Developmental Psychology Essay Example for Free

Developmental Psychology Essay1.1. Nature nurtureNature refers to the inherited (genetic) characteristics and tendencies that make for development. It is the abilities that are present at birth, as well as any abilities determined by genes. On the otherwise hand, nurture is the processes caused by our environment that influences our development. Everything is learned through our interactions with our environment and as a result of our experiences. In the past, hereditary and environmental factors were considered to be operating separately from each other. It was one or the other nature (hereditary) or nurture (environment). Today it is generally hold that hereditary and environment are both important factors development is a combination of both.Example Average longevity is influenced by genetic and environmental factors. To add-on your chances of a long life you need to come from a family with a history of individuals who lived to a ripe age (genetic factors). Environmental factors such as diseases, toxins, lifestyle and social class are also important factors that influence longevity. A person who makes poor lifestyle choices and live in an imp all overished area allow for decrease his/her chances of a long life. Therefore it can be said that both nature and nurture play a role in a person living to a ripe age.1.2. Stability changeThe stability versus change concept explores how much of ones behaviour is consistent and how much is changeable over a life sweep up. Simply put, we can ask whether development is best characterized by stability (for example, does a behaviour or trait such as coldness stay stable in its expression over time?) or change (could a persons degree of shyness fluctuate across the life span?). Stability at a basic take is vital for us to recognize that we are still the same person as we grow older. that we also like to believe that our characteristics are non set in stone, that we can change ourselves if we want to. Psycho analysts believe that disposition traits developed in the starting time 5 socio-economic classs predict adult personality. Change theorists argue that personalities are modified by interactions with family, experiences at school, and acculturation.Example costa and McCrae (1994 1997) have investigated whether the traits that make up the five-factor model remain stable across adulthood and came to the general conclusion that personality traits remain stable after age 30. If a 30 year old woman worried excessively about whether or not her husbands salary was enough to make mortgage payments, then she also is likely to be worried about having saved enough for her childrens college tuition when she is 45 and is likely to be worried about the adequacy of her husbands pension income at age 70. Since Costa and McCrae suggest that personality traits remain stable through adulthood a high degree of neuroticism, as reflected by a consistent and excessive level of anxiety and worry, is lik ely to persist and find new focal points over time.However, there is evidence that change can be found in personality trait development across the adult life span. Allemand et al. (2008) found that the way people differ in their personality becomes more pronounced with older age. Furthermore, other studies (Donnellan Lucas, 2008) found that extraversion and openness decrease with age whereas agreeableness increases with age (Blanchard-Fields Cavanaugh, 2011, p. 321).1.3. Continuity discontinuityThe continuity versus discontinuity controversy deals with the question of whether development is a gradual, smooth attainment from conception to death (continuity), or a series of distinct and abrupt shifts (discontinuity). Continuity focuses on quantitative changes in number or amount, such as changes in height and weight. Discontinuity focuses on qualitative changes in kind, structure, or organization.An example of continuity is Infants who have satisfying emotional relationships with their parents typically become children with satisfying peer relationships. And they will eventually become adults with satisfying relationships with others.An example of discontinuity After spending most of adulthood trying to ensure the success of the next generation and to consecrate a legacy, older adults turn to evaluating their own lives in search of closure and a sense that what they have accomplished has been meaningful.1.4. Universal versus context-specific developmentThis concerns whether or not there is one path of development or several.Example David Schmitt and colleagues (2004) investigated whether ones attachment style may have a major influence on how one forms romantic relationships. The results showed that 79% of the cultural groups studied demonstrated secure romantic attachments, but that North American cultures tended to be dismissive and atomic number 99 Asian cultures tended to be high on preoccupied romantic attachment. Overall, Schmitt and colleagues conc luded that although the same attachment bod holds across most cultures, no one pattern holds across all of them. East Asian cultures in particular tend to fit a pattern in which people report that others do not get as emotionally close as the respondent would like, and that respondents find it difficult to trust others or to depend on them.

Woodspurge Analysis Essay Example for Free

Woodspurge Analysis EssayThe Woodspurge is a sixteen-line poem divided into four-line stanzas that describe a affliction-stricken narrator in an outdoor setting. In his depressed state, the narrator aflamely observes the details of the woodspurge, a species of weed that has a three-part blossom. The poems first stanza presents a countryside and begins to provoke the narratorss state of mind. The narrator is not walking toward a specific destination he moves in the direction the wind is blowing and once the wind ceases, he stops and sits in the grass. The f proceeding that his walking and stopping be guided merely by the wind indicates aimlessness and passivity The narrators sit down in the second stanza indicates that he feels exceedingly depressed. Sitting on the grass he is hunched over with his head between his knees. This shows that he is insecure.His depression is so severe that he cannot even groan aloud or speak a word of grief. His head is cast down, as is his soul so oftentimes that his hair is touching the grass. He remains in this position for an unknown length of time but long enough that he heard the twenty-four hour period pass. In the third stanza, My eyes, wide open, had the run let the readers know about the sudden changes in his attitude. He finally accepts what had happened and knows that he has to move on. From his seated position, he says there are ten weeds that his eyes can fix upon. This reflect that he sees his problem and becomes aware of it. He realises that the weeds (his problem) are in his way and the hardiness of the weeds tells that the problem that he faced are hard to be rid of.Out of that group, a flowering woodspurge captures his sweep through attention and he is dramatically impressed by the detail that it flowers as three cups in one. The narrator attributes his depressed state to perfect grief in the final stanza. He then comments that grief may not function to bring wisdom and may not even be remembered. He implies that he himself learned nothing from his grief that day and can no longer remember its cause. However, One thing then learnt remains to me He had been visually overwhelmed by the shape of the woodspurge and consequently, its image and the fact that The woodspurge has a cup of three have been vividly burned into his memory forever.Themes and MeaningsAlthough the cause of the narrators unhappiness is never specified, the poem was written in the spring of 1856 when Rossetti was in an anguished state. Hewas experiencing intense strife with Elizabeth Siddal over the issue of her desire for marriage. Rossetti was also torture at that time about relationships with other women and what he perceived as lost of artistic opportunities. However, nothing in the poem points to these specific issues. By expiration the cause of the narrators depression unspecified, Rossetti gives universal expression to the psychological phenomenon of acute mental awareness and heightened sensation simu ltaneously with mental and emotional distress.Although The Woodspurge has a plants name as its title, the poem does not have nature, or even the woodspurge itself, as its subject. Nature does play an indirect role in the poem, but it is not the focus here or in other works by Rossetti. Both in his painting and poetry, the function of nature is to act as a background for the presentation of human action and emotion. The depiction of details from nature is not meant to draw attention to nature itself but to reflect an inner experience. In conclusion, The Woodspurge is about the narrators grief and that an insignificant detail or image can remain vivid after emotional pain is forgotten. It concentrates on creating emotional effect, accuracy of detail and the use of nature as a framework for the expression of the mental and emotional state of the narrator.

2012 Penn State University Football Team Scandal

2012 Penn present University Footb any Team ScandalThis was the scandal that woke up our nation to the inner abuse and unethical conduct in our university system. Jerry Sandusky had been on the Penn cite footb each game coaching staff. Mr. Sandusky was the defensive coordinator for Joe Paterno for 30 plus years. Graham Spanier, Penn States president, Gary Schultz, Penn States vice president and Tim Curley the athletic director were all charged for perjury to a grand jury somewhat the knowing of Mr. Sanduskys sexual misconduct and not reporting the minor abuse or sexual abuse to the fitting authorities. This paper will show what ethically went wrong with the people involved with the 2012 Penn State Football Program scandal that destroyed their football program. The President of Penn State Mr. Spanier had been in charge for over 16 years before he was forced to resign in the year 2011. Mr. Spanier believed that Gary Schultz and Tim Curley followed all the proper rules and regula tions during this sexual abuse scandal. Mr. Schultz had a extensive history at Penn State. Gary Schultz attained his bachelors along with his masters degree from Penn State. Mr. Schultz started his career at Penn State in the year 1971 in which he had different admin duties in business operations, finance, and technology. The in 1995 he was appointed to the Vice President position. Mr. Schultz had decided to retire from the university then redress in 2011 on a temporary basis until the university was able to hire someone for the position. The athletic director Tim Curley was at Penn State from 1993 until 2011. Joe Paterno was the head coach of the Penn State football team during the time of this scandal. Joe Paterno, was on the coaching staff of this football team for over half a century from 1966 to 2011. Jerry Sandusky is a convicted serial child molester, and was the assistant coach to Joe Paterno for more than 30 years which most of those years as a defensive coordinator. Throu gh the 1970s Mr. Sandusky had developed the nonprofit makeup named The morsel international nautical mile. The Second Mile was to helped underprivileged children and their parents that are at risk in the republic of Pennsylvania. There were a few incidents that pointed the finger at Sanduskys indecent behavior with young boys on the Penn State campus. There are incidents also off campus. I will focus on the incidents that happened at Penn State. In 1998 was the first incident. The Penn State police department along with the Pennsylvania Public Welfare investigated an incident where the mother of the 11year old boy had reported Mr. Sandusky took a with her word of honor and may had sexual conduct with the young boy. After the investigation of Mr. Sandusky confessed of taking a shower in the nude with the young boy he make apology and all charges were dropped. There were two janitors that witnessed incidents on the same night in 2000. Fall of 2000 a janitor that worked at the univ ersity observed a man, which was identified as Mr. Sandusky, in the showers of the assistant coachs locker in the Lasch Building with a child. Mr. Sandusky had the boy pinned to the wall and Mr. Sandusky was performing oral sex on the child. so on the same night, a different janitor saw two pairs of feet in the same shower at the Lasch Building but he could not gain the upper torso of the two people. The janitor waited for them to finish their shower, then he later saw Mr. Sandusky with a child, leave the locker room holding hands. The head janitor told that they told nearly what they witnessed. The other janitor advised the head janitor how he could report what he saw, if he wanted to do so. Everyone knows that the Penn State football, it is the heart of the University and the surrounding community. Joe Paterno is like Paul take Bryant to Alabama when it comes to Penn State Football. The ethical plight is that what these janitors faced should of been reported and the incidents they witnessed to their supervisors at the University to protect these children and to prevent any possible damage to the University. But quite these janitors did nobody to save their jobs. Which resulted in they decided not to report because they were scared of losing their jobs. Was this morally a good decision? No it wasnt. What these janitors witnessed was wrong and they knew it was. I can scan that someone wouldnt want to lose their job, but children being molested shouldve been at the top of the list. They felt too much pressure to do what was ethically right. Janitor B thought that Paterno had a lot of power and would get rid of whomever he had to in order to protect the program. Football runs through the veins of this college. Those connected with the program would do what they had to do to keep the reputation of the football program as well as the University squeaky clean. There are a couple of ethical questions I have when I look at this scandal. The first one is what would make an ethical person make bad choices when they are facing an ethical dilemma? Why did Graham Spanier, Gary Schultz, Tim Curley, and Joe Paterno turn their back on Jerry Sanduskys molestation of young boys at Penn State? The group of men mentioned all failed to protect children from a child predator, Jerry Sandusky. Here is an ethical dilemma that Spanier, Schultz, Curley, Paterno faced. Should they have taken legal action against Sandusky and possibly caused the University reputation to be smeared or should they have just burble to Sandusky and move on from this situation. They chose to just talk to Sandusky and just move on. This is ethically wrong because they were not looking out for the welfare of the children from the Second Mile that Sandusky brought to the Penn State campus. Its obvious that Penn States big four leaders were more committed to making sure the University did not get any negative reporting instead of thinking of the safety of the children the universit y brought Mr. Sandusky to the campus and then he molested children. The big four covered up what Sandusky was doing to children. I feel that the Penn State police department also compete a part in this scandal. I feel the Penn State police department should have gotten more involved including the FBI. If the other coaches and staff new about this why didnt they do something. Joe Paterno is just as guilty as Mr. Sandusky because he knew that this was going on but did nothing. Why didnt they charge Sandusky in 1998 when the childs mother reported Sandusky showered with her son and had inappropriate contact with him? Sandusky apologized for his behavior and it was all dismissed. Which it should have never been dismissed. Mr. Sandusky should have gone straight to cast away. Was football bigger than everything in Penn State? It seemed like the leaders of the University and the police department was more concerned with protecting the reputation of the University instead of prosecuting a child molester. In 1999 Sandusky retired from Penn State. However, he was still granted access to the same areas of the University even after his retirement. In 2002 there was another incident witnessed in which Sandusky had abused another boy. On March 2, 2002, Mike McQuarrie tells football Coach Paterno that he saw Sandusky in the locker room shower the evening before, performing sex on a child to be 10 years old. On March 3, 2002, Coach Paterno reported the incident to Athletic Director Tim Curley, telling the graduate assistant had seen Sandusky doing something of a sexual nature to a young boy. Tim Curley informed Schultz about what Paterno reported to him. The outcome was Sandusky had to turnover his keys and was no longer allowed to bring kids from his Second Mile rear to the campus. This was not reported to the law enforcement. During this I really looked at Paterno. He was known to be a good guy, but in my opinion, he authorize of Mr. Sanduskys behavior by not taking act ion and reporting it. Since the year 1998 Coach Paterno knew that Mr. Sandusky was involved molesting children. What did he do when faced with this ethical dilemma, he looked the other way. Coach Paterno thought it was more important to protect the image of his football team and Penn State instead of taking matters in his own hands. pull down though Sandusky retired he still was associated directly with Paterno on the campus. What should Paterno have done? I think that Paterno should have taken the actions of a whistle blower. Serious molest raises moral intensity of an issue. (Trevino & Nelson, 2011) These children were being seriously harmed and even when the leaders of the University were obviously covering up this situation. I feel Joe Paterno should have taken the necessary step to let law enforcement know that Sandusky was still molesting young boys. Spanier, Schultz, and Curley were all released from their duties at Penn State charged with covering up Sanduskys abuse of yo ung boys from his Second Mile foundation. Joe Paterno was dismissed from the Penn State Nittany Lions and later died from complications from a lung cancer treatment. If Joe Paterno was still alive he also would have faced charges for covering up Sanduskys molestation of young boys. The Second Mile foundation is trying shutdown and transfer to another youth based ministry that will help underprivileged kids. Jerry Sandusky was sentenced to jail for 30 to 60 years for sex abuse of minors. Jerry Sandusky is 69 years old and after this sentence will spend the rest of his life in jail.The 2012 Penn State Scandal involved the top leaders of Penn State University. There were a few incidents that pointed the finger at Jerry Sandusky for sexually molesting young boys from his Second Mile foundation. What would make an ethical person make bad choices when they are facing an ethical dilemma? Why did Graham Spanier, Gary Schultz, Tim Curley, and Joe Paterno turn their back on Jerry Sanduskys mo lestation of young boys at Penn State? Why didnt the Penn State police pursue this further? These are few ethical questions about this scandal. unconstipated after Sandusky retired from Penn State he was still allowed to have access he did when he was employed. Joe Paterno was also involved in this cover-up. All the top leaders were open fire from their duties at Penn State. This scandal did ruin the reputation of this University in which the big four tried so hard to not let happen. Its sad that they all did not make better ethical decisions. ReferencesPenn state scandal Timeline from November 2011 to July 2012. (n.d.). Retrieved fromhttp//www.huffingtonpost.com/2012/07/18/penn-state-timeline-nov-july_n_1682867.htmlSchultz returns to fill interim senior vp post nominations sought. (n.d.). Retrieved fromhttp//news.psu.edu/story/156548/2011/07/29/schultz-returns-fill-interim-senior-vp-post-nominations-soughtA timeline of the Penn state child sex abuse scandal. (n.d.). Retrieved fro mhttp//www.cnn.com/2011/11/16/justice/pennsylvania-coach-abuse-timelinePaterno, others slammed in report for failing to protect Sanduskys victims. (n.d.). Retrieved fromhttp//www.npr.org/blogs/thetwoway/2012/07/12/156654260/was-there-a-coverup-report-on-penn-state-scandalmay-tell-usLinda K. Trevino & Katherine A. Nelson, K. A. (2017). Managing Business Ethics. (7th ed.).

Leading Innovation And Change

Leading Innovation And careenNew technologies, opportunities and threats force organizations to hold adaptive capacities in instal to re principal(prenominal) relevant, competitive and survive in an increasingly complex business environment. Organizations and individuals have to embrace trans purposet initiative programmes in severalise to ensure organisational long-term success. In this paper, we look at the main theories of purpose and castrate, whilst maintaining a general view on how an organization goes about its adjustment management finishs. We will describe one prospering, one less successful variety show initiative and the impact of these 2 on the organizational polish. We also come to the conclusion that for a successful capital punishment of adjustment, a company mustiness be more transp arnt and listen to every employees opinions. Then, an integ treasured approach to the authors someoneal performance as a attractor and what is still lagging to acquire th e skills prerequisite to transmute study will be c everyplaceed.IntroductionChange, grounding, and even creativity atomic number 18 not sore concepts in the frame tame of organizational development. The early(prenominal) few decades have witnessed the development of several theoretical deterrent examples aiming to improve the way organizations function. Change demands both creativity and conception. Wickoff describes creativity as the act of connecting the in the raw into the breathing and making connections that no one else has made (Wycoff, 1991). According to Pearce (Pearce, 1974), individual culture exerts a negative influence on creativity, however, were it not for creativity, culture itself would not be created. Innovation means successfully drawing on smart ideas. All knowledgeability begins with creative ideas. Thus, creativity is the starting point for innovation. Changes in innovation be necessary for the successful exploitation of new ideas.In an organizat ional setting, creativity is the generation of an idea, and innovation as the implementation of these creative ideas, known as creative output. (Woodman, 2008). Amabile implies that creativity requires individuals with creative characteristics, while a convocation of people are primarily responsible for implementing these creative ideas, so they can consequence in innovation (Amabile, 1983). At the core of organizational success, an employee is likely to be creative when they expect that their creativeness will lead to personal consequences that are more rewarding. (Ford, 1990)There are individual differences that whitethorn trigger employees creativity. Many theories revolve around the fact that individual creativity is a function of personality factors, creativity-relevant skills, specialized knowledge and true motivation. Overall, the success of an organization depends on the capacity of its staff to communicate and share knowledge (Bryans, 2001), and it is observed that the brilliance of specialized knowledge in an organization has been steady increasing (Ingram, 2000)Hughes states that managing change is one of the major challenges that face not only the organizations, but also the individuals creativities that should accompany the organizations in their processes of change (Hughes 2006). Organizational change is cogitate to organizational strategy, which will guide organizational direction and activities (Thornhill 2000).As individual change is pivotal part of organization change, change management necessitate to be adopted at individual level in order to initiate the change and consequently obtain successful organization change (Hughes 2006).Beer and Noria explain that receivable to, heightened competition, globalisation, advancements in communications and information technologies, inter-alia, change initiatives have interested the majority of leading organisations. Organizational change initiatives can maximize shareholder honor (i.e. stinting repute theory) and develop organizational capabilities (i.e. organizational capability theory) (Beer, 2000).Throughout this paper, we explore the theories behind innovation and change, evaluating one successful and one less successful innovation/change initiative related to the relevant theories. It also offers a reflection on the authors own performance as a loss leader of innovation and change, including the development of an action plan for further practicing the relevant skills leading innovation and change.Theories of InnovationMulgan and Albury (Mulgan, 2003) define innovation as the creation and implementation of new processes, wares, services and methods of livery which solvent in profound improvements in endpoints efficiency, hard-hittingness or quality. They further elaborate this concept by linking the idea of creation to a source of value both for the individual consumer and companies.According to Joseph Schumpeter (Schumpeter 1934), innovation is varied from in vention insofar as the latter c overs only aspects related to technical progress while innovation relies on acceptance and marketing. In addition he highlights the importance of innovation for growth and economic development. For example, a technical discovery without a valid product or a service cannot be regarded as an innovation.Van de Ven (Van De Ven 1986) adopts a broader definition of innovation by setting it as the development and implementation of new ideas by individuals who, over time, engage with others in a defined institutional context.Through these different definitions with the common denominator in the individual, innovation could be summarized as a creation, whose application would generate business opportunities meeting existing requires or addressing new needs.Through Schumpeter (Schumpeter 1934), we discover the five major types of innovations (i) the introduction of a new product (ii) the introduction of a new method of production, (iii) the opening of new mark ets (iv) the conquest of a new source of supply of raw materials (v) the conception of new organizations.Different from Schumpeters theory, Tidd and Bessant (Bessant, 2009) summarized quad dimensions of change, which they define as the 4Ps of innovationProduct innovation changes in things (products/services) which an organization provides (ii) Process innovation Changes in the ways these things (products/services) are created and delivered (iii) maculation innovation Changes in the context in which the products/services are adduced (iv) Paradigm innovation Changes in the underlying mental positions which frame what the organization does.At the rootle of innovation is creativity, which is a process and a skill that can be developed and managed throughout the organization. A process is needed to bringher with a culture that will help maximize creative assets. This is innovation capability that triggers organizational health.Tidd (Bessant, 2009) states that the implementing ph ases of innovation carry a high degree of risky as companies need to invest substantial resources and the uncertainty can significantly influence the implementation process.A great deal of research has been conducted to try to identify what factors affect the rate and extent of adoption of innovation by the markets. A number of characteristics of innovation have been found to affect diffusion (Rogers 2003)Relative advantage, (ii) Compatibility, (iii) Complexity, (iv) Trialability, (v) ObservabilityIn a dynamic environment, success comes from looking for the next opportunity and having the ability to finding insights into new products or services. Innovations may also be classified by their degree of intensity. When an innovation brings an improvement to the processes, it is described as incremental innovation. Christensen (Christensen 1997) states that incremental innovation does not change the nature of the product or service but allows the company to confirm its offer without up setting its value chains. Conversely, when an innovation is accompanied by a major technological breakthrough that improves the product or service, it is called disruptive innovation (Christensen 1997). some other dimension of innovation may be classified by its degree of novelty. Innovation is not only a matter of major advances or floor innovations but also includes small-scale changes or incremental innovations (Tidd, 2006). Innovation was considered largely as the creation and development of new ideas. However, generating new ideas is just one pace of an innovation. Thus, as Tidd states, innovation is a process, not a single event, and needs to be managed as such. The influences on the process can be manipulated to affect the outcome that is, it can be managed One notable model describing the innovation process is the innovation pentathlon framework (Goffin, 2005). A more generic innovation process model by Tidd and Bessant (Bessant, 2009) divides the innovation process into four phases (i) Generating new ideas how can we find opportunities for innovation? (ii) Selecting the good ones what to do and why? (iii) Implementing them how to make it happen? (iv) Capture how to get benefits from it?In his research, Shapiro argues that perpetual and pervasive innovation is the key to long -term sustainable success in the continuous search for new consumers. (Shapiro, 2002) To survive competition, organizations must chop-chop and repeatedly re-invent themselves often through its best resource, the employees. The road map to reinvention starts by applying the seven Rs.1. Rethink your underlying assumptions.2. Reconfigure how you carry out work.3. Resequence when work takes place4. relocate where work is done to cut down on handoffs and delays.5. Reduce the frequency of carrying our specific activities.6. Reassign who does the work by asking if anyone else could achieve the same result more effectively and efficiently.7. Retool the technology that supports get ting the work done. Could new software and automated equipment transform our ways of working?Tidd (Tidd 2006) recognizes that shocks trigger innovations and changes occur when a threshold is reached (be it opportunity or threat). Similarly, Schumpeter (Schumpeter 1934) identifies the resistance to change when the resistance manifests itself in the groups threatened by the innovation, then in the difficulty finding the necessary cooperation, last in the difficulty in winning over consumer.Change and change modelsAn synopsis of some of the deeds of authors considered masters of leadership explains this (Porter 1980) (Drucker 1999). The reasons for change resistance are essentially at heart the individuals of the organization and the environment in which they operate. Some changes occur because of the opportunities that arise, while others are planned as in mergers/acquisitions. The hitch is then fit(p) on effective change management, which allows people to reorient the organizat ion, achieve its goals, maximize their performance and ensure the continuous improvement in an ever-ever-changing business environment.Change occurs efficiently only if there is a complete commitment from within the organization. Change happens through people therefore, as part of the process of change it is necessary to know and stimulate their values, their beliefs, their behaviors and their emotions. Kim argues that organizations learn via their individual members (Kim 1993). Therefore, understanding individual learning theories are important for understanding organizational learning.There are different areas of change within an organization. Balogun and Hailey describe four types of changes adaptation, reconstruction, evolution and revolution (Hailey, 2004).Scope of ChangeNature of changeRealignmentTransformationIncrementalAdaptationEvolutionBig slapdashReconstructionRevolutionSenior and Fleming see change as either soft change (group work change operator as catalyst, more com plex) or hard change (clear objectives, achievable, less complex) (Fleming, 2006)Planned change takes conscious and attentive effort on the part of the organization. Kanter originated the concept of the change master a person or organization skilled at the art of anticipating the need for and of leading productive change (Kanter, 1983) . Changes will not occur unless the necessity for change is significant. Employees and organizations normally resist change unless they have to.Before embarking on an organizational change initiative, a clear strategy must be planned in order to anticipate potential problems. One often criticized model for change is Lewins model of change, which consists of unfreezing, transforming, and freezing. Unfreezing refers to conditioning individuals readiness for change, and establishing ownership. It revolves around increased awareness by stakeholders of the existence of a dissonance between the organization and its environment. It fosters a desire for trans formation that is then spread in the organization. This is a period of self questioning where reflections abound on the driving forces and changing patterns of perception. This stage is characterized by instability, loss of landmark and a degree of uncertainty resulting in the soul of the need to change (Lewin, 1951).During the transformation, momentum builds when stakeholders introduce change and plan its implementation and transformation with the commitment of individuals to accept the change initiatives. In the final phase, refreezing, individuals recognize the change and reestablish the equilibrium, both personally and within the organization. This last step in the process of change is the institutionalization of new practices. It is therefore the consolidation, convergence and adoption of new behaviors. In addition, during this phase, the organization assists the rooting of new standards and the development of a new culture. Refreezing thus prevents individuals to return to th e previous step, and wide acceptance leads to progress. (Gilley 2005).Lewins Force field analysis (Lewin 1951) further considers that an issue is held in balance by the interaction of two opposing sets of forces the positive and the negative in terms of those forces driving change and those forces restraining change. Lewin considers a number of positive forces that support this state unitedly with a set of restrictive forces that oppose and counterbalance it. In essence, this resistance allows Lewin to conceive patterns of continuity and discontinuity within relatively stationary structures in group behavior. In this respect, behavioral change is not conceived of as naturally emergent, but rather as a planned process requiring the intervention of a change agent . Lewins model has several limitations in that it fails to address the human side of change and doesnt address the emotional state of people during the change process and relies on the change agent to act as a cohesive bet ween states of stability while helping to diffuse resistance. Not every employee or stakeholder will keep back on the new good deal or let alone implement it.Another risky limitation is preventing organizations to move back to former phases where updating may be indispensable. This can send wrong signals to employees, especially when the realization of moving too fast or too early into a new stage, triggering significant changes in the internal environment.Very similar to Lewins model, Kotters (Kotter 1996) eight steps of change is another linear model for change. Its eight steps are establishing a sense of urgency, forming a powerful maneuver coalition, creating and communicating a vision, empowering others to act on the vision, proviso for and creating short-term wins, consolidating improvements and producing still more change, and finally institutionalizing new approaches. However, knowing the required change is the critical question to ask. Those changes with wide-reaching impacts requiring significant unlearning by an individual are the ones that will generate the more resistance to change.In the following table, we combine the foundations of the two models. Kotters eight phases can essentially be reduced to three stages, similar to Lewins model. This allows us to consider an integrative model to the two different approaches.Lewins modelKotters modelPhase 1Awareness of the need to changeChallenge the status quoLack of stability createdCreate a sense of urgencyCrete a guiding coalitionElaborate a vision for changePhase 2Moving towards changeDiscussion and reflections on the inefficient existing practicesCommunicate the visionEmpower the change agentsCreate short terms put one crosswisesPhase 3Institutionalize new practicesConsolidate new behaviors change integrity new normsConsolidate longer-term gainsSolidify new approaches into cultureSimilar to Lewins model, Kotters fails to address the human side of change, assuming everyone will agree, and doesn t address the emotional state of people during the change process. In practice, during the different phases, greater attention is granted to managing the change process rather than the individuals affected by the change process. Employees lack the recognition that they are treated as sufficient and important elements of the organization. Their worth has to be recognized respected. To avert this during the change process, the organization can, inter-alia, instill a sense of belonging, enhance management-employee relations, improve the supervisory quality and decision making process, disseminate information and foster feedback and provide access to training.Researchers estimate that 70% of change initiatives fail. (Noria). Kotters model risks failure if the sense of urgency is not created, if a strong enough coalition is not formed, with blurred vision, not allowing adjustments or the elimination of harmful practices in the change process, failing to obtain success in the short term, or quickly calling victory and not anchoring the changes in culture of the organization.Lewin (management.net 2012) describes four essential steps to managing changeDefine the change you trust to see by creating a diagram or table of the future desired state.Brainstorm and analyze the restraining forces those that oppose change.Evaluate the driving and restraining forces and focus on the impact of each on the change initiative.Impose a strategy that analyses the driving and restraining forces. The result should be an action plan that will achieve the greatest impact.Egan (Egan, 1988), clearly influenced by Lewins, proposes a simple model for change in three stepsAssessing the current scenarioCreating a preferred scenarioDesigning a plan from the current into the preferred scenario.Support and momentum must be gathered for effective change, always considering the human factor in order to prevent failure. During the change planning, it is imperative to bring on-board different prof iles to achieve effective change. Senior and Fleming (Fleming, 2006) argue that for effective change, an organizational leader must engage and drive the initiative away in the organization. The importance of stakeholder, in determining the driving and restraining forces, is important throughout the processTwo radically different models of change are Beer and Norias theory E and Os (Beer 2000). Theory E focuses on creating value to the shareholder, and uses structures and systems to achieve change. This approach often resorts consulting firms and economic incentives as a way to entice the organizational changes at the lower level. Opposite is theory Os goal to change a companys ways from the bottom to the top, that is from the front line employees to the CEO. Management, employees, culture and behavior are communicate through the involvement of all the employees through a transparent communication scheme. Organizations abiding by theory O create systems which make employees emotion ally move to increasing their performance within the organization. Under theory O, employees are requested to become involved in identifying and solving work-related problems whereas managers believe that creating value is the essence of this approach.As there is no one right approach, the limitation of Beer and Norias model is that they cannot be implemented as stand-alone given the economic and human risks associated. Simultaneous implementation of both theories, know as tension between E and O, together with hard and soft change approaches, extremely delicate, will provide a sustainable advantage to organizations embracing it. The principles of creativity and innovation must be formulated and discussed across the spectrum between executives, middle managers and employees. A participatory approach early on the process can lead to failures in the change initiative. Change agents and executives of the organization should be alert on providing innovative frameworks for successful ch ange. Whether planned or unplanned, the onus should be placed on having a clear understanding of the specific situation, its complexity and the selection of an appropriate change strategy and communication plan. Change initiatives need to be designed with all stakeholders in perspective only successful change is operated from a stakeholder perspective. (Holbeche, 2006) A simple stakeholder analysis, adapted from Cleland (Ireland, 2004) can sustain an effective communication plan. leadershiphip and Leading changeThe most common definition of leadership refers to the ability to get others to do what you want.According to Bolman and Deal (Bolman 1997), the word leader was introduced more than a thousand years ago. It derives from the Anglo-Saxon laedare, which has undergone a few changes. In old English it meant conducting travelers on the road.Bolman and Deal (Bolman 1997) refine the term leader into those individuals that are helpful, make us feel secure and alleviate fears those th at see possibilities and discover hidden resources. Power is key to leadership.Robbins and Coulter differentiate between a manager and a leader, in that managers are chosen by the board or by shareholders of the company based on academic and work get under ones skin while leaders emerges from a group, and are able to influence employees performances (Robbins 1996).Koontz (Koontz 1995) states that leadership as an art that influences people to work voluntarily and enthusiastically to achieve incorporated goals (Kotter 1996, 490) In this sense, the leader faces the challenge of developing skills that drive change and guiding direction and vision.However, before being able to performance effective leadership, individuals must continually seek self-learning and self-advancement. That is why, as a fundamental aspect, the leader of any group or organization must be committed to the challenge of increasing the value or the importance of his own organization. This self-improvement is fun damental part of any organizations culture. Robbins and Coulter mention qualities that characterize the leader such as intelligence, charisma, decision, enthusiasm, strength, value, integrity and self-confidence in it (Robbins 1996, 573).Another common view is that leaders provide organizations and individuals with a clear vision capable of generating a compelling image of the future. In this regard, Kotters works (Kotter 1996) have been oriented to establish a clear difference between management and leadershipManagement is a set of processes whereby complicated systems of individuals and technology cash in ones chips smoothly. The most important aspects of management are planning, budgeting, organizing, human resources and problem solving. On the other hand, leadership is a set of processes that prioritize organizations and adapt them to significantly changing circumstances. The leadership defines the future by aligning people with a vision and inspires them to make it reality de spite the obstacles. This assessment refers to the ability of these individuals to assist a group of people in circumstances of uncertainty through a practical, achievable vision within a certain period and whose development is both an exercise of the intellect and heart. The vision is an image of the future, with an increasingly favorable individual and collective change with respect to the present. Organization leadership should work through the change agents to gain momentum and support the change initiative.The leaders function is critical to implementing the desired change. They do not necessarily need to be directly involved. Buchanan (2003) argues that change leaders should perceive the need for change and advocate the change. However, acting alone will not be successful and functioning though a change agent, with the responsibility to implement change is a more sustainable strategy. All stakeholders should be part of the change effort and it is important to consider each st akeholder in planning strategies in order to gain support for the change effort.Leaders must advocate the change in a way that makes it appealing and less cloggy to the stakeholders. Somewhat dissonant to Lewins theory, Kanter states that it is easier to implement change when it is conducted on a small scale, can be reversible if unsuccessful and in line with the organizations current direction. (Kanter R. , 1983)Leaders must think in the longer term and look beyond the unit of work of the department towards a greater scope. Their intuition of the environment is apply to exhort influence. (Higgs) They possess vision, and have the policy-making skills to deal with the challenging and resisting changing environments and groups of followers (Bolman 1997). Senior and Fleming (Fleming, 2006) assert that another important trait in change management leadership is the will to take risks. Leaders not only must assert their creative and emotional intelligence, but they must motivate for ho w change is accomplished (Fleming, 2006, p. 348)Transformational leaders, willing to take risks, exerting consistent behavior with high levels of ethics and integrity are able to inspire and motivate employees by demonstrating a divided commitment to the new goals and vision of the organization. (Riggio, 2006).Successful changeRobert Heller states that good change management teams are those that know what to change, have the competence to accomplish change and above all carry it out. It helps to operate change under a cultural banner. One theory that groups idea from Lewin, Kotter and Beer and Norias models is Bolman and Deals four frames, which require creative thinking beyond the described linear model of change. We look at the experience in creating organizational learning and change relates to Bolmans and Deals (Bolman 1997) four frames of organizational structure.The case of a large United Nations (herein referred to as UN) organization will be presented. It is an interesting example of a UN organization operating in changing environments with offices in over 70 countries and a diverse multicultural cadre of staff. Unpredictability is embedded its organizational culture and resilience to change gives it a comparative advantage over other UN organizations. Staffs in the field, away from headquarters, are expected to be mobile and work in the most challenging circumstances and deliver results. The importance of a field presence close to the beneficiaries served is of vital importance. The UN organization strives to increase its expertise in finding and providing efficient and effective solutions to hunger and malnutrition.In retrospective, a stakeholder analysis identified the following stakeholders in the change processImportance of stakeholder Influence of stakeholder Little or no importanceSome importanceSignificant importanceSignificant influenceCASomewhat influentialLittle or no influenceDBGroup A executive handler management, Middle management, Bo ard of directorsGroup B Employees, Host government, staff unions, Project teamsGroup C Donor countries, Staff counselors Media and journalistsGroup D Staff families, Beneficiaries, local anaesthetic communitiesStructural frameThe structural frame emphasizes goals, specialized role, and formal relationships, commonly depicted by organizational charts (Bolman 1997, 13)It highlights the structural aspects of organizations and assumes the followingorganizations exist to achieve goals and objectivesthings work best when rationality prevails over human needsit is most effective and efficient to assign roles using specialization and division of laboreffective coordination and pull wires is needed for individuals to work together to meet the organizations goalsproblems are a result of poor structure (Bolman 1997)Given the current state of global economic, social and political affairs , combined with the organizations thirst to remain relevant, it is expected to do more with less and conti nue to be as innovative (and more creative in reaching results). This translated into a change on the approach starting with a rapid organizational assessment that was immediately undertaken to facilitate a process of reflection, go over and analysis. The results of this assessment were reviewed by a team of change sponsors/advocates within the organization. A wide range of going-forward organizational design and operating recommendations were made to the executive director and developed into a framework for action calling for a strategy based on participation and action planning and guiding coalition.In order to be more efficient, boost creativity and innovation, it was determined that decisions had to be streamlined, eliminating unembellished positions, and improving communication through a wide internal and external participation. The result was a process driven by function rather than focused on current personnel. Immediately, a new structure was designed harmonizing the execu tive functions, and eliminating redundant director jobs, and ultimately streamlining decision making closer to where the operations are. The result is an organization with one executive director, one deputy executive director and four assistant executive directors (effectively two functions of deputy executive director were eliminated). The assistant executive directors moved from supervising thrust areas in HQ to managing functional areas across the entire organization. Regional directors, responsible for managing vast operations areas, are given more powers to support the country directors without having to resort to HQs approval. Country directors empowered as the fondness of gravity with increased decision making authority. Change advocates not only mobilized the energy to drive the process forward but also lead a process of innovation and change by inviting employees to participate in the change process (Beer, 2000). In turn this meant that all key managers position across the spectrum in HQ, regional offices and country offices had to face the reality that their jobs were evolving to meet the new longer-term goals. New skills were to be learned and a comprehensive program on capacity building was planned. A thorough review of job description woul

Greek Mythology Impact on Greece

classical Mythology Impact on GreeceGreek Mythology played a huge role in the development of Ancient Greece. not only did it surround the basic structures of their buildings, it also surrounded the structure of their everyday lives. The way they would pray, the way they would complete everyday tasks, and the way they lived all(a) centered most the deitys and goddesses of Greek Mythology.People prayed to these gods for the akin reasons we pray today for health and safety, for prosperity, for a good harvest, for safety at sea. Mostly they prayed as communities, and through offerings and sacrifice they seek to please the inscrutable deities who they believed controlled their lives (National Geographics). The Greeks looked to Hades (God of the Underworld) whenever it came to death. The places where Hades ruled (The Unseen) was described as moldering horror where heroes and ordinary throng went after they died (National Geographics). The Greeks began making afterlife kind of compara ble a personal quest rather than a joyless fate. They wanted to complete whatever it was that was holding them there so that they could move on. Rather it be to a worse or a far better place. They had mystery cults that would provide guidance to the path apiece individual person needed to come after their death. With the belief the Greeks had, multiple cults emerged claiming to help cleanse the soul and lead them on the right path. And when Christianity swept the ancient world, it carried with it, along with guidance from a exclusive deity, remnants of the old beliefs the washing away of human corruption through mystic rites, the different fates awaiting the initiated and uninitiated, and the reverence for sacred texts (National Geographics). Believing that death could be good or bad for the Greeks, they sought out the ancestors favor with honors and offerings. Along with the help of their ancestors, they also believed that initiation into the right cult also played a part in the ir ultimate destination for afterlife.Greek Mythology does not have an actual Bible, like Christianity, instead their religion is an oral tradition that started in the Bronze age and their plots and themes unfolded little by little in the written literature of the archaic and classical periods (History). The Greeks revere multiple different gods each with different personalities and domain. There were twelve principal deities in the Greek pantheon. The two most important, and best known, are Zeus (god of the sky and father of all other gods) and Hades (god of the underworld). The relationship between human cosmoss and deities was based on the concept of exchange gods and goddesses were expected to ca-ca gifts. Votive offerings, which have been excavated from sanctuaries by the thousands, were a physical expression of thanks on the part of individual worshippers (metmuseum). They worshipped in sanctuaries located within the countryside or the city. A sanctuary was a well-defined sacred space set apart usually by an bourn wall. This sacred precinct, also known as a temenos, contained the temple with a monumental cult image of the deity, an outdoor altar, statues and votive offerings to the gods, and often features of landscape such(prenominal) as sacred trees or springs. Many temples benefited from their natural surroundings, which helped to express the temper of the divinities (metmuseum). The ritual act that many Greeks preformed was animal sacrifice. They mostly sacrificed oxen, goats, and sheep. They would sacrifice the animals at alters in front of the temples. They had groups of pile that would consume the remains of the animals after the sacrifices. Religious festivals, literally feast days, filled the year. The four most famous festivals, each with its own procession, gymnastic competitions (14.130.12), and sacrifices, were held every four years at Olympia, Delphi, Nemea, and Isthmia. (metmuseum).Not only did religion play a huge role in Greek My thology, so did the structures of their society. As mentioned above, they had temples set for the gods and goddesses for sacrifice purposes. Greek Architecture has influenced many cities and states to this day. One very obvious area of influence is architecture Just look at the downtown of nearly any major city in the U.S., or many of the great cities of Europe. Ancient Greek influence is lurking within the facades of buildings as varied as the Lincoln Memorial in Washington, D.C., the Prado Museum in Madrid, and Downing College, Cambridge University, in Cambridge, England. When we think of ancient Greek architecture, we are generally referring to temple architecture (or other human race buildings, rather than residential). Ancient Greek temples featured proportional design, columns, friezes, and pediments, usually decorated with sculpture in relief. These elements give ancient Greek architecture its distinctive character (owlation). The Greeks gave their buildings all kind of sim ilar design. They had kind of a godly look to them. Usually to appeal to the gods and goddesses that they bequeath be praising. They used their buildings usually for spiritual purposes. They had sacrifices, praises, meetings, and everything else being held in their buildings. The buildings were built to perfection, as a way to provide comfort and solitude to the gods. The people only wanted to please them, because they felt the gods and goddesses saw everything and judged everything. They did not want to disappoint them. To the people, the buildings were the gods houses. They did no bad, no wrong, or even go against the gods in the buildings. Much like how Christians are in church. The church is Gods home and we give him the upmost respect in there. The Greeks did the same thing. That is why their buildings were built the way they were.To the people, the gods and goddesses controlled everything. Ultimately you were sent to the underworld after death, not hell or heaven, hardly th e underworld. It was the place where you stayed until you finished your unfinished business. The people began viewing it as a personal quest for them. Almost like, who will stay here the longest? And who will be going to Heaven? Who will be going to hell? The Greeks involved their everyday life to the gods and goddesses. They would not do anything that did not in few shape or form involve them. They did sacrifices to please them, they lived by their codes, they built buildings that were fit for them. Greece was surrounded by Greek Mythology. Their gods were much different than the God that Christians praise. They each had their own way of life, their own power, their own thing that they ruled. There are a total of twelve of them. One was Zeus, the god of the sky and the father of all gods. Then there is Hades, the god of the underworld. Poseidon, god of the sea. Hera, Zeuss wife and sister, queen of all gods. Athena, patron goddess of Athens. Apollo, god of music and prophecy. Arte mis, Apollos twin sister, patroness of hunting. Hermes, messenger god. Aphrodite, goddess of love and beauty. Dionysos, god of wine and theater. Ares, god of war. Hephaistos, god of metalworking. The people all believed that Mount Olympus, which was the highest multitude in Greece, was where the gods and goddesses all resided. Their buildings looked to the mountain, tall enough to be seen. The people worshipped that mountain along with all the deities that they believed resided it. Essentially, the Greeks worshipped numerous gods, making their religion polytheistic. They believed that exercising the opportunity to choose between a wide array of gods to worship offered them a great sense of freedom that they treasured. After all, the Greeks were known for their intellectual distinction of which their means of worship played a huge part. Each city-state, or polis, olibanum had an affiliated god who protected and guided its residents (Histoty). The Greeks believed in all twelve gods, because not one god or goddess was equal or was god of the same thing. Allowing the Greeks to believe in multiple different people for multiple different reasons.Greeks believed in so many different gods so that they could have an array of people to praise. Giving them the sense of freedom that they loved. They were not contained to one god, and they did not have to follow the words of one religious figure. They could follow the words of multiple religious figures, and if they did not believe or agree with one there were eleven more to turn to. Greeks were a very freedom loving society. They felt that people should have a choice in what and whom they believe in. Thus, starting Greek Mythology so they could have multiple people to look up to.Sources Usedhttp//www.ancient.eu/Greek_Architecture/https//owlcation.com/ humanities/The-Influence-of-Ancient-Greek-Architecturehttp//www.metmuseum.org/toah/hd/grlg/hd_grlg.htmhttp//www.history.com/topics/ancient-history/greek-mythologyhttp//www .nationalgeographic.com/magazine/2016/07/greek-gods-ancient-greece-afterlife/Bookshhttp//www.greekmythology.com/Books/1000_mythological_characters_briefly_describedttp//www.greekmythology.com/Books/an_introduction_to_mythology/2http//www.greekmythology.com/Books/hero_taleshttp//www.greekmythology.com/Books/myths_and_legends_of_ancient_greece_and_romehttp//www.greekmythology.com/Books/myths_of_greece_and_rome_narrated_with_special_reference_to_literature_and_arthttp//www.greekmythology.com/Books/the_odyssey

The Database Dilemma Essays -- Computers Privacy Security Ethics Essay

The Database DilemmaPersonal privacy today is a controversial and complex topic, which is influenced by a number of factors. There is an integral role that databases play in this highly debated topic. The fact that many people now carry out their proceedings electronically is another important factor. There is also pressure on personal privacy for increased national security around the world to assault terrorism. In addition, personal privacy is even threatened by commercial factors and the Internet.Personal information whoremaster consist of anything from a home address, telephone number, affable security number, income, credit card history, etc, any piece of information that can be tied to a distinct individual. Once personal information is broken it cannot be recovered. Some of this personal information can change such as your address or telephone numbers, but new information would advantageously be found. On the other hand, some of your information cannot be changed such as your social security number and credit card history. As you can see, personal information is a valuable asset that everyone has.This paper ordain explore the issues that affect personal privacy on a global oscilloscope in the current age of computing.BACKGROUND ON DATABASESIn the following three subsections, I will provide background information about databases that will set the scene for why they are so important to the modern issue of personal privacy. I will provide a definition for what databases are, as well as where they are used, how they affect us, and the potential threat that databases pose to our personal privacy.What Are Databases?Databases are defined by Webopedia as A appeal of information organized in such a way that a computer program can... ...e, Robert. National ID card Electronic ID card becomes reality in Europe. Novosec Aktlengesellschaft. 30 Sep. 2002. Poulsen, Kevin. Record National Security surveillance in 2000. SecurityFocus. 2 May 2001 Quiddington, Pe ter. Security vs. Privacy. ABC Online, Australia. 4 Apr. 2003 Solove, Daniel J. Privacy and Power Computer Databases and Metaphors For data Privacy. Stanford Law Review. Jul. 2001 v53 i6 p 1393Spinello, Richard A. Frameworks for Ethical Analysis. Chapter 2 of Ethical Aspect of Information Technology (Prentice Hall) 1 Jan. 1995 page 28Trippe, Bill. First, Do No Harm shag Privacy and Advanced Information Technology Coexist? EContent. Mar. 2003 v26 i3 p 38(5)Vencchiatto, Paul. US or EU Model for SA privacy laws?. ITWeb. Wearden, Graeme. U.S. tech protests EU privacy laws. ZDNet News. 30 Sep. 2002.

Response to Spirituality Essay -- Christians, Religion, God, Beliefs,

Response to Emotionally Healthy SpiritualityI remove lived among Christians my whole life. Over half of the people I know ar Christians. God has taught me through my experience, before and after conversion, that there is work to being a Christ follower. Peter Scazzero, in his book Emotionally Healthy Christianity, tells us that we as Christians argon often struggling more than we think. Emotions touch every discover of our lives and can control different aspects of us if we are not trusting the God we say we go to bed. Jesus said in Matthew 11, Come to me, all you who are weary and burdened, and I will give you liberalization. Take my yoke upon you and learn from me, for I am gentle and humble in heart, and you will find rest for your souls. For my yoke is easy and my burden is light. Jesus said that He would help lighten the load, but He never said that it was going to be easy. As Christians we need to love and trust Jesus in every way so that we can deny ourselves, while still finding value in ourselves, and let the Holy Spirit work through us in every circumstance. Emotions are, and should be, in every part of our life. We would be lost without happiness, sadness, anger, or flush silliness. John reminds us that, We love because God first loved us. (1 Jn 419) Love is a grand topic, there are many definitions for the word, and yet they are all right. If someone were to dedicate themselves to the study of even earthly love they would have more than a lifetimes worth of work to do. Contemplating these things are essential to stirred maturity. Scazzero says that, contemplation and emotional health are different and yet overlap. In a very real sense, both are necessary to attractive God, loving ourselves, and loving others. (Scazzero, 46) Godl... ...ese things I believe the country could be turned upside down in a week. God longs for us to love Him and show others love in an emotionally healthy way. Doing that is not always easy and I think that is the po int. Because it is not always easy we need to rely on the laminitiss prevision for our lives and trust Him rather than our own impulses. I think that Scazzero hit the nail on the head with that idea. The Holy Spirit is alive and accessible to help if we would submit to the Father and trust the work of Jesus. To do this is not always easy, but in trusting in the things God says to us in our quiet times and through our Christian community we can live a fruitful life while staying emotionally healthy in our spirit. works CitedScazzero, Peter. Emotionally Healthy Spirituality Unleash a Revolution in Your Life in Christ. Nashville, Tenn. Thomas Nelson, 2011.