Is social media really serving the purpose of making people more Essay

Is social media really serving the purpose of making people more sociable or is it creating an introverted generation - Essay Example Thus social media usage is creating an introverted generation that consists of people who often strive to shrink into themselves and stop taking part in constant social media interactions. The very first reason why people become introverts by constant using of social media is because it is always easier to communicate when nobody watches you. In fact this means that it is certain anonymity and opportunity to dissimulate feelings and personal features during communication, what makes people feel freely while communicating through social media services more than in real life situations. A famous psychologist Phillip Zimbardo defined anonymity as a crucial factor that triggers human feeling of freedom from social responsibility, which often leads to negative consequences (255). Furthermore, social media allows people to create some false personalities and identify themselves with persons different from who they really are. Thus it turns out that people start alienating from themselves and later this may cause certain communicational disability, social anxiety, and even asceticism. For most people exposure of the personalities that they use as masks in social media commun ication would become a social catastrophe; thus, for instance, Facebook privacy breaches have without a doubt become a nightmare for its users. The fear of losing social media privacy has led to appearance of cyber bullying, which is a huge problem nowadays. Social media bullies play on people’s dependency on social media images, so they often manipulate people by creating breaches in their social networking profiles’ security. Also, cyber bullying contributes to development of introspective tendencies of modern social media generation. Researches on the topic of cyber bullying revealed that cyber bullying not only makes people (more often adolescents)

Case study Bacterium Example | Topics and Well Written Essays - 750 words

Bacterium - Case Study Example Her immediate history of visiting to the wilds and then generating a circular rash with a dim center in the form of a bulls eye is an indication of Lyme disease (Mayo Clinic, 2012). Answer - Symptoms in Lyme disease are common to many other conditions such as joint disorders, viral infections, fibromyalgia, and chronic fatigue syndrome. The ticks are responsible of spreading not only Lyme disease but can spread other diseases as well. Usually, it is identified with a characteristic rash on the body. Past medical history is used to correlate with likely possibility of Lyme disease. In order to confirm the diagnosis of this disease, physician prescribes lab tests so that antibodies to the bacteria may ascertain the disease. Body takes time to develop antibodies hence lab tests are suitable only after a few weeks of an infection (Monroe, 2001). The Elisa test is used to detect Lyme disease. The test identifies antibodies to B. burgdorferi; however, it may provide false positive results too so it is not a sole basis for diagnosis (Maryland Medical Center 2011). Answer - A bulls eye rash is the most discerning sign of Lyme disease infection. The rash usually takes time of 2 weeks to develop after the tick bite. Fever, joint pains, fatigue and chills accompany the rash. There are other diseases with matching symptoms. Ruling out other Tick-Borne infections is necessary to diagnose Lyme disease. Other infections cause similar symptoms such as fever, fatigue, muscle ache and some neurologic features similar to symptoms found in Lyme disease. The most salient feature in the Lyme disease is a rash typically known as Bulls eye rash. Other tick-borne infection known as human monocyte ehrlichiosis (HME) develops similar rash as found in Lyme disease but that has been identified mostly in southern parts of US (Maryland Medical Center 2011). Answer - Lyme disease during all phases is treated by antibiotics. According to the

Definition Of Resistance To Change Management Essay

Definition Of Resistance To Change Management Essay This chapter will cover the definition of change and resistance to change, then each variable which may potentially influence middle managers attitude towards change are discussed separately which include: middle managers perceived benefits of change, and middle managers involvement in change. Secondly, the chapter will also discuss the influential factors which may influence attitude towards change, based on extensive literature of researches carried out which include: organization benefits, organization barriers, employees age, employees education, and demographic characteristics. Finally, the chapter will end with a conclusion. As cited by Jia, Li, Song, Tsui, Zhang (2008) middle managers are taking an important position in organizations. They are accountable for achieving organizational goals by translating and implementing organizational strategies, managing change, creating optimal working environments, ensuring smooth running of operations, building teams and motivating subordinates, and so on Delmestri Walgenbach (2005), Floyd Wooldridge (1997), Huy, (2002),Barsoux, Kieser, Ganter, Stewart Walgenbach(1994). In order to survive, organizations rely on the creativity and innovation of middle-level managers Dutton, Ashford, Oà ¢Ã¢â€š ¬Ã… ¸Neill, Hayes, Wierba(1997). Resistance to change introduces costs and delays into the change process Ansoff (1990) that are difficult to anticipate Lorenzo (2000) but must be taken into consideration. Resistance has also been considered as a source of information, being useful in learning how to develop a more successful change process Beer and Eisenstat (1996), Gol dstein, 1988; Lawrence(1954), Piderit ( 2000), Waddell and Sohal (1998). In previous research, middle managers were identified as the key group in organizations that covers a wide range of responsibilities. Mintzberg (1980) identified as one of the responsibilities of middle managers were translating strategy into operations. Miller Shamsie (1996), stated that knowledge has become one of the most important assets in economic life. Unlike physical assets, which have traditionally been considered the basis of competitive advantage, knowledge assets are the source of todays organizations ability to outperform their competitors In addition, Carney (2004) also stated that middle managers are the ones who developed strategy. Beckwith, Glenzer Fowler (2002), defined middle managers as the ones capable of leading change from the middle. Other definition of responsibilities of middle managers are championing, synthesizing, facilitating and implementing FloydLane (2000); Anderson-Ashcraft (2007) 2.2 Definition of Change Change can be defined as the process of transitioning from one state to another (Newton, 2007). According to Newton the word transformationà ¢Ã¢â€š ¬Ã… ¸ is often used as a synonym for change. According to Herold Fedor, (2008), organizational change defined as alterations of existing work routines and strategies that affect a whole organization has become a central focus in the strategic and change management literatures Beck, Bruderl, Woywode, (2008); Huy,(1999) Pettigrew, Woodman, Cameron, (2001). A common distinction made in the management of organizational change is between incremental and radical change (Lee, 2011). Arris (1999) referred to incremental change as continuous improvement. Radical change is according to Lee (2011) often referred to as transformation. According to Miller and Friesen (1984) and Greenwood and Hinings (1996) radical change is a qualitative alteration of an organizations rules of organizing the fundamental rules that members use to interact cognitive ly and behaviorally with the world around them. Kotter, Schlesinger Sathe (1986), underscore this by commenting that most managers approach change with a simple set of beliefs and end up exacerbating the problems that arise because they fail to understand them in any systematic manner. However, in many cases, sometimes estimated to be as many as 50 percent of all changes, organizational change has failed to deliver expected results and or meet intended objectives Marks,(2006); Paper Chang, (2005); Quinn, (2004). Similarly, a recent survey of global companies reported that only one-third of organizational change initiatives were considered successful by their organizational executives Meaney Pung, (2008).Former empirical researches concluded that attitudinal and behavioral implications of employees had An important participation in the success of organizational change. For instance, researchers have found that individual employees change related attitudes and behaviors are related to post change organizational performance Kim Mauborgne, (2003), Robertson, Roberts, Porras, (1993) and their work performance following change Neubert Cady, (2001). Paton and Mc Calman, (2000) stated that change management approaches and theories generally stress the need to multi-task and to view change holistically. They also stated by means of research done that women middle managers are likely to be far better suited to multi-tasking than their male colleagues. Dempster, (1998) confirmed that it is not surprisingly, that they tend to manage change differently. 2.3 Definition of resistance to change Lewin (1951) was one of the first researchers to consider the notion of employee resistance to organizational change in the management field. His conception of the term was drawn from the physical sciences and considers resistance to be a restraining force attempting to maintain the status quo Piderit, (2000). Bouckenooghe (2011) stated that the majority of the literature about attitudes toward change, including resistance toward change, focuses on planned, top-down driven organizational change and the individual level of analysis. The term resistance always implies a sense of opposition Hollander Einwohner, (2004). Bouckenooghe (2010) and Piderit (2000), stated that in recognition of the varying definitions of resistance to change and similar concepts that have emerged, such as cynicism about organizational change, some authors have tried to create a more integrative view of attitudes toward change. They also stated that, This notion of attitudes toward change is used to bring toge ther the varying ways of conceptualizing peoples reactions toward change by incorporating cognitive, affective or emotional, and intentional, behavioral components The specific problem in this research is to determine how two main potential determinants, perceived benefits of change and involvement in change impacts middle managers attitude. This research verified how these factors acts as possible mediator to influence the attitudes of middle managers in a positive or negative way towards change, in organizations. Giangreco (1999) argues that the distinction between overt and covert forms of resistance to change is particularly important in relation to middle management roles. He stated that middle Managersà ¢Ã¢â€š ¬Ã… ¸ dissent usually takes the form of passive resistance than of open rejection. Van Zandt (2004) argues that manager resistance comes from a slightly different perspective than the other employees. According to him, the leading reason for managersà ¢Ã¢â€š ¬Ã… ¸ resistance to change is fear of loss of power and control. The two factors directly related to this are the perceived benefits of change and the involvement in the chan ge process. Attitude of a person is determinant how he will perceive whatever change has to be applied. This is in line with Ajzen and Fishbeins (1980) theory of reasoned action suggesting a direct link between peoples specific attitudes towards a given phenomenon and their behavioral reaction to it Bandura,(1977); Fishbein and Ajzen,(1975). Change often eliminates something over which the manager had control or introduces something over which the manager does not have control. As cited by Van Zandt, some managers perceive a change as a personal attack by other managers and react to the change initiative as a battle for turf. Prosci,(2003). They feel an overload of their current tasks, the pressures of their daily activities, and limited resources to assist them with the new responsibilities given to them during the change process Durant, (1999). Giangreco and Peccei (2005) suggest that the most common factors that affect employee level of resistance to change in organizations are perceptions of the cost and benefits associated with change and the extent of their involvement in the actual process of change. They noted that the perception of the cost and benefits associated with change relates to the content of change. Braaf, P (2011) said that it specifically refers to individualsà ¢Ã¢â€š ¬Ã… ¸ perceptions of the possib le impact that the change could have on them, of the personal advantages and disadvantages associated with the actual change itself. Dempster, (1998) also stated that, gender issues in the workplace have also faced a great deal of scrutiny, however there has been little or no research linking gender differences to the management of change. These factors that go along with change can cause substantial fear and anxiety amongst individuals involved in the change process and; hence, can become an important source of resistance to change Caruth, Middlebrook, Rachel(1985), Mc Crimmon(1997), Hegarty(1993), Nadler (1993), Hultman, (1995), Folger and Skarlicki (1999); Pardo del Val and Martines Fuentes (2003). According to Giangrecco and Peccei (2005) individuals will exhibit higher levels of resistance when they perceive more costs from change than benefits. Regarding the process as the other major influence on resistance, Giangrecco and Peccei (2005) argue that it relates to the way the change itself is managed. It refers to the way in which individuals affected by the change Figure 1-Model Source: Giangreco and Peccei (2005): Middle managers resistance to changehttp://imageserver.ebscohost.com/img/imageqv/archive/3cc/20051001/1481384.jpg?ephost1=dGJyMNXb4kSepq84v%2bvlOLCmr0qepq5Srqa4SK6WxWXS are involved in the process of change, and the extent to which they participate in various aspects of the development and implementation of the change within the organization. Following the explanatory model of resistance to change Giangreco and Peccei (2005) gives the relational factors that affects attitude towards change. This conceptual model, (Figure 1-1),showed the interrelationship of the dependable Resistance To Change and Attitudes towards change, with the two independent variables Perceived benefits of change and the Involvement in change. This study, however was to investigate the involvement in the change process and the perception of the cost of change on managers attitudes towards the change itself, and how this, influence their reactions towards change Kotter and Schlesinger, (1979), Lawrence, (1954), Pugh, (1993). As mentioned in limitations the direct and indirect influences on resistance to change were excluded. The two independent variables involvement in the change processes and perceived benefits of change are the factors that directly, influence attitudes towards change, which could acts as mediator to positively or negatively influence middle managers reactions toward change. Hence, the factors perceived benefits of change and involvement in change both can have a direct or indirect effect on change, through the indirect influence of factors that impact managers attitudes towards change. 2.4 Perceived Benefits of Change The variable Perceived benefits of change represents how the middle managers filter their preferences and appreciation of the changes to happen. Isabella, (1990), Lau and Woodman, (1995), Smollan,( 2006) stated that success of a change process is not determined or dictated by how change is described, explained, or understood by scholars, but by how it is experienced and what it means to those directly affected. The cognitive aspect of Change is a determinant on the attitude of middle managers. Mintzberg (1990), Floyd and Wooldridge(2000) stated that middle managers can both be thinkers and doers of strategy .The social conception and personal values or self interest are some critical triggers to the attitude of middle managers to accept change. Change can be viewed and understand by managers in different ways. According to Bartunek, Lacey and Wood, (1992); Stubbard, Meindl and Porac, (1994); Weber and Manning, (2001), participants view change, it is filtered through their preferences and appreciated and accepted or resisted accordingly. Such preferences are a function of social cognition or sense-making Weick, (1999). Atkinson (1984), Brett, Stro, Reilly, (1993) stated that job changes within the company are usually seen as a positive phenomenon, contributing to organizational flexibility and employee development. The perception is the key factor for a manager to decide if he engaged to change to be applied in an organization if considered desirable or undesirable. DiBella (1996) stated that Perceptions of the change varied at different levels of analysis and across the organizations department-based subcultures. Kotter and Schlesinger (1979) state that there are four common reasons for employees resistance: a desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization and a low tolerance for change. Diener, Smith, Fujita, 1995; Shaver, Schwartz, Kirson, OConn or 1987 defines that, like moods, emotions can easily be classified into positive and negative categories, however, research has shown that there are many more than two distinct emotions. Kotter (1995) also observed more than 100 companies in a decade and reported that when organizations attempt a major change, the employees often understand the new vision and want to make it happen, but there are obstacles that prevent execution. Taylor, and Weaver (1977), Penley and Hawkins (1980), Quinn, Smes and McCullough (1973) stated that yet womens attitudes toward their jobs are often more favorable than mens. All mentioned, are based on how a manager can perceive the benefits or the loss regarding its position in a new process of change which affects its attitude towards change. 2.5 Attitudes towards change Attitudes of middle managers are considered as the mediating tool for success or for failure. Alreck Settle (2004) defined attitudes towards organizational change as the beliefs of a manager about organizational change and their likelihood to take action based on these beliefs. If the influence on the attitude of the middle manager is negative, his total attitude towards delegation of change strategies will be negative. In addition, Blau, Ferber, and Winkler,(1998),Jacobs (1992) observed that although women have made progress at moving into management positions in recent years, gender segregation of organizational hierarchies persists, with women often concentrated in lower and middle level management positions rather than the more salient upper-level positions Beer, Eisenstat, and Spector (1990) found that in the fundamental flaw as the fallacy of programmatic change that the place to begin an organizational change is with the knowledge and attitudes of individuals. Middle managers are the ones who interpret actions, experience and observation in both directions to the top management and to the work floor. Burgelman (1994), Currie (1999) Currie and Procter (2001), all stated that middle managers play a central role in developing new ideas with the reshaping of firm capabilities and affecting strategic renewal. Strategy implementation and strategy formulation are closed interrelated, half of the strategic decisions in organizations fail for reasons relating to strategy implementation rather than formulation Jarzabkowski, (2008); Mintz- berg Waters, (1985) Hickson, Miller, Wilson, (2003); Nutt, (1999). Mcshane and Von Glinow (2008), gave another dimension of attitude toward change indicated that, it generally consists of a persons cognitions about change, affective reactions to change, and behavioral tendency toward change. Allen and Meyer(1993;1997), Mowday, Porter, and Steers,(1982) found out that, older and more tenured workers have more access to positive work experiences, explaining their higher levels of commitment. Explaining the different satisfaction levels that men and women have experienced. Hakim (1991) and Fagan and Rubery (1996) have also suggested that women in full-time and part-time employment have qualitatively different working attitudes than men, explaining the different satisfaction levels that men and women have experienced. Chreim (2006) also stated that attitudes function as predictors of subsequent behavior with regard to participation in the process of change. Therefore, whenever change occur attitudes towards such change should be taken into consideration because it predicts success and failure of the programs. Meyer and Allen (1991), stated that organizational commitment is expressed by attitudes and behavior that reveal an employees identification and involvement with the organization and it has been linked to increased productivity and reduced absenteeism and turnover. Keck (1997,) argued that, demographic studies showed that young, less tenured and heterogeneous middle managers have the composition most likely to produce strategic and structural changes in turbulent contexts. According to Rosabeth Moss Kanter (1993,1994),the gender balance in the workplace is changing, this is one of the most significant demographic phenomenon ever to face organizations. As stated by Kanter (1991), Mintzberg (19 94), Pascale (1997), Boddy and Paton(1998), Paton and Mc Cal-man (2000), given the emphasis placed upon developing a transformational style, or culture, when managing change, or when formulating and implementing strategic initiatives, one could speculate that women may be better equipped to manage such situations than men. 2.6 Involvement in change The second variable involvement in change is the experience of the middle managers participation in the development of the strategies that will affect its attitude towards the change itself. Floyd (1992),Wooldridge (1997) and Balogun (2003), stated that the middle manager role in strategy, is implementing top managements intended strategies. Westley (1990) stated that the first condition for championing middle managers is the inclusion in the process of planning. Hardy(1996); Balogun (2005), Gioia and Chittipeddi (1991)   stated , that by mobilizing process and resource power, several middle managers were able to influence meaning making and position themselves as major sense givers, with great influence on others sense making. Kanter,(1977), Burt (1992; 2001); Lane and Bachman,(1998) have underlined the importance of trust during organizational change, but their main focus has been on trust as a factor that facilitates change or that positively moderates the relationships between facets of the change process and successful implementation of change. The involvement of middle managers in strategy planning affects their attitude positively toward the change. Floyd and Wooldridge, (1997); Huy, (2001) claimed that top management can gain advantages from involving middle managers more closely in strategy development. Akerlind (2005) and Padilla (2008) stated, while the development of staff has received attention in terms of teaching, and to a lesser extent, research there is a gap in the literature regarding female academics development in their administrative or management roles, particularly at the middle levels. Huy (2002) concludes that middle managers are at least as important as senior executives in facilitating radical change. Balogun (2003) also found that middle managers are not per se a blockage to change, but can make an important strategic contribution. De Marco (2002) speaks of the `critical role of middle management. Research has increasingly shown t hat middle managers play a pivotal role in developing new ideas, reshaping firm capabilities, and affecting strategic renewal Burgelman, (1994); Currie, (1999); Currie and Procter, (2001). Popper and Lipchitz (1992), Redshaw (2000) also stated that coaching has been defined in several ways; as a process of giving guidance, encouragement and support to the learner, or as a day to day, hands on process of helping employees recognize opportunities to improve their performance and capabilities. Allen, Eby, Poteet, Lentz and Lima (2004) explains that mentoring consists of three parts; vocational support, psycho social support and role modeling. Mintzberg (1990); Floyd and Wooldridge (2000), stated that middle managers can both be thinkers and doers of strategy. Mintzberg, (1994), Wooldridge and Floyd, (1990), Kogut and Zander, (1996), all stated that, involvement of middle managers in strategic planning is said to be beneficial for organizations as they provide valuable soft information on key stakeholders, improve the quality of strategic decisions and generate a sense of ownership and identification with organizational goals By participating middle managers in the whole process of change brings only advantage for the organization. This enhance the trust on both sides and brings a more clear understanding to the managers mind the why and how changes has to be applied, making for him more easy to convince employees toward the change that affects also the manager attitude in a positive manner. 2.7 Conclusion In conclusion; This research, focused on two factors perceived benefits of change and the involvement of change. The perceived benefits of change and the involvement of change were investigated as influential drivers of the attitudes towards change. In this study, the approach to attitudes towards change was based on the behavior of middle managers towards change as a form of passive oppositions to manifest their dissent towards organizational change to be implemented. Middle managers, conscious of their position do not express in such violent ways and choose a milder form of resistance to express their dissatisfaction. Gianfranco (1999) stated that this distinction between more overt and covert forms of dissent, linked to notions of opposition and resistance to change, respectively, is particularly important in relation to middle management roles. According to the literature, middle managers reactions to change and their role in processes of organizational change more generally have, nevertheless, attracted considerable interest and attention in literature Balogun ( 2003), Dopson and Neumann (1998), Floyd and Lane (2000). As already mentioned the two main factors which potentially affect employees attitudes towards change are: perceived benefits of change and involvement in change. Furthermore, factors as employees age, highest completed education, tenure and gender profile were also studied. The outcome of this study, will provide important information to organizations of Curacao, for effectively assess organizational change. It will also give new dimensions of thinking, how to implicate middle managers in organizational change and valuate more deeply middle managers functions in organizations on the island of Curacao. The literature review used in this chapter was used to validate the questionnaire used in this survey. The literature review verified also the results obtained from data collection, with the results mentioned in the literature theory. The following chapter will elaborate more on the methodology used for this study.

Cloning And Embryo Research :: essays research papers fc

Cloning and Embryo Research: The Science Fiction Reality   Ã‚  Ã‚  Ã‚  Ã‚  The idea of cloning a life form seemed like something read from a science fiction novel just ten years ago. Now, the theories, ideas and facts of cloning embryos have made cloning one of the most talked about social issues of our time. The researchers of this scientific breakthrough have made a lot of progress in recent years. Many have heard of Dolly, the cloned sheep, and that’s just the tip of the ice burg. This is undoubtedly the biggest and most recent breakthrough science has seen in some time. Cloning research started in Scotland. According to an article in Science News Online, â€Å"Scottish investigators grew embryo cells of Welsh mountain sheep in the laboratory. During a relatively stable stage of the cell cycle, they transferred 244 of the nuclei to the stripped-down eggs of Scottish blackface ewes† (Adler Par. 8). These nuclei had a full set of chromosomes, so fertilizing the eggs was not necessary. They then gave the eggs an electric shock to â€Å"initiate development† (Adler Par. 9). This was done after years of endless research. There was extensive research done in the area of embryo stem cells. Scientists have used such mouse stem cells for nearly a decade to create genetically altered mice (Travis Par. 8). Kaye Tucker of World Socialist Web Site writes, â€Å"These basic cells are present in the earliest stages of developing embryos and are able to develop into virtually any type of cell and tissue in the body† (Par. 3). This is where genes can be altered and clones can be made. It has been a hard task locating and being able to work with these stem cells because they are only around for a short time (Tucker Par. 6). The possibilities for new research are endless. Other than a social issue, the idea of cloning has become a moral issue. Many have asked the question, ‘Should we clone humans?’, and more have answered it. There are many who have strong opinions on the subject. Senator Sam Brownback of Kansas is quoted as saying, â€Å"The prospect of government-sponsored experiments to manipulate and destroy human embryos should make us all lie awake at night† (â€Å"Embryo† Par. 5). Researchers have been and wish to continue using surplus embryos for experimentation. Most of the breakthroughs made have been done using donated embryos (Tucker Par. 9). This moral issue has also come up in many theological discussions.

History of Sunnah

This summary is not available. Please click here to view the post.

Developing Yourself and Others Essay

In order to carry development needs analysis on myself, I made use of customer feedback surveys that include customer complaints and compliments. This technique is representative of the entire customer opinion as KAYA Doncaster is the sole customer for which the team is contracted to. KAYA Doncaster has a procedure to ensure feedback to its service provider through completing surveys, complain or commendation. The survey is based on the performance of my team as a whole, providing the service. This reflects on my people management skills and allocation of tasks. To assess the developing needs of my team member, Y, I make use of one to one interview technique. This technique allows me to explore employees’ opinions, have an in-depth discussion. This technique is useful for understanding opinions and feelings and helpful in exploring a range of views. To identify any particular learning style for myself or my team member, I made use of the Learning Style questionnaire developed by Honey and Mumford. The learning styles identified by the questionnaire were based upon the work of Kolb. The outcome of the questionnaire has revealed that I share both pragmatism and reflective learning styles. My pragmatism approach makes me keen on trying out ideas, theories and techniques to see if they work in practice and also I positively search out new ideas and take the first opportunity to experiment with applications. I like to get on with things and act quickly on ideas which I feel more confident. I perceive problems and opportunities as challenges. Occasionally I tend to also take a reflective learning style where it makes me stand back to ponder experiences and observe them from many different perspectives. I like to collect data, both first hand and from others, and prefer to think about it thoroughly before coming to a conclusion. The outcome of the questionnaire has revealed that my team member has a more  activist learning style. Activists are those people who learn by doing. They need to get their hands dirty, to dive in with both feet first. They have an open-minded approach to learning, involving them fully and without bias in new experiences. The first learning option available for me is through analysis of previous experiences. Those past experiences can therefore cater to provide solution for any current or arising problems. My second option would be to shadow a successful colleague from a different site to enable me to see a first-hand operation within the organisation for relevant problems or situations. For Y, brainstorming about the task would generate new ideas and assigning these ideas hands-on would be the first learning/development option. The second option would be to get Y to be involved directly in group discussions so as to give the Opportunity to learn through actively expressing and learning from the group discussion Shadowing would require allocation to a different site and also it will be done during my normal working hours. Physical presence to a different site during my normal working hours can represent a barrier to the learning/development option. To overcome this, transport mode/cost and a dedicated day within my working agenda can be provided to make it achievable. Brainstorming and group discussion are time consuming and will be based on availability of staff time. To overcome this, brainstorming sessions or group discussions will have to be allocated on non-busy days. Monitoring my own development will be based on analysing performance pre and post shadowing. Any changes arising from the learning activity whilst shadowing will reflect on the best way of performing task and these changes can be looked into and adapt to other tasks in order to better them for future. Minutes from group discussions and brainstorming sessions for any new ideas generated should be kept. On future one to one interviews with the team member, the implementation of these ideas should be reflected upon to analyse their outcome. Successful outcome will indicate progression of the team member and unsatisfactory will enable to understand any barriers to implement them and support needed to overcome these barriers.