· 7.3 Discussion: Understanding the Within-subjects Research Design Describe an actual or suggested study using within-subjects design and accompanying data showing one or more sources of variation. Explain the implications of removing one of those sources and why you would do so. Provide at least one peer-reviewed source, other than the textbooks for this course, to support your position. Post your observation using APA format where applicable. · Must demonstrate understanding of the task be able to address the requirement using creativity and application of research design knowledge. · Must demonstrate understanding of within-subjects research design, strengths and liabilities, and influences when sources of variation are manipulated. 1 Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 2. Discuss effective leadership strategies used by healthcare managers in the health services setting to include adaptation and transformation, communication strategies, and conflict resolution. Reading Assignment Chapter 3: Leading Health Care Change, pp. 35-44 Unit Lesson As you think about effective leadership strategies used by healthcare managers, what strategies come to your mind? This unit lesson will provide practical strategies and real world examples on four such strategies: adaptation, transformation, communication, and conflict resolution. Adaptation It is common that leaders with longevity in a company, who have weathered changes, to be adaptable. There is a great saying, “You bend, or you break.” We can go with the flow and adapt, or we can be rigid and crack. We can adapt to the ever-changing winds of health care, or we can kick the bricks. The ability to adapt is really marked by the maturity to accept what we cannot change. Such maturity creates solace (while being vehemently inflexible tends to create discontent and disharmony). There are times when you need to stand up for what is right, and when that happens it is important to choose your approach wisely. Sometimes saying nothing at all is the best course. Benjamin Franklin, a master of diplomacy (and one who arguably helped us win the Revolutionary War by diplomatically gaining the involvement of the French) said, “Best is the tongue that feels the rein; he that talks much, must talk in vain” (Morgan, 2007, p. 25). Being adaptable is the wisdom to hold our tongues and thoughts on that which we cannot control, but it is also the ability to be sagacious (to have a keen mental discernment) in reading a person or situation, then changing our approach as needed. Some situations may call for your soft response and some may require a more firm response. This concept of tailoring and being flexible with your leadership style is captured well in the book Situational Leadership and the One-Minute Manager by Blanchard, Zigarmi, and Zigarmi (1985). Blanchard is credited with coining the term "situational l.