Saturday, August 31, 2019
Pareto Optimality
Pareto efficiency, or Pareto optimality, is a concept in economics with applications in engineering and social sciences. The term is named after Vilfredo Pareto, an Italianeconomist who used the concept in his studies of economic efficiency and income distribution. [citation needed] Given an initial allocation of goods among a set of individuals, a change to a different allocation that makes at least one individual better off without making any other individual worse off is called a Pareto improvement. An allocation is defined as â€Å"Pareto efficient†or â€Å"Pareto optimal†when no further Pareto improvements can be made. Pareto efficiency is a minimal notion of efficiency and does not necessarily result in a socially desirable distribution of resources: it makes no statement about equality, or the overall well-being of a society. [1][2] A state of affairs where it is not possible to improve the economic lot of some people without making others worse off; a mercantilist view. The implications of this view in welfare economics are that, once an economy has ceased to grow, it is impossible to increase the wealth of the poor without opposing the Pareto criterion; in other words, without making the rich worse off. This then becomes an argument for retaining the status quo, even if the distribution of income in society is very uneven. A Pareto improvement, however, occurs if resources can be better utilized so that one group's prosperity increases, but not at a cost to another's. DEFINITION OF NEGOTIATION Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures. Negotiation occurs between spouses, parents and children, managers and staff, employers and employees, professionals and clients, within and between organizations and between agencies and the public. Negotiation is a problem-solving process in which two or more people voluntarily discuss their differences and attempt to reach a joint decision on their common concerns. Negotiation requires participants to identify issues about which they differ, educate each other about their needs and interests, generate ossible settlement options and bargain over the terms of the final agreement. Successful negotiations generally result in some kind of exchange or promise being made by the negotiators to each other. The exchange may be tangible (such as money, a commitment of time or a particular behavior) or intangible (such as an agreement to change an attitude or expectation, or make an apology). Negotiation is the principal way that people redefine an old relationship that is not working to thei r satisfaction or establish a new relationship where none existed before. Because negotiation is such a common problem-solving process, it is in everyone's interest to become familiar with negotiating dynamics and skills. This section is designed to introduce basic concepts of negotiation and to present procedures and strategies that generally produce more efficient and productive problem solving. CONDITIONS FOR NEGOTIATION A variety of conditions can affect the success or failure of negotiations. The following conditions make success in negotiations more likely. Identifiable parties who are willing to participate. The people or groups who have a stake in the outcome must be identifiable and willing to sit down at the bargaining table if productive negotiations are to occur. If a critical party is either absent or is not willing to commit to good faith bargaining, the potential for agreement will decline. Interdependence. For productive negotiations to occur, the participants must be dependent upon each other to have their needs met or interests satisfied. The participants need either each other's assistance or restraint from negative action for their interests to be satisfied. If one party can get his/her needs met without the cooperation of the other, there will be little impetus to negotiate. Readiness to negotiate. People must be ready to negotiate for dialogue to begin. When participants are not psychologically prepared to talk with the other parties, when adequate information is not available, or when a negotiation strategy has not been prepared, people may be reluctant to begin the process. Means of influence or leverage. For people to reach an agreement over issues about which they disagree, they must have some means to influence the attitudes and/or behavior of other negotiators. Often influence is seen as the power to threaten or inflict pain or undesirable costs, but this is only one way to encourage another to change. Asking thought-provoking questions, providing needed information, seeking the advice of experts, appealing to influential associates of a party, exercising legitimate authority or providing rewards are all means of exerting influence in negotiations. Agreement on some issues and interests. People must be able to agree upon some common issues and interests for progress to be made in negotiations. Generally, participants will have some issues and interests in common and others that are of concern to only one party. The number and importance of the common issues and interests influence whether negotiations occur and whether they terminate in agreement. Parties must have enough issues and interests in common to commit themselves to a joint decision-making process. Will to settle. For negotiations to succeed, participants have to want to settle. If continuing a conflict is more important than settlement, then negotiations are doomed to failure. Often parties want to keep conflicts going to preserve a relationship (a negative one may be better than no relationship at all), to mobilize public opinion or support in their favor, or because the conflict relationship gives meaning to their life. These factors promote continued division and work against settlement. The negative consequences of not settling must be more significant and greater than those of settling for an agreement to be reached. Unpredictability of outcome. People negotiate because they need something from another person. They also negotiate because the outcome of not negotiating is unpredictable. For example: If, by going to court, a person has a 50/50 chance of winning, s/he may decide to negotiate rather than take the risk of losing as a result of a judicial decision. Negotiation is more predictable than court because if negotiation is successful, the party will at least win something. Chances for a decisive and one-sided victory need to be unpredictable for parties to enter into negotiations. A sense of urgency and deadline. Negotiations generally occur when there is pressure or it is urgent to reach a decision. Urgency may be imposed by either external or internal time constraints or by potential negative or positive consequences to a negotiation outcome. External constraints include: court dates, imminent executive or administrative decisions, or predictable changes in the environment. Internal constraints may be artificial deadlines selected by a negotiator to enhance the motivation of another to settle. For negotiations to be successful, the participants must jointly feel a sense of urgency and be aware that they are vulnerable to adverse action or loss of benefits if a timely decision is not reached. If procras- tination is advantageous to one side, negotiations are less likely to occur, and, if they do, there is less impetus to settle. No major psychological barriers to settlement. Strong expressed or unexpressed feelings about another party can sharply affect a person's psychological readiness to bargain. Psychological barriers to settlement must be lowered if successful negotiations are to occur. Issues must be negotiable. For successful negotiation to occur, negotiators must believe that there are acceptable settlement options that are possible as a result of participation in the process. If it appears that negotiations will have only win/lose settlement possibilities and that a party's needs will not be met as a result of participation, parties will be reluctant to enter into dialogue. The people must have the authority to decide. For a successful outcome, participants must have the authority to make a decision. If they do not have a legitimate and recognized right to decide, or if a clear ratification process has not been established, negotiations will be limited to an information exchange between the parties. A willingness to compromise. Not all negotiations require compromise. On occasion, an agreement can be reached which meets all the participants' needs and does not require a sacrifice on any party's part. However, in other disputes, compromise–willingness to have less than 100 percent of needs or interests satisfied–may be necessary for the parties to reach a satisfactory conclusion. Where the physical division of assets, strong values or principles preclude compromise, negotiations are not possible. The agreement must be reasonable and implementable. Some settlements may be substantively acceptable but may be impossible to implement. Participants in negotiations must be able to establish a realistic and workable plan to carry out their agreement if the final settlement is to be acceptable and hold over time. External factors favorable to settlement. Often factors external to negotiations inhibit or encourage settlement. Views of associates or friends, the political climate of public opinion or economic conditions may foster agreement or continued turmoil. Some external conditions can be managed by negotiators while others cannot. Favorable external conditions for settlement should be developed whenever possible. Resources to negotiate. Participants in negotiations must have the interpersonal skills necessary for bargaining and, where appropriate, the money and time to engage fully in dialogue procedures. Inadequate or unequal resources may block the initiation of negotiations or hinder settlement. WHY PARTIES CHOOSE TO NEGOTIATE The list of reasons for choosing to negotiate is long. Some of the most common reasons are to: †¢Ã‚     Gain recognition of either issues or parties; †¢Ã‚     Test the strength of other parties; †¢Ã‚     Obtain information about issues, interests and positions of other parties;      Educate all sides about a particular view of an issue or concern; †¢Ã‚     Ventilate emotions about issues or people; †¢Ã‚     Change perceptions; †¢Ã‚     Mobilize public support; †¢Ã‚     Buy time; †¢Ã‚     Bring about a desired c hange in a relationship; †¢Ã‚     Develop new procedures for handling problems; †¢Ã‚     Make substantive gains; †¢Ã‚     Solve a problem. WHY PARTIES REFUSE TO NEGOTIATE Even when many of the preconditions for negotiation are present, parties often choose not to negotiate. Their reasons may include: †¢Ã‚          Negotiating confers sense and legitimacy to an adversary, their goals and needs;           Parties are fearful of being perceived as weak by a constituency, by their adversary or by the public; †¢Ã‚          Discussions are premature. There may be other alternatives available–informal communications, small private meetings, policy revision, decree, elections; †¢Ã‚          Meeting could provide false hope to an adversary or to one's own constituency; †¢Ã‚ Â Â Â Â Â Â à ‚   Meeting could increase the visibility of the dispute; †¢Ã‚          Negotiating could intensify the dispute; †¢Ã‚          Parties lack confidence in the process; †¢Ã‚          There is a lack of jurisdictional authority;           Authoritative powers are unavailable or reluctant to meet; †¢Ã‚          Meeting is too time-consuming; †¢Ã‚          Parties need additional time to prepare; †¢Ã‚          Parties want to avoid locking themselves into a position; there is still time to escalate demands and to intensify conflict to their advantage. DEFINITIONS For negotiations to result in positive benefits for all sides, the negotiator must define what the problem is and what each party wants. In defining the goals of negotiation, it is important to dis tinguish between issues, positions, interests and settlement options.         An issue is a matter or question parties disagree about. Issues can usually be stated as problems. For example, â€Å"How can wetlands be preserved while allowing some industrial or residential development near a stream or marsh? †Issues may be substantive (related to money, time or compensation), procedural (concerning the way a dispute is handled), or psychological (related to the effect of a proposed action). †¢Ã‚        Positions are statements by a party about how an issue can or should be handled or resolved; or a proposal for a particular solution. A disputant selects a position because it satisfies a particular interest or meets a set of needs. †¢Ã‚        Interests are specific needs, conditions or gains that a party must have met in an agreement for it to be considered satisfactory. Interests may refer to content, to specific procedural considerations or to psychological needs. †¢Ã‚        Settlement Options–possible solutions which address one or more party's interests. The presence of options implies that there is more than one way to satisfy interests. SELECTING A GENERAL NEGOTIATION APPROACH The negotiator will need to select a general negotiation approach. There are many techniques, but the two most common approaches to negotiation are positional bargaining and interest-based bargaining. Positional Bargaining Positional bargaining is a negotiation strategy in which a series of positions, alternative solutions that meet particular interests or needs, are selected by a negotiator, ordered sequentially according to preferred outcomes and presented to another party in an effort to reach agreement. The first or opening position represents that maximum gain hoped for or expected in the negotiations. Each subsequent position demands less of an opponent and results in fewer benefits for the person advocating it. Agreement is reached when the negotiators' positions converge and they reach an acceptable settlement range. WHEN IS POSITIONAL BARGAINING OFTEN USED? †¢Ã‚       When the resource being negotiated is limited (time, money, psychological benefits, etc. ). †¢Ã‚       When a party wants to maximize his/her share in a fixed sum pay off. †¢Ã‚       When the interests of the parties are not interdependent, are contradictory or are mutually exclusive.        When current or future relationships have a lower priority than immediate substantive gains. ATTITUDES OF POSITIONAL BARGAINERS †¢Ã‚       Resource is limited. †¢Ã‚      Other negotiator is an opponent; be hard on him/her. †¢Ã‚      Win for one means a loss for the other . †¢Ã‚      Goal is to win as much as possible. †¢Ã‚      Concessions are a sign of weakness. †¢Ã‚      There is a right solution–mine. †¢Ã‚      Be on the offensive at all times. HOW IS POSITIONAL BARGAINING CONDUCTED? 1. Set your target point–solution that would meet all your interests and result in complete success for you. To set the target point, consider: †¢Ã‚      Your highest estimate of what is needed. (What are your interests? ) †¢Ã‚     Your most optimistic assumption of what is possible. †¢Ã‚      Your most favorable assessment of your bargaining skill. 2. Make target point into opening position. 3. Set your bottom line or resistance point–the solution that is the least you are willing to accept and still reach agreement. To identify your bottom line, consider: †¢Ã‚        Your lowest estimate of what is needed and would still be acceptable to you. †¢Ã‚        Your least optimistic assumption of what is possible.         Your least favorable assessment of your bargaining skill relative to other negotiators. †¢Ã‚        Your Best Alternative To a Negotiated Agreement (BATNA). 4. Consider possible targets and bottom lines of other negotiators. †¢Ã‚       Why do they set their targets and bottom lines at these points? What interests or needs do these positions satisfy? †¢Ã‚      Are your needs or interests and those of the other party mutually exclusive? †¢Ã‚       Will gains and losses have to be shared to reach agreement or can you settle with both receiving significant gains? . Consider a range of positions between your target point and bottom line. †¢Ã‚       Each subsequent position after the target point offers more concessions to the other negotiator(s), but is still satisfactory to you. †¢Ã‚       Consider having the following positions for each issue in dispute: Opening position. Secondary position. Subsequent position. Fallback position–(yellow light that indicates you are close to bottom line; parties who want to mediate should stop here so that the intermediary has something to work with). Bottom line. 6. Decide if any of your positions meets the interests or needs of the other negotiators. How should your position be modified to do so? 7. Decide when you will move from one position to another. 8. Order the issues to be negotiated into a logical (and beneficial) sequence. 9. Open with an easy issue. 10. Open with a position close to your target point. †¢Ã‚     Educate the other negotiator(s) why you need your solution and why your expectations are high. †¢Ã‚    Educate them as to why they must raise or lower their expectations. 11. Allow other side to explain their opening position. 12. If appropriate, move to other positions that offer other negotiator(s) more benefits. 13. Look for a settlement or bargaining range  spectrum of possible settlement alternatives any one of which is preferable to impasse or no settlement. 14. Compromise on benefits and losses where appropriate. a = Party A's resistance point b = Party A's target c = Acceptable options for Party A x = Party B's target y = Party B's resistance point z = Acceptable options for Party B 15. Look for how positions can be modified to meet all negotiators' interests. 16. Formalize agreements in writing. CHARACTERISTIC BEHAVIORS OF POSITIONAL BARGAINERS †¢Ã‚      Initial large demand–high or large opening position used to educate other parties about what is desired or to identify how far they will have to move to reach an acceptable settlement range. †¢Ã‚      Low level of disclosure–secretive and non-trusting behavior to hide what the settlement range and bottom line are. Goal is to increase benefits at expense of other. †¢Ã‚      Bluffing–strategy used to make negotiator grant concessions based on misinformation about the desires, strengths or costs of another.       Threats–strategy used to increase costs to another if agreement is not reached. †¢Ã‚      Incremental concessions–small benefits awarded so as to gradually cause convergence between negotiators' positions. †¢Ã‚     Hard on people and problem–often other negoti ator is degraded in the process of hard bargaining over substance. This is a common behavior that is not necessarily a quality of or desirable behavior in positional bargaining. COSTS AND BENEFITS OF POSITIONAL BARGAINING Costs †¢Ã‚       Often damages relationships; inherently polarizing (my way, your way) †¢Ã‚       Cuts off option exploration. Often prevents tailor-made solutions †¢Ã‚       Promotes rigid adherence to positions †¢Ã‚       Obscures a focus on interests by premature commitment to specific solutions †¢Ã‚       Produces compromise when better solutions may be available Benefits †¢Ã‚       May prevent premature concessions †¢Ã‚       Is useful in dividing or compromising on the distribution of fixed-sum resources †¢Ã‚       Does not require trust to work †¢Ã‚       Does not require full disclosure of privileged information Interest-Based Bargaining Interest-based bargaining involves parties in a collaborative effort to jointly meet each other's needs and satisfy mutual interests. Rather than moving from positions to counter positions to a compromise settlement, negotiators pursuing an interest-based bargaining approach attempt to identify their interests or needs and those of other parties prior to developing specific solutions. After the interests are identified, the negotiators jointly search for a variety of settlement options that might satisfy all interests, rather than argue for any single position. The parties select a solution from these jointly generated options. This approach to negotiation is frequently called integrated bargaining because of its emphasis on cooperation, meeting mutual needs, and the efforts by the parties to expand the bargaining options so that a wiser decision, with more benefits to all, can be achieved. WHEN IS INTEREST-BASED BARGAINING USED? †¢Ã‚       When the interests of the negotiators are interdependent. †¢Ã‚       When it is not clear whether the issue being negotiated is fixed-sum (even if the outcome is fixed-sum, the process can be used).        When future relationships are a high priority. †¢Ã‚       When negotiators want to establish cooperative problem-solving rather than competitive procedures to resolve their differences. †¢Ã‚       When negotiators want to tailor a solution to specific needs or interests. †¢Ã‚ Â à ‚     When a compromise of principles is unacceptable. ATTITUDES OF INTEREST-BASED BARGAINERS †¢Ã‚       Resource is seen as not limited. †¢Ã‚       All negotiators' interests must be addressed for an agreement to be reached. †¢Ã‚       Focus on interests not positions. †¢Ã‚       Parties look for objective or fair standards that all can agree to.        Belief that there are probably multiple satisfactory solutions. †¢Ã‚       Negotiators are cooperative problem-solvers rather than opponents. †¢Ã‚       People and issues are separate. Respect people, bargain hard on interests. †¢Ã‚       Search for win/win solutions. HOW TO DO INTEREST-BASED BARGAINING Interests are needs that a negotiator wants satisfied or met. There are three types of interests: †¢Ã‚       Substantive interests–content needs (money, time, goods or resources, etc. ) †¢Ã‚       Procedural interests–needs for specific types of behavior or the â€Å"way that something is done. †¢Ã‚       Relationship or psychological interests–needs that refer to how one feels, how one is treated or conditions for ongoing relationship. 1. Identify the substantive, procedural and relationship interest/needs that you expect to be satisfied as a result of negotiations. Be clear on: †¢Ã‚       Why the needs are important to you. †¢Ã‚       How important the needs are to you. 2. Speculate on the substantive, procedural and relationship interests that might be important to the other negotiators. †¢Ã‚        Assess why the needs are important to them.         Assess how important the needs are to them. 3. Begin negotiations by ed ucating each other about your respective interests. †¢Ã‚       Be specific as to why interests are important. †¢Ã‚       If other negotiators present positions, translate them into terms of interest. Do not allow other negotiators to commit to a particular solution or position. †¢Ã‚       Make sure all interests are understood. 4. Frame the problem in a way that it is solvable by a win/win solution. †¢Ã‚       Remove egocentricity by framing problem in a manner that all can accept. †¢Ã‚       Include basic interests of all parties.        Make the framing congruent with the size of the problem to be addressed. 5. Identify general criteria that must be present in an acceptable settlement. †¢Ã‚     Look for general agreements in principle. †¢Ã‚     Identify acceptable objective criteria that will be used to rea ch more specific agreements. 6. Generate multiple options for settlement. †¢Ã‚     Present multiple proposals. †¢Ã‚     Make frequent proposals. †¢Ã‚     Vary the content. †¢Ã‚     Make package proposals that link solutions to satisfy interests. †¢Ã‚     Make sure that more than two options are on the table at any given time. . Utilize integrative option generating techniques: †¢Ã‚     Expand-the-pie–ways that more resources or options can be brought to bear on the problem. †¢Ã‚     Alternating satisfaction–each negotiator gets 100 percent of what s/he wants, but at different times. †¢Ã‚     Trade-offs–exchanges of concessions on issues of differing importance to the negotiators. †¢Ã‚     Consider two or more agenda items simultaneously. †¢Ã‚     Negotiators trade concessions on issues of higher or lower importance to each. Each negotiator gets his/her way on one issue.      Integrative solutions–look for solutions that involve maximum gains and few or no losses for both parties. †¢Ã‚     Set your sights high on finding a win/win solution. 8. Separate the option generation process from the evaluation process. 9. Work toward agreement. †¢Ã‚     Use the Agreement-in-Principle Process (general level of agreements moving toward more specific agreements). †¢Ã‚     Fractionate (break into small pieces) the problem and use a Building-Block Process (agreements on smaller issues that. when combined, form a general agreement). Reduce the threat level.      Educate and be educated about interests of all parties. †¢Ã‚     Assure that all interests will be respected and viewed as legitimate. †¢Ã‚     Show an interest in their needs. †¢Ã‚     Do not exploit another negotiator's weakness. Demonstrate trust †¢Ã‚     Put yourself in a â€Å"one down position†to other on issues where you risk a small, but symbolic loss. †¢Ã‚     Start with a problem solving rather than competitive approach. †¢Ã‚     Provide benefits above and beyond the call of duty. †¢Ã‚     Listen and convey to other negotiators that they have been heard and understood. †¢Ã‚     Listen and restate content to demonstrate understanding.      Listen and restate feelings to demonstrate acceptance (not necessarily agreement) and understanding of intensity. 10. Identify areas of agreement, restate them, and write them down. COSTS AND BENEFITS OF INTEREST-BASED BARGAINING Costs †¢Ã‚      Requires some trust †¢Ã‚      Requires negotiators to disclose information and interests †¢Ã‚      May uncover extremely divergent values or interests Benefits †¢Ã‚      Produces solutions that meet specific interests †¢Ã‚      Builds relationships †¢Ã‚      Promotes trust †¢Ã‚      Models cooperative behavior that may be valuable in future. AN INTEGRATED APPROACH Naturally, all negotiations involve some positional bargaining and some interest-based bargaining, but each session may be characterized by a predominance of one approach or the other. Negotiators who take a positional bargaining approach will generally use interest-based bargaining only during the final stages of negotiations. When interest-based bargaining is used throughout negotiations it often produces wiser decisions in a shorter amount of time with less incidence of adversarial behavior. DYNAMICS OF NEGOTIATION Examining the approaches to negotiation only gives us a static view of what is normally a dynamic process of change. Let us now look at the stages of negotiation most bargaining sessions follow. Negotiators have developed many schemes to describe the sequential development of negotiations. Some of them are descriptive–detailing the progress made in each stage–while others are prescriptive–suggesting what a negotiator should do. We prefer a twelve-stage process that combines the two approaches. STAGES OF NEGOTIATION Stage 1:   Evaluate and Select a Strategy to Guide Problem Solving †¢Ã‚      Assess various approaches or procedures–negotiation, facilitation, mediation, arbitration, court, etc. –available for problem solving.       Select an approach. Stage 2: Make Contact with Other Party or Parties †¢Ã‚      Make initial contact(s) in person, by telephone, or by mail. †¢Ã‚      Explain your desire to negotiate and coordinate approaches. †¢Ã‚      Build rap port and expand relationship †¢Ã‚      Build personal or organization's credibility. †¢Ã‚      Promote commitment to the procedure. †¢Ã‚      Educate and obtain input from the parties about the process that is to be used. Stage 3: Collect and Analyze Background Information †¢Ã‚      Collect and analyze relevant data about the people, dynamics and substance involved in the problem.       Verify accuracy of data. †¢Ã‚      Minimize the impact of inaccurate or unavailable data. †¢Ã‚      Identify all parties' substantive, procedural and psychological interests. Stage 4: Design a Detailed Plan for Negotiation †¢Ã‚      Identify strategies and tactics that will enable the parties to move toward agreement. †¢Ã‚      Identify tactics to respond to situations peculiar to the specific issues to be negotiated. Stage 5: Build Trust and Cooperation †¢Ã‚       Prepare psychologically to participate in negotiations on substantive issues. Develop a strategy to handle strong emotions.        Check perceptions and minimize effects of stereotypes. †¢Ã‚       Build recognition of the legitimacy of the parties and issues. †¢Ã‚       Build trust. †¢Ã‚       Clarify communications. Stage 6: Beginning the Negotiation Session †¢Ã‚       Introduce all parties. †¢Ã‚       Exchange statements which demonstrate willingness to listen, share ideas, show openness to reason and demonstrate desire to bargain in good faith. †¢Ã‚       Establish guidelines for behavior. †¢Ã‚       State mutual expectations for the negotiations. †¢Ã‚       Describe history of problem and explain w hy there is a need for change or agreement.        Identify interests and/or positions. Stage 7: Define Issues and Set an Agenda †¢Ã‚       Together identify broad topic areas of concern to people. †¢Ã‚       Identify specific issues to be discussed. †¢Ã‚       Frame issues in a non-judgmental neutral manner. †¢Ã‚       Obtain an agreement on issues to be discussed. †¢Ã‚       Determine the sequence to discuss issues. †¢Ã‚       Start with an issue in which there is high investment on the part of all participants, where there is not serious disagreement and where there is a strong likelihood of agreement. †¢Ã‚       Take turns describing how you see the situation. Participants should be encouraged to tell their story in enough detail that all people understand the viewpoint presented. †¢Ã‚       Use active listening, open-ended questions and focusing questions to gain additional information. Stage 8: Uncover Hidden Interests †¢Ã‚      Probe each issue either one at a time or together to identify interests, needs and concerns of the principal participants in the dispute. †¢Ã‚      Define and elaborate interests so that all participants understand the needs of others as well as their own. Stage 9: Generate Options for Settlement      Develop an awareness about the need for options from which to select or create the final settlement. †¢Ã‚     Review needs of parties which relate to the issue. †¢Ã‚     Generate criteria or objective standards that can guide settlement discussions. †¢Ã‚     Look for agreements in pr inciple. †¢Ã‚     Consider breaking issue into smaller, more manageable issues and generating solutions for sub-issues. †¢Ã‚     Generate options either individually or through joint discussions. †¢Ã‚     Use one or more of the following procedures: †¢Ã‚     Expand the pie so that benefits are increased for all parties.      Alternate satisfaction so that each party has his/her interests satisfied but at different times. †¢Ã‚     Trade items that are valued differently by parties. †¢Ã‚     Look for integrative or win/win options. †¢Ã‚     Brainstorm. †¢Ã‚     Use trial and error generation of multiple solutions. †¢Ã‚     Try silent generation in which each individual develops privately a list of options and then presents his/her ideas to other negotiators. †¢Ã‚     Use a caucus to develop op tions. †¢Ã‚     Conduct position/counter position option generation. †¢Ã‚    Separate generation of possible solutions from evaluation. Stage 10: Assess Options for Settlement †¢Ã‚      Review the interests of the parties. †¢Ã‚      Assess how interests can be met by available options. †¢Ã‚      Assess the costs and benefits of selecting options. Stage 11: Final Bargaining †¢Ã‚     Final problem solving occurs when: †¢Ã‚     One of the alternatives is selected. †¢Ã‚     Incremental concessions are made and parties move closer together. †¢Ã‚     Alternatives are combined or tailored into a superior solution. †¢Ã‚     Package settlements are developed. †¢Ã‚     Parties establish a procedural means to reach a substantive agreement. Stage 12: Achieving Formal Settlement       Agreement may be a written memorandum of understanding or a legal contract. Detail how settlement is to be implemented–who, what, where, when, how–a nd write it into the agreement. †¢Ã‚      Identify â€Å"what ifs†and conduct problem solving to overcome blocks. †¢Ã‚      Establish an evaluation and monitoring procedure. †¢Ã‚      Formalize the settlement and create enforcement and commitment mechanisms: Legal contract †¢Ã‚      Performance bond †¢Ã‚      Judicial review †¢Ã‚      Administrative/executive approval Pre-Mediation Planning Before going into mediation, consider all of the possibilities. What risks do you face? What to you have to gain? What are the major â€Å"deal points†which will make or break the negotiation for you? In the field of mediation, the process of evaluating your case or position may be called BATNA and WATNA analysis. BATNA stands for Best Alternative To Negotiated Agreement. In other words, if the mediation does not produce a settlement or other type of agreement, what is the best thing that could happen? Will the other side ultimately give in to your side? Will a new law cause things to come out in your favor? Will the other side lose interest in their position? Will your costs/risks be negligible? Are you confident about winning in court? These are the kinds of question you may ask yourself while evaluating your BATNA. WATNA stands for Worst Alternative to Negotiated Agreement. A couple of questions you may ask for this analysis are: Will the other side probably win in court? Who controls the status quo? If the case doesn’t settle, am I the one who will ultimately lose? The process of BATNA/WATNA analysis ultimately assists a party in determining the scope of their mediation efforts and their reservation point. Put another way, at what point will the party walk away from the table? When is it too risky not to settle, or too costly not to settle? Without a clear picture of these risk possibilities, it is extremely difficult to reasonably evaluate your case. A good mediator will also assist you in this analysis, but it’s better to be prepared and knowledgeable before entering negotiations. You will appear more confident and credible in your claims. Opening Offers and Demands Great debate rages in the negotiation field over whether or not to throw out the first offer. Some experts advise never, ever to make a first offer. Others cautiously advocate making a first offer if it serves your position. Whether you decide to make a first offer may depend upon your particular bargaining style. Be aware, however, that making a first offer sends a powerful signal to the other party. First, it has the potential to errode your credibility. If your offer or demand does not pass the â€Å"straight-face†test, your credibility may be on slippery slope. Be careful that your offer or demand isn’t so absurd as to make your statements and assertions throughout the rest of the negotiation unbelievable. Opening offers and demands are also powerful because they tell the other side roughly what your evaluation of the case is. It can therefore have the effect of shifting or anchoring the other party’s expectations to the range you have requested or offered. The party may then respond to the offer/demand by adjusting or reevaluating the number they originally had in mind. Alternatively, if your offer/demand is outside of their anticipated range, it can provoke anger, incredulity or an equally unreasonable or absurd counter-offer. Bottom-Lines: If you have a bottom-line number, guard it until the right moment. If you give it out too early, it can destroy the flexibility of the bargaining process. This occurs because parties often settle upon a number that wasn’t anticipated. By revealing a hard number too early, it cements you into a position that is much more difficult to negotiate from. It also takes away the possibily of â€Å"gift-giving†which we will discuss later. The most fundamental rule of bottom-lines, however, is to tell the truth. Don’t state a false bottom line, only to change it later to suit your negotiating needs. Doing so will ruin your credibility and decrease your leverage and bargaining power. If you are asked for a bottom-line and are not ready to give it, you may politely say that you have a number in mind but would like to engage in further discussion to learn as much as possible about all aspects of the dispute before making a final decision. Strategies and Techniques Bargaining Styles Below is a chart describing different bargaining styles. Which category do you fit into? Soft [Cooperative] Hard [Competitive] Principled Participants are friends. Participants are adversaries. Participantsare problem-solvers. The goal is agreement. The goal is victory. The goal is a wise outcome reached efficiently and amicably. Make concessions to cultivate the relationship. Demand concessions as a condition of therelationship. Separate the people from the problem. Be soft on the people and the problem. Be hard on the problem and the people. Be soft on the people; hard on the problem. Trust others. Distrust others. Proceed Independent of trust. Change your position easily. Dig in to your position. Focus on interest, not positions. Make offers. Make threats. Explore interests. Disclose your bottom line. Mislead as to your bottom line. Avoid having a bottom line. Accept one-sided losses to reach agreement. Demand one-sided gains as the price of agreement. Invent options for mutual gain. Search for the single answer; the one they will accept. Search for the single answer; the one you will accept. Develop multiple options to choose from; decide later. Insist on agreement. Insist on your position. Insist on using objective criteria. Try to avoid a contest of will. Try to win a contest of will. Try to reach a result based on standards independent of will. Yield to pressure. Apply pressure. Reason and be open to reasons; yeild to principle, not pressure. SPECIAL NOTES ON HARD-BARGAINERS: When encountering hard-bargainers, negotiation can be tricky. Difficulties arise because granting concessions makes the other side feel bullied, but sticking to principles can create an impasse of negotiation. Here are a few tips for dealing with hard bargainers: * Don’t attack the position, look behind it for interests and motivations * Don’t defend your position or statements, instead, invite criticism and suggestions * Don’t react, pause or relax * Don’t argue back – listen carefully and calmly * Reframe accusations as an assault on the problem itself * Ask productive questions Hard bargaining can arise in certain circumstances as well. Unreasonable initial demands, lack of meaningful information, greediness, positional bargaining, and threats can all cause a competitive bargaining environment to emerge. Leverage Leverage is an adversarial concept which allows a party to exert pressure on the other side by appealing to his/her fears, risks or needs. For example, if a party must have a certain dispute resolved by a certain date, withholding a resolution, walking away from the table, or delaying progress exerts pressure on that party to give in to the demands of the other side. Using threats is also a form of leverage. Threat must be used carefully so as not to enrage the other side such that they refuse to participate in continuing discussion. Research indicates that the efficacy of threats depends on their credibility, immediacy, context, specificity and equity. Another form of leverage is â€Å"ego stroking. †For some people, being recognized or acknowledged in a positive way can cause incredible shifts in perspective. Such a party may be more willing to negotiate, may be more generous, or may overlook past transgressions. Be sure that any appreciation for the other side that you convey is sincere. Sometimes, using positive-side leverage such as ego stroking can arouse an eagerness in the other party to reciprocate the sentiment or to seek to please you by offering concessions. The Origin of Brilliant (and not so brilliant) Ideas A great way to apply positive leverage while seizing advantageous settlement opportunities is to give credit to the other side for discovering a solution or for presenting a good idea. Instead of saying, â€Å"I want X dollars to replace my damaged roof†say, â€Å"A little while ago, you presented a very clear picture of the problem and it helped me to understand the issue of the roof better. I would like to hear more of your ideas about how we can approach that particular aspect of this negotiation. †In other words, create for the other party a positive reputation, even if you believe it is undeserved in your particular scenario, that they can then attempt to live up to. Conversely, when a party makes a tactical mistake which doesn’t help your position, but does threaten further progress, give them an easy opportunity to save face. For example, â€Å"If I’m not mistaken, I think I heard you say you wanted $3 billion for your broken fence. I know there are a lot of numbers being exchanged here and I have become confused myself a couple of times with the amount of data. Would you like to review that figure and potentially make an adjustment at some point? †Be sure to avoid enouraging or doing anything which could result in face-saving-behaviors. Face-saving behaviors are defensive attempts to re-establish face after threats to face or so-called â€Å"face-loss†. People are often willing and even eager to retaliate and sacrifice rewards at great cost when they perceive the threat of humiliation. By engaging in such behavior you are, at best, reducing the predictability of the outcome, and at worst, creating a hostile and perilous environment which could cost you and the other party a mutually agreeable settlement while augmenting the costs of dispute resolution. The Sometime-Appeal of High Concepts With some negotiators, it is possible to paint a bigger picture which extends beyond the limits of present issues. By appealing, for example, to a person’s sense of idealism or a particular world-view, it is sometimes possible to break a deadlocked negotiation. However, just as high concepts can broaden the mind of a stubborn participant, a carelessly made plea to a person’s sense of justice can provoke indignation and encourage increasing inflexibility. For example, a negotiator might say, â€Å"If we are able to come to a settlement today regarding the teacher’s union, the students can return to school much sooner and resume their studies, which is, of course, what we all want. †However, some negotiators may interpret such a statement as disingenuous, or mocking. So be careful! Reciprocal Bargaining Some negotiation experts contend that a reciprocal bargaining strategy promotes responsibility, accountability, and reasonable dealings. Reciprocal Bargaining theory basically holds that if one party makes an unreasonable demand or offer, the other side must do the same, back to that party. The result is, theoretically, that each side will then see and appreciate the consequences of their own behavior throughout the negotiation. Alternatively, if one party demonstrates generosity or uncommon honesty, the other side should reciprocate that behavior as well. The relationship-building potential of this strategy has been touted by many mediation experts as an effective way to facilitate productive conversation. Alternatively, this strategy can be counter-productive if the parties do not respond appropriately to the consequences. This can occur where parties are emotionally involved in the proceedings, when personal relationships are the actual subject of dispute or when the negotiation involves more than one â€Å"hard-bargainer†. In these scenarios, a reciprocal strategy can create a downward sprial of bad behavior which ultimately causes negotions to break down completely. GENEROUS RECIPROCAL BARGAINING THEORY: An alternative stragegy is to employ a downward-spiral breaking strategy known as generous reciprocal bargaining. This reciprocal strategy does not work in the systematic framework of the standard reciprocal bargaining. Instead, the parties reciprocate positive and negative behavior only the majority of the time. At irregular intervals, a party using this strategy will unexpectedly not reciprocate a negative behavior committed by the other party. This behavior breaks the vicious cycle of negative behavior and can allow for positive behavior changes in both parties, leaving them open to more productive communication exchanges and opportunities for mutual agreement. Gift Giving Giving gifts during negotiation is a great way to generate goodwill, especially at the initiation of bargaining. Small concessions will leave a strong impression with the other side’s perception of you, and may influence their actions going forward. Small concessions are a low cost method of initiating momentum in negotiations. By the way, one of the easiest and cheapest concessions you can grant to the other side is to listen to them, carefully, openly, and without judgment. Complaining Some experts advise mediation participants to refrain from complaining. However, our position is that complaints can be useful to the extent that they can generate empathy and produce increased willingness to exhibit flexibility from the other side. If reasonable and genuine complaints are made carefully, are well-timed, are not excessively accusatory and do not occur with too much regularity, they can prove useful in the context of negotiation. Positions vs. Interests As we viewed in the bargaining styles chart, people negotiate in different ways, and with different results. A major problem in many mediations is that participants become committed to their positions, that is, the result they are aiming for. This tactic, (or tactical error) causes inflexibility and generates ill-will. Mediators attempt to separate the interests from the positions. That is, the mediator seeks to learn what the actual issues that drive the mediation are. By separating out the interests an objective approach to resolving the dispute becomes possible and solutions become more clearly visible. For futher illustration, please view this chart: PROBLEM: The immediate source of conflict. INTERPRETATION: How people interpret the other party’s behavior. POSITION: Demands, threats, fixed solutions, proposals, or points of view. INTEREST: What really matters to this person. (Why is X a problem? )    ISSUE: The topic the parties need to discuss and decide. Barking dog. Neighbor is unfriendly, inconsiderate. Violates my privacy. Buy a muzzle. I’m not well. I need my sleep. Want my home to be a quiet, private place. How to control the barking at night. Unfair bill. This company wants to rip me off. They think I’m not smart enough to notice. I will not pay for work you didn’t even do. Want to be treated fairly. Need to know how much something is going to cost so I can budget for it. What work was done, what recompense is fair. How rest of job will be billed. As a negotiator, it is important to focus on your interests and to resist trying to control the outcome of the negotiation. In this way, you can more reasonably evaluate your risks, options and creative solutions along the way to a mutually agreeable solution. Additionally, it’s a good idea to focus on the interests of the other side. By understanding, and by demonstrating understanding of the other side’s interests, you will more easily command their attention and better understand the major deal points that will solve the dispute. Problems vs. People Similar to the above paragraph, mediators continually work to separate the people from the problems. This promotes a problem solving environment while reducing sniping, personal attacks and unreasonable and inflammatory statements. Be careful not to bargain over your positions. Instead, invent ptions for mutual gain, insist on using objective, evaluative criteria instead of accusatory statements. Although it’s hard to take, if another party insults you personally, ignore the attack and look behind it to discover the feelings and motivations of the accuser. You may learn valuable information about the party’s interests. To avoid inflaming the other party as well, a void accusatory statements, personal attacks, petty insults and counter-productive statements and questions such as: What do you want from me? Calm down! Be reasonable! What’s your problem? and You always†¦. or You never†¦.. Reframing Reframing is perhaps the most important part of negotiation. Reframing is the process of restating something the other side has said in a way that is mutually beneficial. Reframing signals to the other party that you have listened to their story and that you understand and appreciate it. This, in itself, is a type of concession, and it doesn’t cost you a thing! Reframing is an opportunity that presents itself at multiple stages of mediation. Instead of rejecting an offer, reframe it to convey your understanding as well as to present an opportunity to shift the focus or perspective on the topic. You might try saying â€Å"and†instead of â€Å"but†to effectively reject an offer while appearing open to further discussion and at the same time reframing the issue to your advantage. Also, it is a good idea to ask sincere questions instead of making demands whenever possible. Instead of pushing the other side to meet your demands, use reframing to bring them to your point of view. Instead of escalating an argument, use reframing to educate the other side about your feelings and interests. Above all, reframing places the negotiation in the context of cooperation instead of competition. Effective Listening This topic will be covered in-depth in the next unit. For now, let’s look at the most basic concepts of effective listening. Listening is a great skill of negotiation. Listening allows you to learn about the other side’s interests and to discover crucial dealpoints. Close listening also helps to generate goodwill with the other side. The value of â€Å"being heard†is greatly underestimated. Often, where emotions are involved, the opportunity to be heard and understood is very powerful. By listening carefully, you pave the ay to excellent reframing opportunities, greater leverage, and an improved bargaining position. Be sure to listen carefully and actively (while respecting the groundrules of the mediation), empathize with the other side, ask questions which convey your understanding and empathy, and finally, restate the other side’s story back to them while carefully respecting sensitive aspects of the account so that you do not infla me them. Deal Killers In every negotiation, the possibility of failure exists. Certain conditions, behaviors, or acts threaten to stall or break down negotiations. The more you know about these potential deal breakers, the better prepared you will be when you confront them, either on your own side, or across the table. 1. Reactive Devaluation 2. Parties tend to view offers by the other side skeptically. This leads to misevaluation of the other side’s position. Hidden Emotion Example: â€Å"I would rather lose than settle with this guy†¦Ã¢â‚¬ This leads to misevaluation. 3. Failure to Understand BATNA/WATNA: Leads to misevaluation. 4. Biased Assimilation: Parties tend to hear and remember things they want to hear, and not hear things that are unpleasant. This leads to misevaluation. 5. Loss Aversion: People generally prefer to avoid loss rather than to achieve gains. This leads to excessive attachment to positions. 6. Direct Contradiction: Avoid using language like, â€Å"You’re wrong. †Instead, offer a different perspective when it is your time to speak after validating the other party’s opinion. 7. Equity Seeking: Parties may seek to return to the â€Å"Status Quo Ante†– that is, the state they were in prior to when the particular conflict arose, or to recoup costs incurred in litigation or which have arisen from the conflict itself. In so doing, that party may prolong the dispute unnecessarily in an attempt to reach that pre-conflict status. 8. Attribution Error: Parties tend to see the other side as evil, and their own side as innocent. This leads to misevaluation. 9. Endowment: People tend to overvalue their own property and interests, and undervalue the property and interests of others. 10. Miscalculation or ignorance of Deal Breakers: Think about reasons why the other side might refuse to settle. Plan out graceful ways to provide counter arguments or methods of avoiding those deal breakers.
Friday, August 30, 2019
Alexander Chabanyuk
Any form of exchanging information between people or groups of people is referred to as communication. For any cooperate to achieve effective organizational change, internal communication is very important. Research indicates that employees in lower levels are usually ignored while making organization’s decisions. It was also found out that the employees become alienated especially when the decision is aimed at initiating a change in the organization. As a way of fostering employee productivity, effective internal communication is therefore very important.This does not downplay the vital role of external communication in an organization but both must be balanced. The up and down or horizontal internal communication- as in the case of Vodafone- helps the employees in understanding what they are expected of them and taking the necessary steps in ensuring their work is completed on time. (http://www. thetimes100. co. uk/downloads/vodafone/vodafone_12_full. pdf ) Internal communic ation can also be verbal or written. The vital role of internal communication involves explaining organization’s values, culture as well as visions to employees for them to make informed decisions.It will also strengthen employee relationship and enhance their sense of belonging. For example; ‘eVelopers internal communication system was developed and implemented to ensure that all employees are informed about all corporate policies, strategies, decisions, updates, news, changes, etc. and properly apply them, increasing the efficacy of company performance. ’ http://www. evelopers. com/qm5 This paper examines cooperate meetings as one of the internal communication processes in an organization. Participant selectionCooperate meetings have proofed to be very successful especially where the organization succeeds to invite the right participants. This can be done by conducting extensive consultations with the employees from different departments in an organization. Thi s will however depend on the reason as to why the meeting should be held. After making a decision about whom to invite, it is very important for them to be briefed on the purpose of the meeting. They should also be informed on where, when, the expected participants and where to make further enquiries if they needed to do so.It was found out that the conditions or the environment surrounding the meeting’s venue highly determines whether the meeting will be a success or not. The venue should be comfortable enough to win the concentration of the participants. When setting the date and time care should be taken to ensure that every participant is comfortable. Religious, gender and cultural diversity among the employees should be considered, failure to which the participants may pay little or no attention to the proceedings of the meeting.True representation of the organization in the meeting should be demonstrated by including employees or their representatives from all departmen ts. (http://www. managementhelp. org/misc/mtgmgmnt. htm ; Quirke B, 2000, pp. 25-61) Agenda development The meetings agenda should be made known to all expected participants. Research indicates that no effective meetings agenda can be developed without adequate consultations among all the concerned parties. The key participants should help in identifying feasible outcomes and what ought to be done to ensure the identified target outcomes are reached.It is very important for every meeting to have an overall outcome. For instance, increasing sales, improving quality of products or service, conflict resolution, management and transformation, and introducing change among others. The agenda should clearly indicate how the participants should be kept busy especially those who arrive earlier than stated. It is very important to ensure that all topics are listed together with their respective action or expected output. Opening meetings Punctuality is always very important in any meeting.Mee tings should therefore start on the scheduled time. Acknowledging the presence of participants who dedicate their time to attend the meeting encourages them and enhances the sense of meaning in whatever goes on in the meeting. It is also very important to review the meeting’s agenda in order to consider any possibility of making any amendments. Meeting participation and evaluation Every one should be given an opportunity to participate actively. This can be done through use of questions, opinions, votes, demonstrations and individual presentations.Discursions should revolve around the agenda items. The meetings should be made as lively as possible to help the participants to open up and give their views without fear or favor. The appropriate momentum should be maintained. Participants should be asked to evaluate the progress of the meeting from time to time in order to ensure the correct pace is maintained. An effective meeting must be successfully concluded. Participant conf identiality must be guaranteed. Soon after conclusion, the overall evaluation must be done.This will help in setting a date for another meeting if need be and decide on its agendas. Proceedings of the meetings should be recorded and every participant should get a copy at the end of the meeting. Further development Even though cooperate meetings have been held by many organizations over the past, there is still need to improve them in order to reap their full benefits. It is very unfortunate that the physically challenged have been neglected during cooperates meetings.The deaf and the dump should not be ignored. Sign language should be introduced in order to enable such people with special needs to follow what the other participants are doing. Departmental meetings should be held before the actual meetings in order to bring the employees from a particular department together. This will save time and ensure that a true reflection of the status of the organization is portrayed. Meeting s involving many participants should be held in a room with adequate facilities but not in the open air.Some organizations address their employees in open-air meetings and their intention is not met due to disruptions from external factors. Audiovisual gadgets should be introduced to enable people to participate even from their offices. This will ensure that incase some senior officers are not able to attend -simply because they are out for other cooperate duties –they can participate in the meeting and provide appropriate responses when asked to. Since meetings are expensive, such a decision will reduce the number of meetings held especially when an urgent problem solution is required.This can be made possible by the use intranet. (Klein A, 2004, pp. 59) Depending on the purpose of the meeting, thorough consultations should be carried out from every department to ensure all underlying issues are tabled before the meeting. It is also good to invite at least one representative from those departments that are thought to be less concerned because an issue affecting a particular department affects the organization at large and needs cooperation in seeking for a long-lasting solution.It is expected that, in the future, cooperate meetings may take another dimensions and be transformed into be Parliamentary Procedures, which will involve the use of parliamentary laws. (http://www. jimslaughter. com/corporate. htm ) These parliamentary laws can be defined as; â€Å"the best method yet devised to enable assemblies of any size, with due regard for every member’s opinion, to arrive at the general will on the maximum number of questions of varying complexity in a minimum amount of time and under all kinds of internal climate ranging from total harmony to hardened or impassioned division of opinion.†http://www. jimslaughter. com/corporate. htm Conclusion Internal communication must however include all the other forms of internal communication processe s in order to ensure smooth running of the organization. These processes may be used interchangeably in order to ensure that information reaches the intended person at the correct time to enable proper action to be taken. References Slaughter, J. (1998). Better, More Legal Corporate Meetings. [Retrieved] 24th July, 2008, [From] http://www. jimslaughter. com/corporate. htm McNamara, C.(1997). Basic Guide to Conducting Effective Meetings. [Retrieved] 23rd July, 2008, [From] http://www. managementhelp. org/misc/mtgmgmnt. htm Communications. [Retrieved] 23rd July, 2008, [From] http://www. thetimes100. co. uk/downloads/vodafone/vodafone_12_full. pdf Evelopers, Quality manual: Internal Communication. [Retrieved] 24th July, 2008, [From] http://www. evelopers. com/qm5 Klein A, 2004, Adoption von electronic meeting systems, DUV Accessed from Amazon. com Quirke B, 2000, Making the connections, Gower Publishing, Ltd
Leadership Styles and Characteristics Essay
Discuss two styles of leadership and five characteristics of an effective leader. A leader is one who has the knowledge understanding, confidence and communication skills to lead or drive their followers to a particular goal. Everyone cannot be a leader; followers are needed to get things done. An autocratic leader is one who makes all the decisions regarding his/her followers; its either their way or no way. People that are new to the company in which this leadership resides may need this style in order to become effective are their job, as this type of leadership is very detailed in the things they want done. In the event this leader needs to make a very important and swift decision, they do not sit and listen to everyone’s opinion like a democratic leader; this leader has to rely on their own capabilities as an effective leader. In situations that are stressful and there is a deadline that has to be met most people would rather an autocratic leader, so that they can focus on the work rather than deal with complex situations. On the other hand the people that follow this leader may rebel or become irritable towards the leader; this can then cause strikes and maybe even acts of violence. People in general like to have a voice or be heard regarding an issue involving them; once you take that away a negative impact may occur. An autocratic leadership may have a lack of creativity as there is only one person making the decisions. This type of leadership can be used effectively when the leader is the most knowledgeable than the other group members. A laissez-fare leader is a little more laid back than the autocratic leader as this style of leadership gives full power to the staff to make decisions and rely on their own abilities. The followers of this style usually are able to handle the company themselves as they are experienced and equipped to do so. This leader has no choice but to trust his/her staff since the leader may not be easy to contact. Sometimes the leader is needed and cannot be found, this can send confusion and paranoia throughout the company; this usually happens because the leader doesn’t know their responsibilities so they allow the staff to cover for them. Some people cannot disciple themselves enough to set their own deadlines for completion of necessary projects, this can cause a decline in productivity for the group. An effective leader must be able to set a good example for their followers. Certain leaders, like that of a president or leader of a country are constantly watched so a positive example must always be apparent. By showing endurance in certain situations, whether it be mental or physical, you can inspire others to do the same. Leaders should always have a pleasing personality. No one wants to follow someone who is negative about every situation, so a good personality should always shine through. This personality should appeal to both male and female followers. Telling your followers how much of a good job their doing can increase productivity and prove positive for the group. A good communicator is not only good at speaking but they should be good at listening; which is another characteristic of an effective leader. To be able to not only understand what your followers are saying but to have the ability to paraphrase in short terms can also be effective. A good leader is in tune with their followers. They are involved in every aspect of the project from the beginning to end; they have no problem rolling up their sleeves and getting dirty but still have the ability to set themselves apart from the pack and be an effective leader. Leaders should be intelligent, skilled and qualified for their position. If you have less qualifications than your followers this could pose a problem if they were to find out. When you look up to someone usually they have more knowledge or a strong educational background with experience to back it up.
Thursday, August 29, 2019
Evaluate the current streght of evidence for a complimentory therapy Essay
Evaluate the current streght of evidence for a complimentory therapy (Transcutaneous electrical nerve stimulation TENs for post operative pain management in chi - Essay Example As a result, use of complementary, non-pharmacological therapies for management of pain appears to be an effective and safe option (Zollman & Vickers, 1999). Complimentary therapy has been defined by the Zollman and Vickers (1999, p.693) as â€Å"group of therapeutic and diagnostic disciplines which exist outside the institutions where conventional health care is taught and provided.†Some of practices of complimentary medicine like chiropractic medicine, transcutaneous electrical nerve stimulation (TENS), acupuncture etc are increasingly being accepted and used clinically by mainstream medical practitioners (Zollman & Vickers, 1999). Complimentary therapy is now increasingly becoming an important aspect of the health care system in the U.K. a small machine, called the TENS unit is used to transmit electrical currents through the skin to stimulate the underlying nerve endings at or near the area where pain occurs (Hicks, 2006). The electric impulses which are generated by the TENS device are delivered to the area of pain through the sticky pad electrodes, which are placed on the skin in the painful area. Electrical impulses which stimulate the nerve endings at or near the site of pain help in diminishing the pain. intensity and frequency of electric current used by TENS machine, it can be sub-classified into two sub-types: low-intensity (1–2 mA) and high-frequency (50–100 Hz) TENS or high-intensity (15–20 mA) and low-frequency (1–5 Hz) TENS (White et al, 2001).The mechanism of action of TENS is thought to involve both spinal (gate-control theory) and supraspinal theories (release of endogenous opioid like substances). High-frequency and low-intensity TENS is thought to control pain through ‘Melzack and Wall’s theory of spinal gating’ (Erdogan et al, 2005). According to this theory activation of large myelinated afferent nerve
Wednesday, August 28, 2019
Diversity in the workplace in Singapore. 'Surface-level diversity' and Essay
Diversity in the workplace in Singapore. 'Surface-level diversity' and 'Deep-level diversity' - Essay Example Diversity is used as an umbrella term to represent the dissimilarity of the individuals that make a team on the basis of their individualistic characteristics (Jackson, 1992). Surface-level diversity has been referred to as visible (Pelled, 1996) and demographic (Williams and O’Reilly, 1998) and is conventionally understood as inclusive of such variables as gender, ethnic origin and age (Harrison et al., 2002; Lawrence, 1997; Tsui et al., 1995). Denying demographic attributes is cumbersome, though people may find several ways to categorize themselves. Deep-level diversity, on the other hand, reflects a disparity of characteristics that are not apparently noticeable. Such characteristics include but are not limited to viewpoint, ideology, extremism and connectedness. Managers need to have a fair understanding of both in order to deal with the frequently arising problems in the contemporary workplace. With the rapid expansion of economies over the last twenty years, diversity and inclusion have become factors of extreme significance in many Asian countries including Philippines, Hong Kong and Singapore. Increased workforce diversity in these countries can fundamentally be attributed to the fact that more women enjoy management positions in organizations in these countries as compared to the trend in US or Europe. According to 20-First (n.d.), Singapore’s share of women senior managers is the maximum among all Asian nations. In their research, Dimovski, Skerlavaj, and Man (2010) examined if growth of women managers in the organizations of Singapore are restrained by a glass ceiling. The term â€Å"glass ceiling†is a â€Å"well enshrined phenomenon supported by conclusive evidence†(Simpson and Atlman, 2003). Dimovski, Skerlavaj, and Man (2010) studied the perceptions of female mid-level managers in Singapore regarding whether or not they have to deal with a gl ass ceiling in the workplace with respect to corporate climate, corporate culture and the general practices. Dimovski, Skerlavaj, and Man (2010) concluded that the promotion of female managers in the Singapore organizations is inhibited. Female mid-level managers expressed lack of development opportunities including initiatives that are family-friendly, mentoring and networking. 32.5 per cent of the respondents said they had encountered the invisible women syndrome in the workplace and 37.5 per cent women managers said that the judgment of their work performance was unfair. 35 per cent respondents of these respondents said that the organization in which they worked valued diversity and had a corporate climate. Women expressed dissatisfaction for the organizational practices and culture in place and rendered them generally unsupportive for them. Despite this, when so many women express dissatisfaction towards the work environment, it means much needs to be done in order to address th e concerns of surface-level diversity and deep-level diversity. A lot of women managers in Singapore are still caught in the issues of sexual harassment and intellectual underestimation. Surface-level diversity is visualized as a potential threat by many local workers of Singapore because of the managers’ biased behavior in favor of the foreign workers in general and the Chinese workers in particular. Singapore has
Tuesday, August 27, 2019
Optimal physical and mental health Assignment Example | Topics and Well Written Essays - 1000 words
Optimal physical and mental health - Assignment Example from the Centers for Disease Control and Prevention (CDC) shows that approximately 78.6 million of adults in the United States are obese that is 34.9%. Obesity in the United States became an epidemic and the second cause of preventable death. Also, medical treatment of obesity is highly expensive. For example, medical expenditures for obesity were 11.1 billion of dollars in 2009. Appropriate preventable and controlling actions of public medical health care systems may help to decrease the rate of obese people, save hundreds of dollars and increase overall life expectancy.(Ã ¡DC,2014) Formation of the appropriate community environment that promotes and maintains healthy food and beverage intake. Increase the availability of the healthy food that meet the requirements of communities; decrease the level of sugary beverage consumption, making clean and potable water available in different public places. The Nutrition, Physical Activity and Obesity Program (NPAO) is an example of state and local program that focuses on implementation of healthy nutrition and physical activity among Americans that helps to prevent obesity and other related chronic diseases. NPAO is a cooperative agreement between the Centers for Disease Control and Prevention (CDC) Division of Nutrition, Physical Activity and Obesity Program (DNPAO) and 25 health departments. The main purpose of the DNPAO function is maintenance of the healthy way of life that involve healthy eating, regular physical activity and reduction of increased obesity rate in the United States. DNPAO performs their main goals through development healthy child care centers, hospitals, schools and worksites; conduction of different investigations related to the obesity or other chronic diseases. DNPAO`s three main goals include: improvement of the dietary quality to decrease the rate of chronic illness and control healthy child development; in crease physical activity for people of all ages; reduce the rate of obesity through
Monday, August 26, 2019
Effect of Television on language development Essay
Effect of Television on language development - Essay Example Modern life is a haven of myriad issues that subject humanity to series of arguments and researches that seek to demystify and define these complex occurrences. Television, though relatively old, is a device that totally revolutionized the social lives of humanity. It brought into focus several issues of concern and continues to elicit heated debates regarding its effects on various aspects of human development and social life. Indeed, it must be emphasized that any technological invention must have its special repercussions on a particular sector of human life. Children today make up much of the population that spends much time in front of the television sets. Perhaps this occurs due to the ample time that children will usually have contrary to their parents and other adults. In that manner, several researches have been conducted with an aim of establishing the influences of television on children and establishing whether these effects are positive or detrimental. One particular iss ue regards the influence of television on children’s language development and the ascertainment of the myriad hypothesis that abound regarding this heated topic. It must be remembered that this concern actually arose out of the noticeable differences that were established after several years of observation that necessitated the commencement of this search of facts. Television programs are very many today with particular programs specifically meant for children through adults. For children, such programs mostly include comedies and other comical scenes that are meant for a child’s enjoyment. In most cases, these programs inhibit language development since the language used is never proper. In several cases, children organizations have raised concerns on the type of language used in some of these situations. The ability of a child to internalize basic concepts like language is normally very high in the early stages of development. As such, a television program that uses improper English may impart a lifelong discrepancy in a child. It is therefore appropriate that the concerned parties be very vigilant in their effort to ensure effective language use in television programs meant for children. In adults, this is never an issue, since most adults watch mostly news and documentaries, which are normally addressed in good languages. In most developed countries, it is established that by the time most children join high school, they shall have spent 15000 hours watching television. Well, that demands serious attention. The effect of such addiction emerges considering that in most of these countries; family planning has reduced most families to have two children. It then implies that a child will spent almost half of their pre-high school waking hours completely alone or with a brother or sister watching television. Indeed, the actual speaking of the language mostly enhances the development of proper language in children. The failure to frequently practic e the language will mean that a child will limit their ability of learning a language and will therefore be impaired in a way. Without doubt, television influences the mental occurrences of children as they simply sit and watch without stimulating their minds and subjecting themselves to reasoning that enhances their aptitude. The several arguments regarding the effects of television on language development majorly revolve around the lack of social interaction in children because of being too much glued to the sets. However, the role of parents in children development is an important aspect that needs much analysis. Several cases abound where parents also become addicted to watching television and thereby spent several hours alongside their children glued to their sets. In such a case,
Sunday, August 25, 2019
'How does interprofessional working impact on professional Essay
'How does interprofessional working impact on professional responsibility and accountability in the clinical setting' - Essay Example e we don’t work alone in the clinical setting, we interact and work together with other professionals who exert influence to each other’s own accountabilities and responsibilities. This paper will discuss the impact of inter-professional working on professional responsibility and accountability in the clinical setting with reference to my own clinical experience. It will address the importance of maintaining a healthy inter-professional working environment to promote a collaborative approach to safe and effective healthcare delivery. This paper will explore how professionals work together in promoting quality care delivery, the value systems in the scope of practice. In almost any healthcare setting, two or more professionals (of different professions) work together in the clinical setting. The nurse depends on the doctor in prescription of medications; the doctor needs the nurses’ help in carrying out his orders, and the nurse needs other professionals to lessen her load. Inter-professional collaboration is inevitable as we depend with each other in performing our own duties for better patient outcomes. Preparation for inter-professionalism begins at student years (Morison, Johnston and Stevenson, 2010). In the clinical setting, we professionals are not independent with each other. How we work with other healthcare team members influences our own professional accountabilities and responsibilities, like how the nurse’s accountability intertwines the unlicensed assistive personnel’s (UAP) accountability when the task is delegated by her to him. Our own accountabilities and responsibilities are dependent to each other as well while working as a team. Inter-professional work impacts our professional accountabilities and responsibilities, which can either, be positive or negative influence to ours. An example of a positive influence is my experience in transferring a patient from the chair to the bed. The nurse asked for my help in assisting the patient
Saturday, August 24, 2019
Macro assignment Example | Topics and Well Written Essays - 750 words - 1
Macro - Assignment Example This is because as the country experienced inflation, the central bank raised interest rates to reduce inflation. High-interest rates reduce consumer spending, thus lowering the AD. Low AD will consequently reduce inflation; however, there is fewer consumers spending which means the real GDP is low. Firms are, therefore, not willing to hire more employees and thus, high rates of unemployment despite the low inflation. President Obamas response to the 2008 recession was the right decision. His government offered stimulus to the falling economy and resuscitate the crumbling housing industry. His policy led to a slow but sure recovery of the economy. Job losses in one industry affect incomes in other industries. For instance, job loss in construction industries means that the population’s income reduces. Therefore, the ability and willingness to buy things like clothes and leisure travels declines, thus affecting the clothing and travel industry. China launched a fiscal stimulus in 2008 so as to boost domestic demand and avoid the booming global recession. Without the stimulus, China would have recorded a growth of between 5 and 6% as opposed to 8-9% growth recorded. Revolutionary war was financed through the deficit debt. Whether the cost of deficit spending is passed on to the future generation is debatable. Economists argue that it is usually borne at the time of debt-financed activity; however, the benefits may persist even to the future generation. Others argue that if deficit spending is spent on consumption goods, the cost is transferable to the future generation Future generation may benefit from deficit spending in different ways. For example, deficit spending could raise economic growth in the future, finance projects such as infrastructure or be used to educate the future generation. Keeping a fraction of money in reserve should not make bankers uncomfortable.
Friday, August 23, 2019
Case memo Essay Example | Topics and Well Written Essays - 1500 words
Case memo - Essay Example To evaluate the suitability of the new idea, White Appliances limited needs to consider the SWOT analysis for this case objectively. A SWOT analysis will be a useful technique that the company can use to determine its strengths, weaknesses, opportunities, and threats before considering the new venture. The technique will enable White Appliances to determine or identify a sustainable niche in the competitive global market. Using the SWOT analysis the company will be able to determine strategies that will make it stand out from its competitors. As a manager of the White Appliances limited, the company has adequate strength to penetrate and establish itself in the new Indian market. The company’s strengths are determined by what the company can do better than its competitor and factors that enable the company to stand out from its competitors. To begin with, White Appliances produces its microwaves from both its Asian and American manufacturing lines. The company markets its microwaves mainly in the American and European markets. Having two manufacturing locations for microwaves will enable the company to penetrate and sustain the Indian market. The company also needs to sustain its old markets while it searches for a new markets, the company can therefore decide to use its Asian production units to concentrate on the new market while the American production unit concentrates on the existing markets. White Appliances has marketed its products successfully in major European and American markets. This implies that the company has a good and reliable market that it can turn to incase the new venture prove to be unpromising. Being able to control the European and American markets has also enabled the company to acquire adequate profits that can be applied in any expansion measure undertaken by the company. The ability to control the American
Thursday, August 22, 2019
The impact of feminism on sociology Essay Example | Topics and Well Written Essays - 1500 words
The impact of feminism on sociology - Essay Example The moment the law of lift Is violated we see the immediate effects This is a philosophical position. It seeks equality as it relates to political, legal and economic matters (Blumberg, R. 2001,). There are many more aspects but the main thrust is to achieve equality with the male counterpart. Unemployment has been a factor of society over many years. In the past governments somewhat accepted this. In this way welfare recipients were simply entitled to benefits. Since the 1970s there has been a shift in this approach. People were no longer entitled to the benefits. The shift meant that one had to qualify for the benefits. Qualifying had to do with a market economy component. This meant the introduction of the welfare to work principle (Breitkreuz, R. 2005, June)... Those people on welfare were now structured units to enter the job market. This gave focus to the real societal issues. In most societies, those on welfare women out number the men. A further reality is that most these women are mothers. Feminist studies show that employability has at least two direct challenges. First there is the need to deal with the woman’s emotional need. This need is directly related to the family commitment. In many cases the woman is referred to as the lone mother. This lone mother may be making an income. The reality is that the income is informal. In addition the income is small. The lone mother is now trapped in to maintaining this income stream. This can be seen as a coping mechanism. The second issue is the need for education. In most cases there is a skill deficiency. In other words the lone mother has a work skill. The problem is that the work skill is not in demand by the regular business economy. The two issues must be addressed together. This realization helps the society in general. The fact can be seen if we look log term as opposed to the immediate issue at hand. Helping the lone mother in the welfare to work
Divorce Bill Essay Example for Free
Divorce Bill Essay Underpinning this proposal is a commitment to the policy of the State to protect and strengthen marriage and the family as basic social institutions, to value the dignity of every human person, to guarantee full respect for human rights, and to ensure the fundamental equality before the law of women and men. In the Filipino culture, marriage is regarded as a sacred union, and the family founded on marriage is considered as a fount of love, protection and care. Philippine society generally frowns upon and discourages marital break-ups and so provides cultural and legal safeguards to perserve marital relations. Cultural prescriptions and religious norms keep many couples together despite the breakdown of the marriage. But the cultural prescriptions for women and men differ. Women are traditionally regarded as primarily responsible for making the marriage work and are expected to sacrifice everything to preserve the marriage and the solidarity of the family. While absolute fidelity is demanded of wives, men are granted sexual license to have affairs outside marriage. Yet when the marriage fails, the woman is blamed for its failure. Reality tells us that there are many failed, unhappy marriages across all Filipino classes. Many couples especially from the marginalized sectors, who have no access to the courts, simply end up separating without the benefit of legal processes. The sheer number of petitions that have been filed since 1988 for the declaration of the nullity of the marriage under Article 36 of the Family Code (commonly known as annulment) shows that there are just too many couples who are desperate to get out of failed marriages. Even when couples start out well in their marriage, political, economical and social realities take their toll on their relationship. Some are not prepared to handle the intricacies of the married life. For a large number of women, the inequalities and violence in marriage negate its ideals as the embodiment of love, care and safety and erode the bases upon which a marriage is founded. The marital relations facilitate the commission of violence and perpetuate their oppression. Official figures in 2009 showed that nineteen women were victims of marital violence everyday. Among the different forms of violence and abuse against women committed in 2009, wife battery ranked highest at 6,783 or 72% according to the Philippine National Police (PNP). The Department of Social Welfare and Development (DSWD) likewise recorded marital violence as highest among different forms of violence against owmen at 1,933. Previous reports of the PNP about three of ten perpetrators of violence against women were husbands of the victims. Husbands accounted for 28 percent of the violence against women crimes. Given these realities, couples must have the option to avail of remedies that will pave the way for the attainment of their full human development and self-fulfillment and the protection of their human rights. Existing laws are not enough to guarantee and protect these rights. To quote the Womens Legal Bureau, Inc. , a legal resource NGO for women: The present laws relating to separation of couples and termination of marriage are inadequate to respond to the myriad causes of failed marriages. Particularly, the remedies of declaration of nullity and annulment do not cover the problems that occur during the existence of marriage. Legal separation, on the other hand, while covering problems during marriage, does not put an end to marriage. Though both divorce and a declaration of nullity of a marriage allow the spouses to remarry, the two remedies differ in concept and basis. A declaration of nullity presupposes that the marriage is valid from the beginning and the court declares its non-existence Beyond [the] grounds specified [in the law], declaration of nullity is not possible. In annulment, the marriage of the parties is declared defective from the beginning, albeit it is considered valid until annulled. The defect can be used to nullify the marriage within a specified period but the same may be ignored and the marriage becomes perfectly valid after the lapse of that period, or the defect may be cured through some act. The defect relates to the time of the celebration of the marriage and has nothing to do with circumstances occurring after the marriage is celebrated. In annulment, the marriage is legally cancelled, and the man and woman are restored to their single status. Since August 3, 1988, couples have been given a way out of failed marriages through Article 36 of the Family Code The remedy provides under Article 36 is declaration of nullity of the marriage. The article voids a marriage where one party is psychologically incapacitated to comply with the essentials of marital obligations. Consistent with the concept of void marriages (where the remedy is declaration of nullity), the law requires that the incapacity must have existed at the time of the celebration of the marriage In practice, Article 36 has become a form of divorce, as valid marriages are declared void every day in the guise of psychological incapacity. The innumerable Article 36 cases brought to trial courts is an indication of the elasticity of Article 36 to accommodate the needs of many couples desiring to terminate their marriages. It is proof that divorce is needed in the Philippines. Article 36 provides a remedy only for spouses who can prove psychological incapacity. The concept certainly cannot accommodate all cases where divorce would be necessary. What we need is a divorce law that defines clearly and unequivocally the grounds and terms for terminating a marriage . That law will put an end to the creative efforts played daily in courtrooms across the country to accommodate a wide range of cases in order to prove psychological incapacity. (Womens Legal Bureau, Inc. , The Relevance of Divorce in the Philippines, 1998) Thus, the bill seeks to introduce divorce as another option for couples in failed and irreparable marriages. The bill was crafted in consultation with women lawyers and inspired by the studies and inputs of various womens groups and the experiences of spouses gathered by GABRIELA from its various chapters nationwide. The bill seeks to introduce divorce in Philippine law with a strong sense of confidence that it will be used responsibly by Filipino couples. This confidence stems from the experiences of Filipino families that show that separation is usually the last resort of many Filipino couples whose marriage has failed. Cases of battered women also support this. Battered women invariably seek separation only after many years of tring to make the marriage work. Separation only becomes imperative for them when they realize that it is necessary for their and their childrens survival. Divorce could actually provide protection to battered women and their children from further violence and abuse. With the predominance of the Catholic faith in the Philippines, the fear that divorce will erode personal values on marriage appears unfounded. The experience of Italy, where the Vatican is located, and Spain, two predominantly Catholic countries which practice divorce, supports this. Those countries have a low rate of divorce. Italy registers a 7% rate while Spain registers 15%. The figures reflect the strong influence of religious beliefs and culture on individuals in deciding to terminate marital relations. Historically, divorce had been part of our legal system. In the beginning of the 16th century, before the Spanish colonial rule, absolute divorce was widely practiced among ancestral tribes such as the Tagbanwas of Palawan, the Gadangs of Nueva Vizcaya, the Sagadans and Igorots of the Cordilleras, and the Manobos, Blaans and Moslems of the Visayas and Mindanao islands. Divorce was also available during the American period, starting from 1917 (under Act No. 710 enacted by the Philippine Legislature), and during the Japanese occupation (under Executive Order No. 141) and after, until 1950. It was only on August 30, 1950, when the New Civil Code took effect, that divorce was disallowed under Philippine law. Only legal separation was available. The same rule was adopted by the Family Code of 1988, which replaced the provisions of the New Civil Code on marriage and the family, although the Family Code introduced the concept of psychological incapacity as a basis for declaring the marriage void. In recognition of the history of divorce in the Philippines, the farmers of the 1987 Philippine Constitution left the wisdom of legalizing divorce to the Congress. Thus, the 1987 Constitution does not prohibit the legalization of divorce. This bill is respectful of and sensitive to differing religious beliefs in the Philippines. It recognizes that the plurality of religious beliefs and cultural sensibilities in the Philippines demand that different remedies for failed marriages should be made available. For this reason, the bill retains the existing remedies of legal separation, declaring of nullity of the marriage and annulment and only adds divorce as one more remedy. Couples may choose from these remedies depending on their situation, religious beliefs, cultural sensibilities, needs and emotional state. While divorce under this proposed measure severs the bonds of marriage, divorce as a remedy need not be fo the purpose of re-marriage; it may be resorted to by individuals to achieve peace of mind and facilitate their pursuit of full human development. This bill also seeks to make Philippine law consistent in the way it treats religious beliefs with respect to termination of marriage. Philippine law through the Code of Muslim Personal Laws of the Philippines (Presidential Decree No. 1083 [1977]) allows divorce among Filipino Muslims, in deference to the Islamic faith which recognizes divorce. Non-Muslim Filipinos should have the same option under Philippine law, in accordance with their religious beliefs. The bill proposes five grounds for divorce. All the five grounds are premised on the irreparable breakdown of the marriage and the total non-performance of marital obligations. Thus, the bill provides that a petition for divorce may be filed when the petitioner has been separated de facto (in fact) from his or her spouse for at least five years at the time of the filing of the petition and reconciliation is highly improbable, or when the petitioner has been legally separated from his or her spouse for at least two years at the time of the filing of the petition and reconciliation is highly improbable. Not all circumstances and situations that cause the total breakdown of a marriage could be defined in this proposed measure. Thus, the bill also provides that divorce may be granted when the spouses suffer from irreconcilable differences that have caused the irreparable breakdown of the marriage. Spouses living in a state of irreparable marital conflict or discord should be given the opportunity to present their marital contrarieties in court and have those differences adjudged as constituting a substantial ground to put an end to the marriage. Another ground for divorce included in the bill is when one or both spouses are psychologically incapacitated to comply with the essential marital obligations. This provision will consequently repeal Article 36 of the Family Code. The bill seeks to include psychological incapacity in the grounds for divorce in the belief that the concept is consistent with the termination of marital ties rather than with a void marriage. This bill seeks to eliminate condonation of the act and consent to the act as grounds for denying a petition for legal separation and, by extension, a petition for divorce. Many spouses especially women ignore the offense because of the social and economic conditions they are in. Many women in the marginalized sectors tend to condone the offense because they are economically dependent on their spouses or because of the stigma attached to failed marriages. Some women who are perceived to be condoning the acts of their husbands actually suffer from the cycle of spousal abuse such that they have become so disempowered to address their situation.
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