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PSY FPX 8730 Assessment 5 Implementation

PSY FPX 8730 Assessment 5 Implementation Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (123) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 8730 Assessment 5 Implementation Name Capella University PSY FPX 8730 Consultation Psychology Prof. Name Date Implementation Strategy When executing a plan, a crucial aspect of the consulting process involves formulating an intervention strategy. This entails developing a proposal outlining necessary actions for improvement and the methods to achieve them (Augustsson et al., 2017). The primary objective of consulting is to confront clients with reality, however challenging, to propel their business forward (Block, 2011). Despite findings that may hinder intervention implementation, such as high implementation risks or poor timing, the aim is to devise a plan aligned with organizational goals and capable of implementation post-review (Augustsson et al., 2017). Case Study Overview Baltimore Trucking, a mid-sized Midwest trucking company specializing in grocery delivery, faces challenges in meeting customer demands for immediate results. The company, comprising office staff including an attorney, risk and compliance consultant, safety director, office manager, administrative staff, and owners, strives to adapt to a rapidly evolving global market. Introducing innovative technology like file management software and social media marketing aims to address these challenges. However, employee resistance, particularly from the attorney regarding social media marketing, hinders progress despite its significance in attracting potential clients (Meehan, 2016). Group-level Intervention Strategies Positive psychology, focusing on employee strengths, offers strategies like appreciative inquiry to motivate positive change within organizations (Lewis, 2015). Building on successes and leveraging strengths fosters a sense of community and shared goals (Kaplan et al., 2014). Identifying and addressing employee resistance through training and collaboration aids in fostering openness to change, crucial for successful implementation of new technologies (Augustsson et al., 2017). Client Resistance Management Employee resistance, while common, presents an opportunity for constructive feedback and improvement (Hultman & Hultman, 2018). Recognizing resistance manifestations like silence or verbal aggression allows consultants to address underlying concerns effectively (Block, 2011). Providing choices and empowering employees encourages engagement and minimizes resistance (Hultman & Hultman, 2018). Implementation Plan Instituting a plan begins with setting goals collaboratively with Baltimore Trucking employees to improve attitudes towards technology and organizational changes. A strengths inventory focusing on technology, time management, and decision-making skills aids in identifying areas for improvement (Peterson et al., 2008). Implementing tasks like facilitating meetings and establishing communication channels ensures ongoing support and progress tracking (Block, 2011). Evaluation Plan Evaluation is integral to assessing intervention success and guiding future efforts (Block, 2011). Utilizing the Kirkpatrick model, consultants gauge reaction, learning, behavior change, and results to determine intervention effectiveness (Reio et al., 2017). Feedback from employees through surveys aids in refining strategies and ensuring alignment with organizational goals (Reio et al., 2017). Conclusion Positive psychology interventions, coupled with effective resistance management and robust evaluation, offer pathways to fostering employee engagement and organizational success (Lewis, 2015). By leveraging employee strengths, addressing resistance constructively, and implementing comprehensive evaluation strategies, businesses like Baltimore Trucking can navigate change successfully (Augustsson et al., 2017; Block, 2011). References Augustsson, H., Richter, A., Hasson, H., & Thiele Schwarz, U. v. (2017). The need for dual openness to change: A longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes. The Journal of Applied Behavioral Science, 53(3), 349–368. Retrieved from https://doi.org/10.1177/0021886317691930 PSY FPX 8730 Assessment 5 Implementation Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley. Hultman, K., & Hultman, J. (2018). Self and identity: Hidden factors in resistance to organizational change. Organization Development Journal, 36(1), 13-29. Retrieved from https://www.academia.edu/36103695/Self_and_Identity_Hidden_Factors_in_Resistance_to_Organizational_Change Kaplan, S., Bradley-Geist, J., Ahmad, A., Anderson, A., Hargrove, A. K., & Lindsey, A. (2014). A test of two positive psychology interventions to increase employee well-being. Journal of Business and Psychology, 29(3), 367-380. Retrieved from DOI:10.1007/s10869-013-9319-4 Lewis, S. (2015). Bringing positive psychology to organizational psychology. In S. Joseph (Ed.), Positive psychology in practice: promoting human flourishing in work, health, education, and everyday life (2nd ed.). Hoboken, NJ: Wiley. Meehan, M. (2016, December 15). The top trends shaping business for 2017. Retrieved from Forbes Magazine: https://www.forbes.com/sites/marymeehan/2016/12/15/the-top-trends-shaping-business-for-2017/?sh=789ce46b6a8a9 Peterson, C., Park, N., & Sweeney, P. J. (2008). Group well-being: Morale from a positive psychology perspective. Journal of Theoretical Social Psychology, 57(1), 19-36. Retrieved from https://doi.org/10.1111/j.1464-0597.2008.00352.x PSY FPX 8730 Assessment 5 Implementation Reio, T. G., Rocco, T. S., Smith, D. H., & Chang, E. (2017). A critique of Kirkpatrick’s evaluation model. New Horizons in Adult Education & Human Resource Development, (29)2, 35-53. Retrieved from https://doi.org/10.1002/nha3.20178 Also Read PSY FPX 8730 Assessment 5 Implementation Read More PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation Read More PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Read More PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Read More Load More

PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation

PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (122) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation Name Capella University PSY FPX 8730 Consultation Psychology Prof. Name Date Theoretical Foundations in Psychology for Consultation Case Study: Overhauling Payroll and PTO Management Systems The finance director and operations manager of a charter school are seeking consultancy to modernize their payroll and Paid Time Off (PTO) systems and investigate the escalating turnover at one of their sites. In recent years, the school has undergone significant changes, including the establishment of a new branch, effectively doubling staff and student numbers. Moreover, the retirement of key financial personnel revealed outdated methods unsuitable for efficient time management. With the influx of 30 new staff, the need to revamp payroll and PTO systems has become paramount. Additionally, the turnover rate at the original location (CS1) has surged over the past two years, necessitating an understanding of its causes. One challenge stems from the frequent turnover in administrative roles, leading to blurred responsibilities among staff, particularly between office and operations managers. Prior attempts to introduce digital timekeeping were unsuccessful, reflecting a broader resistance to change within the organization. The Board of Trustees is alarmed by the increasing turnover, recognizing its drain on resources and focus away from student welfare. The Executive Director, accountable for program effectiveness, faces pressure to rectify the situation swiftly. The finance director, spearheading the consultancy initiative, offers insights into the current payroll system and desired outcomes. Operations managers can furnish data on daily school functions, including attendance and PTO tracking. Principals, concerned about their reputations amidst high turnover, may exhibit reluctance in sharing potentially negative information. Nonetheless, their perspectives on classroom operations are invaluable. Lastly, teachers’ subjective input on reasons for leaving or staying can illuminate underlying issues. Various methodologies such as qualitative interviews, surveys, and focus groups can uncover staff perceptions and facilitate positive changes. Gestalt psychology, emphasizing holistic problem-solving, and Cognitive-Behavioral Therapy (CBT), targeting irrational beliefs and behaviors, provide theoretical frameworks for intervention. Consulting Theories and Evidence-based Practices In contrast to behaviorism, Gestalt psychology posits that learning involves higher-level cognitive processes, promoting problem-solving beyond stimulus-response mechanisms. Similarly, Rational Emotive Behavior Therapy (REBT), a precursor to CBT, targets irrational beliefs underpinning maladaptive behaviors. Integrating behavioral and cognitive strategies, CBT offers effective, evidence-based treatment for various psychological issues. Synthesis of Consulting Theories For the charter school, Gestalt theory can foster adaptability to organizational changes, whereas CBT principles can guide decision-making and behavior modification. By addressing resistance to change and promoting rational decision-making, consultants can facilitate organizational resilience and growth. Consulting Guidelines Consultants serve as advisors, facilitating change processes through collaborative problem-solving. Engaging stakeholders in defining problems, setting goals, and devising strategies ensures long-term success. Objectivity and willingness to confront issues are essential for consultants to guide clients effectively. PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation References Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley. Chidiac, M. (2013). An organizational change approach based on Gestalt psychotherapy theory and practice. Journal of Organizational Change Management, 26(3), 458-474. David, O. (2016). The foundations and evolution of cognitive-behavioral coaching in organizations: An interview with Dominic DiMattia. Journal of Rational-Emotive & Cognitive-Behavior Therapy, 34(4), 282-288. Huisman, P., & Kangas, M. (2018). Evidence-based practices in cognitive behavior therapy (CBT) case formulation: What do practitioners believe is important, and what do they do? Behaviour Change, 35(1), 1-21. Sills, C., Lapworth, P., & Desmond, B. (2012). Gestalt in organizations: with the gestalt coach or consultant. In An introduction to Gestalt (pp. 165-180). London: SAGE Publications Ltd. PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation Wedding, D., & Corsini, R. J. (2018). Current Psychotherapies. Boston, MA: Cengage Learning. Also Read PSY FPX 8730 Assessment 4 Theoretical Foundations in Psychology for Consultation Read More PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Read More PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Read More PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Read More Load More

PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery

PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (121) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Name Capella University PSY FPX 8730 Consultation Psychology Prof. Name Date Analysis of the Consultation Phase In the initial stage of the consulting process, known as the discovery phase, data is gathered from various sources to address the business problem effectively. This phase is critical as it aids the consultant in understanding the client’s requirements and in identifying both strengths and weaknesses within the organization (Block, 2011). Two primary approaches are utilized during the discovery phase: the strength-based approach, which assesses successful organizational systems, and the problem-based approach, which focuses on resolving areas needing improvement (Block, 2011). The consultant’s expertise guides the selection of the most appropriate approach based on the organization’s needs. Engagement Strategies Client engagement throughout the consulting process is pivotal for achieving successful outcomes, ensuring their active participation and facilitating decision-making (Tolchinsky, 2015). The discovery approach may involve either a third-party or whole-system approach, each offering unique advantages (Toussaint, 2015). While the third-party approach emphasizes consultant neutrality, the whole-system approach encourages self-assessment and engagement from all levels within the organization (Toussaint, 2015). Case Study Summary Levine Law Offices, specializing in personal injury and worker’s compensation, confronts challenges related to staff resistance towards adopting new technology (Meehan, 2016). Despite the potential benefits, employees perceive training as inadequate, resulting in communication breakdowns and management issues (Rogers, 2018). Key stakeholders, including legal teams, support staff, and management, play a crucial role in addressing these challenges (Meehan, 2016). Key Stakeholders The success of Levine Law Offices depends on the collaboration between legal and administrative teams, as well as the involvement of management, partners, investors, and clients (Meehan, 2016). Input from each group is essential during the discovery phase to effectively identify and address organizational issues (Darling et al., 2016). Identified Behaviors Employee dissatisfaction with training and communication breakdowns underscores the necessity for improved support and collaboration (Rogers, 2018). Addressing these issues is imperative for maintaining motivation and productivity levels within the organization (Rogers, 2018). Goals and Challenges Levine Law Offices aims to enhance efficiency, productivity, and client engagement through technological integration (Meehan, 2016). However, challenges such as distrust between teams and management’s perception may impede progress (Rogers, 2018). Discovery Analysis A combination of asset-based and whole-system approaches provides a comprehensive understanding of organizational dynamics (Block, 2011). Engaging representatives from all teams facilitates data collection and fosters collaboration (Toussaint, 2015). Weaknesses Both discovery approaches have limitations, including potential loss of focus in the whole-system approach and limited employee feedback in the third-party approach (Hoffman et al., 2016). Striking a balance between autonomy and structure is crucial for successful implementation (Cataldo et al., 2009). Consulting Guidelines and Competencies Effective communication, transparency, and cultural competency are fundamental for successful consulting relationships (Fung et al., 2012). Consultants must address client resistance and evaluate organizational climate to determine the most suitable course of action (Darling et al., 2016). Ethical Considerations Consultants must prioritize thorough discovery processes while adhering to confidentiality and privacy standards (Hoffman et al., 2016). Cultural biases and client-manager relationships should be considered to ensure impartial recommendations (Block, 2011). Conclusion The discovery phase is pivotal for identifying organizational strengths and weaknesses, laying the groundwork for effective interventions (Tolchinsky, 2015). By combining asset-based and whole-system approaches, collaboration is fostered, empowering employees to drive change (Hoffman et al., 2016). Addressing challenges and leveraging strengths will enable Levine Law Offices to navigate technological transitions successfully (Meehan, 2016). References Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley. Cataldo, C. G., Raelin, J. D., & Lambert, M. (2009). Reinvigorating the struggling organization: The unification of Schein’s oeuvre into a diagnostic model. Journal of Applied Behavioral Science, 45(1), 122–140. doi: 10.1177/0021886308328849 Darling, M. J., Guber, H. S., Smith, J. S., & Stiles, J. E. M. (2016). Emergent learning: A framework for whole-system strategy, learning, and adaptation. The Foundation Review, 8(1), 59-73. doi: http://dx.doi.org.library.capella.edu/10.9707/1944-5660.1284 Frerejean, J., Velthorst, G., van Strien, J., Kirschner, P., & Brand-Gruwel, S. (2019). Embedded instruction to learn information problem solving: Effects of a whole task approach. Computers in Human Behavior, 90(1), 117-130. https://doi.org/10.1016/j.chb.2018.08.043 PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Fung, K., Lo, H-T., Srivastava, R., & Andermann, L. (2012). Organizational cultural competence consultation to a mental health institution. Transcultural Psychiatry, 49(2), 165–184. doi: 10.1177/1363461512439740. Hoffman, D. L., Bechtold, D., Murphy, A., & Snymna, J. (2016). Strategic planning and fieldbased consulting. Small Business Institute Journal, 12(1), 1-9. Retrieved from https://www.sbij.org/index.php/SBIJ/article/view/252/196 Kilburg, R. R. (2017). Trusted leadership advisor: A commentary on expertise and ethical conundrums. Consulting Psychology Journal: Practice and Research, 69(1), 41–46. http://dx.doi.org/10.1037/cpb0000085 Meehan, M. (2016). The top trends shaping business for 2017. Forbes Magazine. Retrieved from https://www.forbes.com/sites/marymeehan/2016/12/15/the-top-trends-shaping-business-for-2017/#43bfb4f6a8a2 Rogers, A. (2018). Employees don’t trust their managers, and it’s hurting your bottom line. Forbes Magazine. Retrieved from https://www.forbes.com/sites/forbestechcouncil/2018/02/08/employees-dont-trust-their-managers-and-its-hurting-your-bottom-line/#4f6c05331f33 Toussaint, J. S. (2015). The framework for a whole-system transformation. Journal of Healthcare Management, 60(6), 386-389. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1747594777%3Faccountid%3D27965 Tolchinsky, P. D. (2015). Accelerating change: New ways of thinking about engaging the whole system. Organization Development Journal, 33(4), 45-63. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1792210809%3Faccountid%3D27965 Vogel, G. M. (2015). The trusted advisor. Public Integrity, 17(2), 221–222. DOI: 10.1080/10999922.2015.1002710 PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Zhitlukhina, O. G., Babak, L. N., Rakutko, S. Y., Selezneva, E. Y., Denisevich, E. I., Berezhnova, E. I., Mikhalyova, O. L. (2018). Specificity of the relationship between project management and organizational culture. Journal of Entrepreneurship Education, 21(3), 1-9. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F %2Fsearch.proquest.com%2Fdocview%2F2125189828%3Faccountid%3D27965 Also Read PSY FPX 8730 Assessment 3 An Analysis of the Consultation Phase of Discovery Read More PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Read More PSY FPX 8730 Assessment 1 Developing

PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation

PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (120) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Name Capella University PSY FPX 8730 Consultation Psychology Prof. Name Date Consultation Initiation and Contract Negotiation Consulting endeavors greatly rely on effective communication and negotiation during contract initiation with clients. This process involves delineating contract parameters, organizational needs, and data acquisition processes (Block, 2011). Despite technological advancements, establishing trust and rapport remains pivotal for enterprises when selecting consultants, highlighting the significance of trust and credibility in fostering productive partnerships (Vogel, 2015). Contract Overview The contract with ABC Bank encompasses various expectations, including project objectives and ethical considerations essential for maintaining confidentiality and ethical standards during data handling (Block, 2011). While the contract adequately outlines consulting timeframes, evaluation criteria, and program outcomes, there are noticeable areas for improvement. Analysis The contract commences by addressing business, learning, and organizational development objectives, providing a foundational framework for the project (Block, 2011). It aims to enhance leadership skills and ethical behaviors among staff, yet certain deficiencies exist. Additional Recommendations Several critical topics are absent from the ABC Bank contract, warranting attention to ensure a fruitful collaboration (Block, 2011). Clear delineation of compensation expectations, termination protocols, and detailed deliverables are imperative for both parties’ clarity and satisfaction. Discussion Topics Preliminary discussions are vital to ascertain project objectives, organizational climate, and constraints (Block, 2011). Key discussion points include project objectives, organizational constraints, required information, budget allocation, and expected outcomes. PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Best Practices Establishing and nurturing a robust consulting relationship is paramount for project success and client satisfaction (Block, 2011). Building trust through transparent communication and addressing underlying client concerns foster a conducive environment for collaboration and problem-solving. Conclusion While business landscapes evolve, the importance of robust client-consultant relationships remains constant (Vogel, 2015). Transparency, open communication, and integrity serve as cornerstones for becoming a trusted advisor, facilitating successful consulting engagements (Maister, Green, & Galford, 2000). References Ben-Gal, H. C., & Tsafrir, S. S. (2011). Consultant-client relationship: One of the secrets to effective organizational change? Journal of Organizational Change Management, 24(5), 662–679. Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley. Kilburg, R. R. (2017). Trusted leadership advisor: A commentary on expertise and ethical conundrums. Consulting Psychology Journal: Practice and Research, 69(1), 41–46. Ko, D. (2014). The mediating role of knowledge transfer and the effects of client-consultant mutual trust on the performance of enterprise implementation projects. Information & Management, 5(1), 541–550. PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Maister, D. H., Green, C. H., & Galford, R. M. (2000). What is a trusted advisor? Consulting to Management, 11(3), 36–41. Retrieved from http://essentialbi.nl/wpcontent/uploads/2012/04/The­Trusted­Advisor.pdf Vogel, G. M. (2015). The trusted advisor. Public Integrity, 17(2), 221–222. Also Read PSY FPX 8730 Assessment 2 Entry and Contracting Evaluation Read More PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Read More PSY FPX 8720 Assessment 6 Leadership Development Plan Read More PSY FPX 8720 Assessment 5 Leadership Theories Read More Load More

PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture

PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Free Sample Papers Anxiety (1) BS Psychology (119) Depression (11) Essay (2) MS Psychology (119) Need writer for your Psychology Papers? Get your paper in 24 Hours. We have a team of Psychology Academic Writers who can help you quickly write plagiarism-free papers, essays, and research articles. Hire Writer PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Name Capella University PSY FPX 8730 Consultation Psychology Prof. Name Date Case Study Introduction Levine Law Offices, a legal firm led by Darryl Levine, specializes in worker’s compensation and personal injury cases. The firm’s staff consists of three attorneys, six paralegals, one office manager, and ten administrative staff. Levine recognizes the necessity for a cultural transformation within the organization due to employee resistance to technological advancements and a tepid response to social media marketing strategies, despite their proven efficacy (Meehan, 2016). Future-State Vision Levine Law Offices aims to improve client service by empowering staff with proficient technology skills and fostering a positive attitude towards organizational changes. This vision requires active involvement from key stakeholders: Stakeholders Roles Owner/Operator Leads the vision and guides the change process. Office Manager Facilitates training and monitors progress. Employees Engage in tech training, offer feedback, and set measurable goals. Partners/Investors/Clients Receive high-quality service and provide feedback for improvement. Consultation Theories The consultation process draws insights from various psychological theories: Positive Psychology: Focuses on strengths, positive emotions, engagement, relationships, meaning, and accomplishments (Chagnon, 2014). Systems Theory: Emphasizes open systems, holism, interdependence, and feedback to maintain organizational balance (Gantt, 2013). Adlerian Theory: Advocates for building relationships and contributing to society (Chidiac, 2013). Cognitive-Behavioral Theory: Integrates cognitive and behavioral strategies for therapy (Association for Behavioral and Cognitive Therapies, n.d.). Gestalt Theory: Highlights perceptual organization, awareness, dialogue, and skill-building (Foster & Lloyd, 2007). PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Conclusion The strategic plan’s implementation demands transparency, engagement, concrete steps, and achievable goals. The envisioned outcomes include flexible and technologically savvy employees, an efficient organization, and enhanced client engagement. References Association for Behavioral and Cognitive Therapies. (n.d.). What is cognitive behavior therapy? Retrieved from http://www.abct.org/Help/?m=mFindHelp&fa;=WhatIsCBTpublic Bay, S. (2018). Workplace technology will change the law office of the future. American Bar Association. Retrieved from https://www.lawpracticetoday.org/article/workplacetechnology-will-change-law-office-future/ Chagnon, R. J. (2014). Coaching for Resilience: A Practical Guide to Using Positive Psychology. Personnel Psychology, 67(4), 981–984. Chidiac, M. (2013). An organisational change approach based on gestalt psychotherapy theory and practice. Journal of Organizational Change Management, 26(3), 458–474. Claes, C. (2016). What, why, who, and how to? Describe the vision of the future state. Linkedin. Retrieved from https://www.linkedin.com/pulse/what-why-who-howdescribe-vision-future-state-chantal-claes-ccmp/ Foster, S. L., & Lloyd, P. J. (2007). Positive psychology principles applied to consulting psychology at the individual and group level. Consulting Psychology Journal: Practice and Research, 59(1), 30–40. Gantt, S. P. (2013). Applying systems-centered theory (SCT) and methods in organizational contexts: Putting SCT to work. International Journal of Group Psychotherapy, 63(2), 234–258. PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Meehan, M. (2016). The top trends shaping business for 2017. Forbes Magazine. Retrieved from https://www.forbes.com/sites/marymeehan/2016/12/15/the-toptrends-shaping-business-for-2017/#43bfb4f6a8a2 Also Read PSY FPX 8730 Assessment 1 Developing an Adaptable Workplace Culture Read More PSY FPX 8720 Assessment 6 Leadership Development Plan Read More PSY FPX 8720 Assessment 5 Leadership Theories Read More PSY FPX 8720 Assessment 4 Analysis of Leadership Read More Load More

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