In terms of critical infrastructure and key resources (CIKR), an asset is a person, structure, facility, information, material, or a process that has value. For example, in the transportation sector, a bridge would be an asset.

A network is a group of related components that interact with each other or share information to perform a function. For example, a light rail system that crosses multiple jurisdictions in a large metropolitan area would be considered a network.

A system is any combination of facilities, personnel, equipment, procedures, and communications integrated for a specific purpose. For example, the U.S. interstate highways comprise a system within the transportation sector.

A sector consists of a logical collection of interconnected assets, systems, or networks that provide a common function to society, the economy, or the government. For example, the transportation sector consists of vast, open, accessible, interconnected systems, which include the aviation, maritime, pipeline, highway, freight rail, and mass-transit systems.

• Address the following in 3–4 pages:
  • For each of the 18 CIKR sectors, identify 1–2 local examples of critical infrastructure.
    • Briefly describe the examples, and explain how they are operated and utilized.
    • Provide any information that you feel is unique to each sector.
  • In your local community, research the infrastructure, and identify one particular element that may be of particular interest to a terrorist or vulnerable to natural or manmade disaster.
    • Are there any protective measures in place to ensure its safety? Describe.
• Be sure to reference all sources using APA style.

The Journey and the Destination

In Chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative, to support the changes that have been made. 

• Do you agree or disagree with this viewpoint?
• Share an example from your own professional life where you have seen cultural norms support or impede progress.
• What actions can HR leaders take to foster a culture that sustains changes that have been made?

Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates’ initial posts by Sunday, midnight of your time zone.​

1st response

“The Journey and the Destination”

In chapter 10 of Leading Change, Kotter explains that he believes cultural changes must take place after a major change initiative to support the changes that have been made.

• Do you agree or disagree with this viewpoint?
• Share an example from your own professional life where you have seen cultural norms support or impede progress.
• What actions can HR leaders take to foster a culture that sustains changes that have been made?

Hello Professor Bodam and Classmates,

I agree that cultural changes must take place after a major change initiative to support the changes that have been made. It is crucial that moving forward after a major change initiative that everyone in the organization understands and is in agreement with those change(s). HR leaders can begin by altering the norms and values of the organization. In some cases, the only way to change the culture of an organization is to change some of employees.

I know that this example is different, but it does show the response of management when employees did not agree with culture. I recall a company that used to work for put its clients first which did not go over well with many of the employees working in the service department. Employees were upset by the fact that managements decisions made it impossible to do their job effectively. However, instead of management admitting their error or listening to employee opinion, management got rid of those who were not on board with their ideas.

HR leaders can implement cultural values and practices that allow them to use smaller change initiatives as a proven ground for team building and refining HR’s approach to change leadership (JWI556, notes). HR leaders can accomplish this goal by providing the following:

1. Voice and Dignity– all people want and deserve to have their ideas, opinions and feelings heard and their work and effort respected.
2. Candor– the willingness to be open about what they think and to speak up. Candor generates 1- richer ideas, as more people get into the conversation, 2- more speed as ideas are debated and acted upon more quickly, and 3- cost reductions through the elimination of meaningless meetings and reports.
3. Flat Organizational Structures and Empowerment to Take Action– reflects and reinforces a culture of personal empowerment and accountability.

Paula

Resources:

JWI 566 Leading Change by Putting People First, Week #5 Lecture Notes

John P. Kotter (2012) Leading Change. Harvard Business Review Press

2nd response

Good afternoon Class and Professor,

I agree that cultural changes must take place after a major change to support the changes made because the new initiative will most likely not have the shared values of the old company culture. It is important to realize that a business’ old company culture has been probably been around since its inception and needs to be upgraded to shared values of groups that work the business. Businesses’ have to think about the younger generation of workers and that their viewpoints of the culture are different from the older generation or even the business culture, itself.

The company I work for hasn’t changed its mission and values in 90 years since its inception. The culture hasn’t changed much. The only thing I would say that is changing is how we serve our customers to fit norms already put in place. They are always trying to make the concept of Customer First better and being the best food retailer out of all the competition in the same market. I don’t think the culture has shared values among certain groups because most employees are under the age of 40 or have been there for over 25 years. I think they should focus on employees first because if everyone’s values are being supported in a change initiative they are most likely to stay loyal employees. After all, culture has to benefit younger and older generations, alike.

As Kotter described, their ways to anchor change to make sure it stays sustained, like evaluating the results because management has to focus on the actions of change to see if clearly works and is above the old cultural norms. The other important focus is having consistent communication without talking about the new changes and how it fits into shared values among employees then it will be hard for people to get on board and support the changes. The last one I think that can be hard for management is that if some people just aren’t as supportive of the change and not really attempting then it may be time to reconsider their employment, which means having to let some people go and bring in new employees that will be open to change (1). It is necessary to changes the culture in a business at some point and management has to think about all the different groups and how it will benefit all employees. If not, there could be regression and it will be harder to move on in integrating new change to old norms and shared values.

1. John Kotter. Leading Change. 2012.

• Overview
• Develop a 4–6 page holistic intervention plan design to improve the quality of outcomes for your target population and setting.
• Assessment Instructions
• Instructions
  Note: The assessments in this course are sequenced in such a way as to help you build specific skills that you will use throughout your program. Complete the assessments in the order in which they are presented.
  You intervention plan design will be the second section of your final project submission. The goal for this is to design a holistic plan that should be able to improve the quality of outcomes for your target population and setting. Provide enough detail so that the faculty member assessing your intervention plan design will be able to provide substantive feedback that you will be able to incorporate into the other project components in this course, as well as into the final draft of your project.
  At minimum, be sure to address the bullet points below, as they correspond to the grading criteria. You may also want to read the scoring guide and Guiding Questions: Intervention Plan Design document (linked in the Resources) to better understand how each criterion will be assessed. In addition to the bullet points below, provide a brief introduction that refreshes the reader’s memory about your problem statement and the setting and context for this intervention plan.
  Reminder: these instructions are an outline. Your heading for this this section should be Intervention Plan Componentsand not Part 1: Intervention Plan Components.
  Part 1: Intervention Plan Components
  • Define the major components of an intervention plan for a health promotion, quality improvement, prevention, education, or management need.
  • Explain the impact of cultural needs and characteristics of a target population and setting on the development of intervention plan components.
  • Part 2: Theoretical Foundations
  • Evaluate theoretical nursing models, strategies from other disciplines, and health care technologies relevant to an intervention plan.
  • Justify the major components of an intervention by referencing relevant and contemporary evidence from the literature and best practices.
  • Part 3: Stakeholders, Policy, and Regulations
  • Analyze the impact of stakeholder needs, health care policy, regulations, and governing bodies relevant to health care practice and specific components of an intervention plan.
  • Part 4: Ethical and Legal Implications
  • Analyze relevant ethical and legal issues related to health care practice, organizational change, and specific components of an intervention plan.
  • Address Generally Throughout
  • Communicate intervention plan in a professional way that helps the audience to understand the proposed intervention.
  • Additional Requirements
  • Length of submission: 4–6 pages, double spaced.
  • Number of resources: Minimum of 5–10 resources. (You may use resources previously cited in your literature review to contribute to this number. Your final project will require 12–18 unique resources.)
  • Written communication: Written communication is free of errors that detract from the overall message.
  • APA formatting: Resources and citations are formatted according to current APA style. Header formatting follows current APA levels.
  • Font and font size: Times New Roman, 12 point.

Week 4 Discussion

The discussion assignment provides a forum for discussing relevant topics for this week based on the course competencies covered. For this assignment, make sure you post your initial response to the Discussion Area by the due date assigned. Provide a detailed response to the topic questions in the Discussion Area. For this assignment, post your responses directly to the Discussion Area; do not attach any documents.

To support your work, make sure you use your course and text readings. When asked, also use outside sources. As in all assignments, cite the sources in your work and provide references for the citations in APA format.

Start reviewing and responding to the postings of your classmates as early in the week as possible. Respond to at least two of your classmates. Participate in the discussion by asking a question, providing a statement of clarification, providing a point of view with a rationale, challenging an aspect of the discussion, or indicating a relationship between two or more lines of reasoning in the discussion. Complete your participation for this assignment by the end of the week

Judicial Conduct

In this assignment, you will research about different aspects of judicial abuse of power.

Using the South University Online Library, research the following:

• Judicial misconduct
• Judicial ethics
• Conflict of interest
• Recusal

Based on your research and these four elements, discuss the following scenario and give reasons for your answers.

Scenario

An angry state judge held state attorneys in contempt for failing to follow a court order and deliver critical documents to defendant Anne Marie Johnson’s attorneys. Judge Joe Wilson yelled in open court, “That was an official court order; is everyone at the state attorney’s office just out to lunch or simply dumb? I don’t issue these court orders just to hear myself talk!” It is unusual, but not unheard of, for a judge to hold prosecutors in contempt, but Judge Wilson entered a contempt charge for the prosecutors assigned to this case and ordered each to spend forty-eight hours in jail with a $500 fine. Judge Wilson and Anne Marie Johnson were later seen having late night coffee at a local coffee shop by an intern who works in the prosecutor’s office. On the basis of the above scenario, answer the following:

• Discuss the effects of judicial abuse of power and misconduct, as well as any remedies.
• Present an argument both for and against Judge Wilson for judicial disqualification or recusal from the case.
• Discuss whether there is any harm in Judge Wilson having coffee with Anne Marie Johnson.
• Discuss whether there is concern for the tone and language Judge Wilson used when speaking to state attorneys.