Options
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Prepare a 12- to 15-slide Microsoft® PowerPoint® presentation in which you explore your selected and faculty-approved contemporary issues from Week Three. Include the following in your presentation:
- Definitions of the issues
- Populations most affected by the issues
- Effects the issues have on the field of psychology
- Any potential challenges in treatment options
- Any potential changes you foresee occurring with these issues
Include speaker notes with your presentation.
Incorporate information from at least five peer-reviewed publications.
Cite each outside source on a slide titled References.
Format your presentation consistent with APA guidelines.
| Contracting
• States clearly what can and cannot be done for the organization • Demonstrates verbal and social behavior consistent with the organization’s culture • Provides options from which the client can choose |
| Using Data
• Interprets data quickly and effectively • Shows clients how their behavior affects the organization • Breaks problems down into smaller parts and deals with each in turn |
| Implementation
• Brings organization members together to discuss the intervention • Gives management responsibility by working with their ideas • Models desired behavior for clients • Brings top-level management together to collaborate • Checks regularly with clients to ensure their needs are being met • Modifies the intervention to meet changing client requirements |
| Interpersonal
• Listens carefully by accurately paraphrasing client statements • Uses questions effectively with clients |
| Group Process
• Keeps groups focused on positive aspects of the intervention • Summarizes the ideas and feelings of individuals who are impeding group work |
| Client Relations
• Confronts the organization to bring out crucial issues • Represents accurately his or her skills and training • Follows up after the intervention by maintaining close contact |
Rigorous Measurement and Evaluation
Numerous strategies for analyzing or diagnosing an organization’s functioning exist within the OD literature (e.g., Weisbord, 1987). While these strategies are helpful in suggesting a range of potential dependent variables, the outcomes of these procedures often yield lists of problems generated by interviews, surveys, or questionnaires that tap organizational members’ verbal responses to a standard set of questions. Sometimes results based on these verbal behaviors are coordinated with other data, such as attendance data, employee turnover, or productivity measures, but often they are not.
Although verbal-based measures will continue to be used, managers require results expressed in terms of a common metric, such as dollars (Carnevale and Schulz, 1990; Cascio, 1991; Cascio and Ramos, 1986; Davidove and Schroeder, 1992; Schneider, Monetta, and Wright, 1992). By combining measures such as dollars returned on training investment (Schneider et al., 1992), marginal utility of training investment (Cascio, 1991), or other similar measures from the human resource accounting literature (e.g., FitzEnz, 1980,1984; Flamholtz, 1985; Steffy and Maurer, 1988) with basic discriminations of what can and cannot be influenced directly by worker behavior, the OD practitioner will produce a powerful new repertoire of analytic tools. Quantitative tools and techniques such as ROI (return on investment) analyses should help to shift the preoccupation of OD with work processes per se to a greater balance of process and outcome-based interventions (see Church and Burke, 1993, for a discussion of changing directions in OD).
