PCN-605 Topic 4: Bipolar and Depressive Disorders Comparison Chart Directions: Although bipolar and depressive disorders share several key similarities, some aspects are radically different among these disorders. The completion of this chart gives you an opportunity to thoroughly compare and contrast these specific disorders. Complete the table below by following the example provided for Cyclothymic Disorder. Include examples and at least two scholarly references as reference notes below the chart. Note: “D/O” is an acronym for disorder Disorder and Features Depressive Episode? Manic Episode? Hypomanic Episode? Duration of Clinically-Significant Symptoms Duration of Symptom-Free Intervals Distinguish From (Differential Diagnosis): Comorbidity (Often Seen With): Cyclothymic Disorder No, but episodes only that do not meet full criteria No No, but episodes only that do not meet full criteria 2+ yr. in Adults 1+ yr. in Adolescents No longer than 2 months Psychotic D/O Bipolar D/O Borderline PD Substance-Induced D/O Substance-Related D/O Sleep D/O ADHD MDD Major Depressive Disorder Dysthymia Persistent Depressive Disorder DMDD Disruptive Mood Dysregulation Disorder Bipolar I Disorder Bipolar II Disorder References © 2019. Grand Canyon University. All Rights Reserved. © 2019. Grand Canyon University. All Rights Reserved. 1st discussion post 1. Why is it suggested to "fail early" when considering strategic development, implementation, and strategic management? It is suggested to fail early when considering strategic development, implementation and management in order to conserve resources.  Blaire (2012) implies that it’s important to fail early in order to create opportunities to develop an adjusted strategy sooner than later. This brings the light the greater importance of monitoring development and implementation of the strategy. One way organizations can observed, monitor, and implement new strategies is by using the OODS loop (Observe, Orient, Decide, Act). This four-step approach to decision-making that focuses on filtering available information, putting it in context and quickly making the most appropriate decision while also understanding that changes can be made as more data becomes available. 2. What are strategic risks and how do they relate to strategic performance? Strategic risks manifest themselves when businesses fail in their development of a strategy. Blair (2012) points our seven strategic risks that can greatly influencing strategic performance of a business. They include margin squeeze, technological shifts, brand erosion, competitive threats, market stagnation and customer preferences. They are related to strategic performance because they are Key Performance Indicators (KPI’s) of how a business is implanting their strategy. If a business is not performing well in one of the above mentioned indicators, they were wrong in their assessment or something has changed. In both cases, .

1. PCN-605 Topic 4: Bipolar and Depressive Disorders
Comparison Chart
Directions: Although bipolar and depressive disorders share
several key similarities, some aspects are radically different
among these disorders. The completion of this chart gives you
an opportunity to thoroughly compare and contrast these
specific disorders. Complete the table below by following the
example provided for Cyclothymic Disorder. Include examples
and at least two scholarly references as reference notes below
the chart.
Note: “D/O” is an acronym for disorder
Disorder and Features
Depressive Episode?
Manic Episode?
Hypomanic Episode?
Duration of Clinically-Significant Symptoms
Duration of Symptom-Free Intervals
Distinguish From (Differential Diagnosis):
Comorbidity (Often Seen With):
Cyclothymic Disorder
No, but episodes only that do not meet full criteria
No
No, but episodes only that do not meet full criteria
2+ yr. in Adults
1+ yr. in Adolescents
No longer than 2 months
Psychotic D/O
Bipolar D/O
Borderline PD
Substance-Induced D/O
Substance-Related D/O
Sleep D/O

2. ADHD
MDD
Major Depressive Disorder
Dysthymia Persistent Depressive Disorder
DMDD
Disruptive Mood Dysregulation Disorder
Bipolar I Disorder

3. Bipolar II Disorder
References
© 2019. Grand Canyon University. All Rights Reserved.
© 2019. Grand Canyon University. All Rights Reserved.
1st discussion post
1. Why is it suggested to "fail early" when considering strategic
development, implementation, and strategic management?
It is suggested to fail early when considering strategic
development, implementation and management in order to
conserve resources. Blaire (2012) implies that it’s important to
fail early in order to create opportunities to develop an adjusted
strategy sooner than later. This brings the light the greater
importance of monitoring development and implementation of
the strategy. One way organizations can observed, monitor, and
implement new strategies is by using the OODS loop (Observe,
Orient, Decide, Act). This four-step approach to decision-
making that focuses on filtering available information, putting
it in context and quickly making the most appropriate decision
while also understanding that changes can be made as more data
becomes available.
2. What are strategic risks and how do they relate to strategic
performance?

4. Strategic risks manifest themselves when businesses fail in their
development of a strategy. Blair (2012) points our seven
strategic risks that can greatly influencing strategic performance
of a business. They include margin squeeze, technological
shifts, brand erosion, competitive threats, market stagnation and
customer preferences. They are related to strategic performance
because they are Key Performance Indicators (KPI’s) of how a
business is implanting their strategy. If a business is not
performing well in one of the above mentioned indicators, they
were wrong in their assessment or something has changed. In
both cases, they need to adjust their strategy.
3. What are controls and how are controls utilized to measure
performance?
Controls are ways to measure success or failure and tell you if
you need to adjust something. As mentioned in question 2,
KPI’s are controls; they tell you how well you are doing and if
you need to adjust something. Controls are used to establish
whether predetermined performance metrics are achieved or not.
A example of this in my own life is when I’m writing offers on
real estate. I know that for every one hundred offers that I write
I will have four accepted. When I see deviation in this KPI and
it drops below 4%, I know that the market has shifted and I
need to examine my offer contingencies and adjust them. The
most recent adjustment that I have had to make is by removing
my inspection clause. The market will not bare the inspection
contingencies clause at this time because the supply of the types
of properties that I’m buying are currently low; and the seller
knows that they can sell without going through the trouble.
Reference
Blair, C. (Sept 12, 2012). 10 Strategic Management: Strategy
Evaluation and Control. Retrieve
from https://www.youtube.com/watch?v=NfKLoGZiR4s
less

5. 2nd Discussion post
Questions:
1. Why is it suggested to "fail early" when considering strategic
development, implementation, and strategic management?
2. What are strategic risks and how do they relate to strategic
performance?
3. What are controls and how are controls utilized to measure
performance?
It suggested to "fail early" when considering strategic
development, implementation, and strategic management
because an organization, specifically in monitoring, the
strategy, should not wait long term to see if it is working or
not. In monitoring the strategy, and if the strategy is failing or
had failed, this will allow the organization to revisit and an
alternative strategy previously assessed, or identity and
implement a new strategy that may yield success. In addition,
monitoring the strategy will allow the organization to ensure it
is meeting the goals of functions it was meant to achieve
because if it is not its survival is unlikely (Cook, 2012).
If something goes wrong with the selected strategy, the
organization should be proactively ensuring that it is either
working or if not, there should be measures in place to swiftly
counteract or change the trajectory of the existing strategy or
another which can be set in motion to achieve a better position
having hopefully accounted for strategic risks via some sort of
recovery approach.
Strategic risks are areas that can affect an organization
peformance because of business decisions that are failing.
Some of the risks that could affect an organization’s
implemented strategy or strategies are identified when a SWOT
analysis is performed. In performing a SWOT analysis or even
an IFE or EFE, the analyzation of internal and external factors,
and then assessing those factors to make judgments and
strategic decisions (Virtual Strategist, 2008). Examples are
competitor threats, changes in technology, consumer demand or

6. needs, issues with branding, issues in innovation, legal or
regulation chances, operations, competencies, or risks
associated with mergers and acquisitions (Cook, 2012).
These variables can affect an organization's position,
reputation, and profitability if they are not addressed or
assessed properly. Risks in development, implementation, and
planning can be detected when the organization has evaluation
and control measures in place to mitigate said risks with a
strategy for corrective action.
Concerning controls, these are regulations in which ensure all
activities concerning the performances align with the
organization's goals or in tracking strategies which allow
employees from top to bottom to have an indication as to what
needs to be done without carelessness or simply allowing things
that are not working to continue (Leconte, 2019). These
regulations can affect the corporate, functional, or operational
levels. The goal is to make sure that in the long run, the
organization's strategic direction is successful also accounting
for what people should be doing as the process continues.
Controls are measured by setting realistic expectations that can
be measured which can include financial controls, output or
operations control, and behavior controls as examples. Also,
monitoring results in addition to feedback or a balanced
scorecard which allows management to track and mitigate
performance activities (Cook, 2012).
Controls and measuring said controls are of great value and
importance in business as again, it allows the organization to
make sure it meets the strategies and goals in which they want
to succeed. If succeeding is not a viable option, in strategically
measuring and monitor various areas, if something is working,
great, if not, then the organization can proactively make
strategic decisions for recovery or alternative implementation.
Best,
RJ
References

7. Cook, B. (2012, September 24). 10 Strategic Management:
Strategy Evaluation and Control [Video].
YouTube. https://www.youtube.com/watch?v=NfKLoGZiR4s&f
eature=youtu.be
Leconte, P. (2019, September 18). Strategic control: Breaking
down the process & techniques. ClearPoint
Strategy. https://www.clearpointstrategy.com/strategic-control-
process/
Virtual Strategist. (2008, July 28). SWOT Analysis: How to
perform one for your organization [Video].
YouTube. https://www.youtube.com/watch?v=NfKLoGZiR4s&f
eature=youtu.be
3rd discussion post
It is suggested to “fail early” when considering strategic
development, implementation and management because it gives
you the opportunity to develop a new strategy sooner rather
than later (Executive Finance, 2012). Failing earlier allows for
the executives to make corrective actions and stop the process
before more time, money and resources are sunk into a failing
scheme. Identifying the strategy as a failure earlier on allows
for the opportunity to implement either the corrective actions to
that strategy that are identified as weak points or it allows for
the opportunity for the secondary or tertiary strategy to take
flight. This can ultimately help the business in the long run
because the resources saved from realizing the failing strategy
earlier on can be redirected and not wasted to allow for the next
strategy to be implemented.
Strategic risks can be identified as technology shifts,
competitive threats and customer priority shifts (Executive
Finance, 2012). Strategic risks play a large role in strategic
performance because if these risks are not taken into
consideration any type of strategy will fail or at the least be
hindered. For instance, technology shift such as the
implementation of internet usage in almost every business

8. today. If a company is to develop a strategy to compete with
their competitors and does not take into consideration how the
competition uses the internet or how the industry has adopted
the internet the strategy will fail. Implementing a strategy that
acknowledges the strategic risks and how it can hinder or help
the company allows for the strategy to have a fair chance at
succeeding.
Controls involve minimum amount of information and monitor
only meaningful activities and results. Controls are designed so
that the measurement can be obtained in order to improve that
aspect of the system. The aspect needs to have a predetermined
outcome in order to see if the change has hindered or improved
the outcome. Controls are important to measuring performance
because it is a way in which a small change can have great
effects or seeing if a large change will have minimum effects.
Being able to monitor what these controls manipulate within the
process allows for sound decision to be made when trying to
improve the system.
-Jon
References:
Executive Finance. (2012, September 24). 10 Strategic
Management: Strategy Evaluation and Control [Video].
YouTube. https://www.youtube.com/watch?v=NfKLoGZiR4s&f
eature=youtu.be