Taking as guiding questions based on the objectives of the modul

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This document provides 5 questions to guide a paper on human rights and ethics in business. The questions ask the writer to: explain their understanding of human rights; highlight the concept and importance of human rights to business; distinguish between moral and legal rights; explain the relationship between ethics and decision making; and understand the methodology for ethical decision making and moral rights. Further instructions are available upon request.

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Taking as guiding questions based on the objectives of the
module, carry out a paper taking as reference these objective
questions: Do a search and investigate about:
1. Explain that you understand human rights
2. Highlight the concept of human rights and why they are
important to business.
3. Distinguish between moral rights and legal rights
4. Explain the relationship between ethics and decision making.
5. Understand the methodology for ethical decision making and
moral rights.
Ask me for further instructions

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600 Words 1) Specify some of the ways in which human resource management differs significantly in the public sector from the private sector? 2) Specify some of the ways in which all public managers are involved in the areas human resource management? 3) In recent times, organizations have been devoting an increasing amount of the organization's resources toward human resources. This is particularly true in areas such as technical and social training, dispute resolution, and the like. Why do you think this is? 4) What are some of the ways that human resource managers operating in local government agencies (i.e. municipal, county, school districts, and so forth) are addressing the skills shortages caused by massive generational retirements in the public sector? source http://www.jstor.org.proxy.li.suu.edu:2048/stable/20447680 .

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6 Developing Strategic and Operational Plans Ingram Publishing/Thinkstock To mean well is nothing without to do well. —Plautus Trinummus Learning Objectives After reading this chapter, you should be able to do the following: • Identify strategy concepts, including the components of organizational strategy; generic strategies; diversification, integration, and implementation strategies; and blue ocean strategy. • Describe the use of strategies for large, multiunit organizations, including the use of the Boston Consult- ing Group matrix to discern strategic implications from the analysis of existing operations, and the use of product/market expansion strategies and diversification strategies for organizational growth. • Discuss tactical issues that are relevant to pursuing participation in a managed-care network. • Delineate the factors that influence the selection of a strategy by an organization. • Explain how operational plans support strategic plans, and describe how operational plans are developed. Section 6.1Strategy Concepts Introduction After developing a set of objectives for the time period covered by the strategic plan, the strategy necessary for accomplishing those objectives must be formulated. First, planners must design an overall strategy, and then define the operating details of that strategy as it relates to providing services, promoting operations, determining locations, and increasing revenue sources. This chapter introduces the concept of strategy, and describes strategy elements, approaches to strategy development, and how operational plans support strategic plans. 6.1 Strategy Concepts The word strategy has been used in a number of ways over the years and especially so in the context of business. As we discussed in Chapter 2, strategy means leadership and may be defined as the course of action taken by an organization to achieve its objectives. It is a description first in general terms and then, in increasingly greater detail, of the activities the organization will undertake to meet its goals and fulfill its ongoing mission. Strategy is the catalyst or dynamic element of managing that enables a company to accomplish its objectives. Strategy development is both a science and an art, a product of both logic and creativity. The scientific aspect deals with assembling and allocating the resources necessary to achieve an organization’s objectives with emphasis on matching organizational strengths with environmental opportunities, while working within cost and time constraints. The art of strategy is mainly concerned with the effective use of resources, including motivating people to make the strategy work, while being sensitive to the environmental forces that may affect the organization’s performance and maintaining the ability to adapt the HCO to these changing conditions. Components of Organizational Strategy The focus of strategy varies by the planning level: the organizat.

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6.2 What protocols comprise TLS? 6.3 What is the difference between a TLS connection and a TLS session? 6.4 List and briefly define the parameters that define a TLS session state. 6.5 List and briefly define the parameters that define a TLS session connection. 6.6 What services are provided by the TLS Record Protocol? 6.7 What steps are involved in the TLS Record Protocol transmission? 6.8 What is the purpose of HTTPS? 6.9 For what applications is SSH useful? 6.10 List and briefly define the SSH protocols. .

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5 An American in India What is my inheritance? To what am I an heir? To all that humanity has achieved during tens of thousands of years, to all that it has thought and felt and suffered and taken pleasure in, to its cries of triumph and its bitter agony of defeat, to that astonishing adventure of man which began so long ago and yet continues and beckons us. To all this and more in common with all men. But there is a special heritage for those of us of India, one more especially applicable. j awa h a r l a l n e h r u , The Discovery of India Before boarding the plane on my previous trip to India, when I was fif- teen, I asked my father if they had Frosted Flakes there. “I don’t think so,” he replied. Then how could I be expected to stay for six weeks? I was openly contemptuous of India during that family trip. Thumbs Up Cola didn’t taste at all like Coke, and the paper straw I sucked it through was too small to get a good gulp in. There was no shower in my grandmother’s home. Bathing was a primitive affair that 77Patel, E. (2007). Acts of faith : The story of an american muslim, the struggle for the soul of a generation. Retrieved from http://ebookcentral.proquest.com Created from southuniversity-ebooks on 2020-02-23 18:41:45. C op yr ig ht © 2 00 7. B ea co n P re ss . A ll rig ht s re se rv ed . consisted of putting water in a bucket and pouring it over yourself with a pitcher. The air conditioners made too much noise. The fans just blew the heat around. India was a land of filth, nuisance, and backwardness. In Bombay, where my extended family is based, I spent my days inside my aunt’s apartment reading Ayn Rand novels and outlining my college application essays. My cousins offered to take me out at night but soon got tired of my attitude. “Remember, tell them not to put ice in your drink,” Bathool told me at a juice bar on Chowpatty Beach, doing her best to protect my American stomach from a case of the runs. “What the hell is wrong with this place that you can’t even have the ice?” I responded. When we went touring in the north, through Agra and Jaipur, the only hour I didn’t complain was when we were at the Taj Mahal. My white friends at school had asked me to tell them what it was like; I paid attention so I could report back. The rest of the time, I cursed the searing heat; the sticky dirt; the stinking, heaving crush of brown bod- ies around me. I threw a tantrum when I discovered that we had been bumped from our original flight and would have to wait an extra two days before returning. “I just want to go home,” I whined like a five- year-old to my parents. And now I was going back to India. Six years separated the jour- neys. I was embarrassed by my behavior on my previous trip, but most of all I was angry at America. After all, it was America that had se- duced me into adopting its styles and its scorn, forced me to sacrifice my true heritage in a devil’s bargain for accepta.

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6 PEER RESPONSES DUE IN 24 HOURS.. EACH SET OF 2 HAS ITS OWN INSTRUCTIONS.. Guided Response: Review your classmates’ posts and choose two posts to respond to. If you choose a peer that selected the same student as you, address the following prompts: · Discuss how your plans are similar and how they differ. · Do you think you and your chosen peer have similar or different teaching styles? Explain. · Do you think you and your chosen peer could team teach? Explain. If you choose a peer that selected a different student than you, address the following prompts: · Share what you appreciated about their plan and suggest at least one additional way to build a relationship with that student. · Do you think you and your chosen peer have similar or different teaching styles? Explain. · Do you think you and your chosen peer could team teach? Explain. BRITTNEY’S POST: I would work to have a relationship with Olivia just like I would work to have a relationship with any one of my students. I would start every morning by asking her how she is as she comes through door, ask her at some point throughout the day how she is doing, and ask how everyone’s day went at the end of the day. I would also make a point on Mondays to ask everyone what they did over the weekend and Fridays what everyone’s plans are for the weekend. Talking about a child’s day and/or weekend is a great way to build a connection with my students, as well as making it clear that they can talk to me if they need to, and speaking to them with respect, not like they are below you. In addition, it would help to talk about your weekend plans and your day as well. I think each of my strategies will make a positive impact on building a relationship with my students because each one has everything to do with them learning to trust, talk to, and respect me as well. A few suggestions I would give Olivia’s parents to further build this bond is to suggest one on one time after school a couple times a week or a monthly recap with all the students. One on one time with Olivia would consist of Olivia being able to talk about whatever she wants with homework help and additional tutoring if needed. A monthly recap would consist of one hour a month where the student and their parents can come in for cookies and discuss anything they want. Such as, critiques on my teaching skills/methods, suggestions on material/activities, or just anything I can improve on as an educator. I think it is important to develop a relationship with every child because children do not want to learn from someone they do not like or who does not like them. Rita Pierson, who discusses how she, her parents, and maternal grandparents were educators and the value and importance of human connection. Pierson discusses how everyone is affected by a teacher or an adult at some point in their life. She then goes on to discuss how a teacher said “They don’t pay me to like the kids. They pay me to teach a lesson. The k.

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6 peer responses due in 18 hours Each set of 2 responses will have its own instructions.. Guided Response: Respond to one peer in this Discussion Forum. Read the challenging behavior scenario they have created and use the Developmental Discipline guidance strategy to problem solve. You must include the following in your response: child’s name, how you will approach the child, possible reminder or private sign, describe how you provide time and space, an example of self-talk that can help the child problem solve, and a choice you can offer the child. Additionally, can you use humor to defuse the situation? If so, how? If not, why? My post: Collaborative problem solving is one of the guidance strategies to address challenging behaviors. This strategy is based on the notion that a child does not just behave undesirably. There must be a reason for such behavior. Thus, understanding why the child is having a challenging behavior is the start towards addressing this behavior (Schaubman, Stetson, & Plog, 2011). The focus is on building skills like problem-solving, flexibility, and frustration tolerance rather than motivation the child to behave better. Surprisingly, children with challenging behaviors do not lack the will to behave in a desired manner. Simply, they do not have the skills necessary to behave in a desired manner. This information is vital to addressing challenging behaviors among children in the future. This would be achieved through identifying the challenging behaviors, skills needed to address the behaviors, and partnering with the child to build these needed skills ( Kaiser & Sklar Rasminsky, 2017 ). This strategy would help address Olivia’s disruptive behavior, impulsivity and addressing peers negatively. Reward and punishment may not work on Olivia. Thus, Olivia needs to develop skills to address her behaviors (Schaubman et al., 2011). One of the skills to develop is social skills to enable her to control her impulsivity, connect with others, and relate with her peers positively. Apart from this strategy, time-out or time-away would address Olivia’s challenging behaviors. A scenario portraying Olivia’s challenging behavior is her inability to wait for her turn during a group activity. She is always blurting out answers before her turn arrives. How can this be solved? References Kaiser, B., & Sklar Rasminsky, J. (2017). Chapter 9: Guidance. In Challenging behavior in young children: Understanding, preventing, and responding effectively (4th ed.). Pearson Education. Schaubman, A., Stetson, E., & Plog, A. (2011). Reducing teacher stress by implementing collaborative problem solving in a school setting. School Social Work Journal , 35 (2), 72-93. BRITTNEY'S POST: What did you learn about your chosen strategy and what information surprised you? After reading Time Out or Time Away I have learned a couple of things, such as, not every teacher uses the timeout method and I also learned about the tim.

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5 I. Observer Effects and Examiner Bias Chisum and Turvey quote Paul L. Kirk, who was a pioneering criminalist, about the interpretation of evidence, “Physical evidence cannot be wrong, it cannot be perjured, it cannot be wholly absent. Only in its interpretation can there be error.” (Chisum, p. 51). This becomes a real issue because a great deal of the evidence we deal with can be interpreted in various ways depending on a number of subjective influences. A. Observer Effects – Observer effects can be both conscious and subconscious. Both conscious and subconscious needs and expectations shape both our perception of facts and their interpretation. It can affect what is recognized as evidence, what is collected, what is examined, and how it is interpreted. At its most basic, an observer effect is a psychological bias or effect on the observer’s part that distorts how the evidence is recognized, collect, examined, or interpreted. It is often subconscious (below the level of awareness) on the part of the observer and may significantly affect the reconstruction of the crime. We all have them and the question thus becomes, not whether I have them, but how do I guard against them and eliminate their influence on my reconstruction. B. Potential Observer Effects 1. Ambiguity and Subjectivity – Ambiguity is a factor when evidence or circumstances are incomplete, murky, or equivocal. Subjectivity is a factor when identifications and interpretations rest on the examiner’s experiences or beliefs. They become problematic when the examiner or investigator believes that his experience is all that is required to render an identification. There are at least three areas in reconstruction where subjectivity can show up: 1) evidence collection; 2) evidence quantity and quality; 3) lack of standards for qualifying the results of comparative analysis and identification (Chisum, p. 59). The occurrence of ambiguous physical evidence as well as evidence that is susceptible to subjective interpretation opens the way for subconscious observer effects to affect the results you obtain. 2. Lure of Expectation – We as investigators are often put in situations where we have access to information that can give rise to conscious or unconscious expectations. One of the most common expectations of this type is that the subject must be guilty of something even if they are not guilty of the crime of which they are accused. I once had another officer tell me (in reference to a real thug/scumbag that was a suspect in a homicide) that even if he had not done the crime, to charge him would not be a great miscarriage of justice. We work in a pro-prosecution environment where the suspect’s guilt is suspected and anticipated and this may lead to subconsciously developing pre-examination expectations that may influence the results (Chisum, p. 60). 3. Single Sample Testing – Evidence that is turned over to forensic examiners tends to fall into one of three catetor.

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6 Change Management Stages A Management Checklist to Guide Your Efforts in Managing Change · Share · Pin · Share · Email ••• BY SUSAN M. HEATHFIELD Updated January 17, 2020 Experience 6 Stages to Effectively Manage Change Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations. The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose. An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear. What Affects Change Management? Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage. Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department. Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement. When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes. This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt. "Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer Make sense? Fit your experience? Now, on with the change management stages. Change Management Stages These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change. Stage 1: Initiation In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization. The people who are most familiar with the work often have the most accurate perceptions abou.

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5 How to prevent falls in nursing home patients Name Institution Course Date Introduction A patient fall is a descent to the floor that is unplanned which may cause injury to the patient and occurs in a nursing unit (Minor, 2009). Bouldin et al. (2013) identify patient falls as a threat to the safety of patients. Falls in nursing units are classified in levels in a continuum as death, major, moderate, minor and none (Minor, 2009). The Center for Medicaid and Medicare services in 2008 introduced a policy for compensating patients as a way of reducing falls although this has had little impact among nursing home patients (Sand, Owen, & Amin, 2012). This paper makes use DIKW continuum to find out how a nurse can prevent falls among nursing home patients Moen & Maeland Knudsen (2013) define Nursing informatics as the combined use of nursing science, information science, and computer science to aid nurses in the processing and managing of information, nursing data and knowledge in the delivery of care and practice of nursing. Transformation of the health sectors has resulted from the changes in and advancement of technology. The transformation in information technology has affected how healthcare practitioners practice. Nurses refer to the transformation in information technology in their sector as nursing informatics which entails an information system, support system, and decision making system. DIKW model By making use of nursing informatics, nurses in their practice settings are not only able to organize data, but also apply in the process of delivering healthcare services. Nurses also make use of information, wisdom, and knowledge in providing intervention measures and finding solutions to the problems clients encounter in their day to day lives. Figure 6.1 shows how nurses make use of data in a continuum from data, information, knowledge, and wisdom in their daily practice. From the lower end of the continuum, a nurse moves from making use of data to making use of information. The lowest level involves collecting, naming and organizing data. A nurse at this level is required to gather data and have a detailed organized record of the patient or context. He or she is then required to move to the information level where the data collected is organized and interpreted. By organizing data, the nurse is able to manage and interpret the data. The knowledge and wisdom levels are on the higher end of the continuum. Interpreting data is a common attribute as a nurse move from the information to the knowledge level. Interpreting, integrating and understanding information is a key feature of the knowledge level. A nurse at the knowledge level is able to understand the interconnections and relationships between the information. Abnormalities and patterns are thus identified at this level. Beyond integrating knowledge, the wisdom levels involve the application of knowledge in the provision of care. Data to information Getting da.

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5 Needs Statement and Management Plan Needs Statement and Management PlanCJA/355 Needs Statement and Management Plan As a leading Committee member in my community, our focus and agenda are to create awareness on why it important to vote in local elections. Made out of residents in our local community, mothers, teachers, small business owners and neighbors we noticed a pattern where most community members don’t see the importance and urgency in participating in elections taking place in their local community. Regardless of who their candidate of choice is and what they represent, the voter turnout remains low. In our efforts since creating our organization, we work on creating awareness of the topics that local community members care about, striving to show how their vote matters when it comes to creating change or establishing an idea they can relate to. Our efforts include phone-calls, flyers and posters, door-knocking, local community meetings, and social media ads and discussion forums. We aim these efforts towards local business owners, families with children, and low wage employees in the community. These groups overall as many of us and others are consumed with their day to day activities and tasks to the point where they are not able to follow and be informed of new initiatives that are proposed, issues that may help or hurt them down the line, or issues that could help them achieve better quality of life. From data collected the low turnout is caused by not seeing any positive outcomes out of local elections, and not being in the loop and dedicate the time to know and understand what is happening. Our efforts create a topic for discussion for all so by the time it is time to vote they are part of the solutions and participate in it. To fund such a project, we are in direct contact with local city officials and state officials where they can allocate funds towards helping us create such awareness through community meetings and ads, but the funds allocated are not enough to fund our cause fully. Residents also can donate to our efforts, with their time and money, and so accordingly and we appreciate all their contributions. Above all, we encourage our residents to contribute their time by discussing our agenda and local issues with their friends and neighbors and spread the word. To achieve higher funding opportunities, we are turning to non-profits organizations across the country such as “non-profit vote”, “common America”, “Let America Vote” and more (Bustle.com, 2020). Such institutions assist local communities in reaching voting engagement in their community. As mentioned above, the essence of the problem where the community has had low turnout in elections had been sourced mainly to a disconnect between local officials and the raising issues, to the day to day families and businesses that are the core of the community. While the issues on hand had the most impact on such individuals, they were least consulted or given a voice fo.

5Needs Statement and Management PlanNeeds Statement and .docx

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5 Engaging in Nonverbal Communication Ben Thompson has traveled to Japan to negotiate a joint business % venture with Haru Watanabe. They both seem to see the mutual benefi t of the project, yet Thompson feels something is wrong in their negotiations. Every time they talk, Watanabe seems uneasy and refuses to hold eye contact. Thompson wonders whether Watanabe is trying to hide something. Meanwhile, Watanabe wonders why Thompson is behaving so rudely if he wants to work together. In the library, Maria notices a nice-looking guy % two tables away. When he looks up at her, she low- ers her eyes. After a moment, she looks back at him just for a second. A few minutes later, he comes over, sits down beside her, and introduces himself. Liz Fitzgerald gives a fi nal glance to be sure the % dining room table is just right for dinner: The placemats and blue linen napkins are out, and the silver and glasses sparkle; the bowl of fl owers in the middle of the table adds color, and the serv- ing dishes are warmed and ready to be fi lled with roast beef, buttered new potatoes, and fresh rolls. Liz whisks balsamic vinegar and olive oil together, adds a trace of fresh basil, and sprinkles it on the spinach salad just before calling the family to dinner. Across town, Benita Bradsher is also preparing dinner for her family. She puts a big % spoon in the pot of mashed potatoes and transfers it from the stove to the kitchen table. Next, she piles plates, paper napkins, knives, spoons, and forks in the middle of the table. She takes the ground beef casserole from the oven, puts it on a potholder on the table, and calls her family to dinner. What you do speaks so loud that I cannot hear what you say. Ralph Waldo Emerson 1. What is nonverbal communication? 2. What types of nonverbal behavior have scholars identifi ed? 3. How does nonverbal communication express cultural values? 4. How can you improve your eff ectiveness in using and interpreting nonverbal communication? FOCUS QUES TIONS 95 Many of us grew up hearing “actions speak louder than words.” The wisdom of this axiom is that nonverbal communication can be as powerful as or more powerful than words. Facial expressions can express love, suspicion, competitiveness, sorrow, interest, anger, and hatred. Body postures can convey relaxation, nervousness, boredom, and power. Physical objects can symbolize professional identity (stethoscope, briefcase), personal commitments (wedding band, school sweatshirt), and lifestyle (comfortable furniture casually arranged, stiff furniture in formal rooms). In this chapter, we explore the fascinating realm of nonverbal interaction. We will identify principles of nonverbal communication and then discuss types of nonverbal behavior and guidelines for effectiveness. The examples that opened this chapter illustrate the power of nonverbal communication. In the fi rst case, Thompson and Watanabe have diffi culty because .

5Engaging in Nonverbal CommunicationBen Thompson has.docx

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59 Managing the Ethical Implications of the Big Box The Walmart Effect Edward C. Brewer This case examines criticisms of Walmart that its economic impact “limits the ability of local businesses to survive.” The case study also examines how the company has responded to charges that it negatively affects local businesses. It raises questions regarding the effect of large businesses on other stakeholders, including whether company goals are aligned with community goals and whether the company communicates responsibly with its publics. It also addresses the utility, or consequences, of economic development and its impact on relationships with others, among other ethical perspectives. Walmart has had a tremendous impact upon our society. Its pervasive presence has affected communities all over the United States. The first Walmart store opened in 1962 in Rogers, Arkansas. By 1970, there were 38 stores with 1,500 “associates” (employees) and sales of $44.2 million. In 1990, Walmart became the nation’s number one retailer. In 2002, Walmart had the biggest single-day sales in history: $1.43 billion on the day after Thanksgiving. Today, Walmart is the world’s largest retailer with 2.1 million “associates” in more than 8,800 store and club locations in 15 countries and sales of $405 billion in the fiscal year ending January 31, 2010. 1 Because of this impact, Walmart has been confronted with many ethical challenges. One of the challenges the huge retailer has faced is to have a positive impact upon the communities it enters. Whether Walmart has acted ethically may be a matter of perspective. Certainly, Walmart does much for the communities in which it operates, but it has also faced criticism that its economic impact limits the ability of local businesses Author’s Note: Most of the information in this chapter was taken from the Walmart website (www.walmartstores.com) in 2004. 1 See a complete timeline at http://www.walmartstores.com. Click “About Us” and then “History Timeline.” C A S E S T U D Y 3 Case Studies in Organizational Communication : Ethical Perspectives and Practices, edited by Steve May, SAGE Publications, 2012. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/csun/detail.action?docID=996872. Created from csun on 2020-06-13 14:26:10. C op yr ig ht © 2 01 2. S A G E P ub lic at io ns . A ll rig ht s re se rv ed . PART I ALIGNMENT60 to survive. 2 This case study will examine some of the issues and explain how Walmart has responded to them. It is up to the reader, then, to determine the ethical qualities of Walmart’s communication and actions. Does Walmart show ethical consideration to the communities it enters? Do the communities have an ethical obligation to embrace Walmart or fight Walmart? Is Walmart destroying jobs and communities or helping to revitalize them? Does the big-box retail model, which Walmart has perfected, cause an eth.

59 Managing the Ethical Implications of the Big Box .docx

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58 Mission Command  MILITARY REVIEW Major Blair S. Williams, U.S. Army, is a Joint planner at U.S. Strategic Com- mand. He holds a B.S. from the U.S. Military Academy (USMA), an M.S. from the University of Missouri, and a Ph.D. from Harvard University. He has served in a variety of command and staff positions, including deployments to Iraq and Afghanistan, as well as an assignment as an assistant professor of economics in the Department of Social Sciences at USMA. _____________ PHOTO: U.S. Army SSG Clarence Washington, Provincial Reconstruc- tion Team Zabul security forces squad leader, takes accountability after an indirect fire attack in Qalat City, Zabul Province, Afghanistan, 27 July 2010. (U.S. Air Force photo/SrA Nathanael Callon) If we now consider briefly the subjective nature of war—the means by which war has to be fought—it will look more than ever like a gamble . . . From the very start there is an interplay of possibilities, probabilities, good luck, and bad that weaves its way throughout the length and breadth of the tapestry. In the whole range of human activities, war most closely resembles a game of cards. —Clausewitz, On War. 1 CARL VON CLAUSEWITZ’S metaphoric description of the condition of war is as accurate today as it was when he wrote it in the early 19th century. The Army faces an operating environment characterized by volatility, uncertainty, complexity, and ambiguity.2 Military professionals struggle to make sense of this paradoxical and chaotic setting. Succeed- ing in this environment requires an emergent style of decision making, where practitioners are willing to embrace improvisation and reflection.3 The theory of reflection-in-action requires practitioners to question the structure of assumptions within their professional military knowledge.4 For commanders and staff officers to willingly try new approaches and experiment on the spot in response to surprises, they must critically examine the heuristics (or “rules of thumb”) by which they make decisions and understand how they may lead to potential bias. The institutional nature of the military decision making process (MDMP), our organizational culture, and our individual mental processes in how we make decisions shape these heuristics and their accompanying biases. The theory of reflection-in-action and its implications for decision making may sit uneasily with many military professionals. Our established doctrine for decision making is the MDMP. The process assumes objective rationality and is based on a linear, step-based model that generates a specific course of action and is useful for the examination of problems that exhibit stability and are underpinned by assumptions of “technical- rationality.”5 The Army values MDMP as the sanctioned approach for solving problems and making decisions. This stolid template is comforting; we are familiar with it. However, what do we do when our enemy does not conform to o.

58 Mission Command  MILITARY REVIEWMajor Blair S. William.docx

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55-M2-5-2 Tuberculosis (TB) is a leading cause of mortality rates worldwide, accounting for about 9.6 million new cases and 1.5 million deaths yearly (NCBI, 2016). The poorest and socially excluded groups carry the largest burden of disease, which makes it essential to properly address the social determinants of health through poverty reduction measures and targeted interventions on high-risk populations (NCBI, 2016). Every year, around 80,000 Bangladeshis die from tuberculosis (TB) and about 190,000 new cases occur (Copenhagen Consensus Center, 2015). The workers in the Bangladesh garment industries are extremely vulnerable to getting infected with TB. The workplace setting increases their risk of catching TB due to occupational exposure and cramped working conditions (ARK Foundation, 2016). The demographic of their employees is made up of 80% women. If one woman gets sick and can’t work, then the whole workflow gets distorted. Controlling the contraction of this disease is very important to management, because if one worker is sick nothing gets done and it puts other workers at even more of a risk. World Health Organization (WHO) and the International Labor Organization (ILO) deemed the workplace as an appropriate setting for initiating TB prevention and control activities by conducting minor surveys geared towards the employees (BMC Public Health, 2015). The National Tuberculosis (TB) Control Program (NTP) of Bangladesh developed a plan that includes advocacy and orientation activities among owners and workers of the garment factories, and TB management training for the medical officers and clinic managers of the BGMEA health centers (BMC Public Health, 2015). This is a great way to get the factory workers and medical staff familiar with the general affects and symptoms of the disease and how it operates overall. Bangladeshi people normally seek traditional healing when it comes to treating any ailments and this is something that keeps TB on the rise. TB has been known as a dirty disease, a disease of the poor and destitute, a disease that came to ‘bad’ people, not to good, clean, wholesome individuals (Global Tuberculosis Institute, 2014). The stigma is so deep within the community, the people refrain from knowing or disclosing their status because it will affect their chances of being married because of fear of passing it on to the spouse. Workers also shy away from going to the doctor not only because of the cost of a visit, but also if they are diagnosed with the disease, they are at risk of being found out and losing their job at the factory. These workers rely heavily on their job to get by and they can’t afford to lose any source of income. The workers are the main group of people who are at risk of being affected and these people are among the poorer population of their country. One of the biggest social issues the workers face is not being to afford a simple check-up. If by chance they can see a healthcare professional and they .

55-M2-5-2Tuberculosis (TB) is a leading cause of mortality rates.docx

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