Relationship Between Child Development And Early Child Care

Abstract Over the past several years, researches have study the relationship between child development, early child care, and the importance of early children’s experiences. Although researchers have found that most children in day care don’t suffer from the experience, recent research suggest that child care hours is related with externalized behaviors. Child care has demonstrated to be a predictor in a child’s academic success later in life. High quality child care predicts higher vocabulary scores and advanced cognitive outcomes, but also exposure to child care centers reported externalizing problems such a behavioral problems and conflicts. However, another research indicates that children exposed to non-maternal child care become identical from their peers with little or no history of non-maternal care from a social-emotional perspective. In addition, a research shows that low quality care is related to poor performance; however, the amount of time children spend i n non-maternal care outside the home does not appear to be related to child development. Even though child care does not appear to be related with child development, researchers discuss the potential positive and negative long term effects in their behavior later in life in the following areas: academically, emotionally, and socially. Long Term Effects of Child Care The 20th century marks a period in which families increasingly relied on child care as more mothers of children work outside the home.Show MoreRelatedDiscuss the importance of partnerships in a child care setting and how these might be developed and maintained for the benefit of the children.1082 Words   |  5 PagesCourse Title: Early Years Foundation Level 4 Assignment Number: Assignment 5 - Discuss the importance of partnerships in a child care setting and how these might be developed and maintained for the benefit of the children. Word Count: A practitioners job is not only to ensure the safety of the children and to plan structured day to day activities but also to ensure that various partnerships and created within the child care setting. Professional relationships are absolutelyRead MoreInfant Attachment Essay1434 Words   |  6 PagesIntroduction Infant attachment is the first relationship a child experiences and is crucial to the child’s survival (BOOK). A mother’s response to her child will yield either a secure bond or insecurity with the infant. Parents who respond â€Å"more sensitively and responsively to the child’s distress† establish a secure bond faster than â€Å"parents of insecure children†. (Attachment and Emotion, page 475) The quality of the attachment has â€Å"profound implications for the child’s feelings of security andRead MoreThe National Association For The Education Of Young Children856 Words   |  4 Pagesattention to early education primarily results from impressive research demonstrating its effectiveness in improving outcomes for children†. Throughout this research, the organization â€Å"National Association for the Education of Young Children (NAEYC)†, has established a set of standards for early childhood educational programs (Bredekam p, 2014, p. 5). These standards were created specifically to help families determine which preschool, kindergarten or child care program would be best for their child (â€Å"TheRead MoreThe Support Influence On Development Of Insufficient Parental Care1733 Words   |  7 Pages History and Development It was in 1951 that John Bowlby began to write about the opposing influence on development of insufficient parental care and called attention to the acute distress of young children separated from their primary caregivers. (Barth, 2005) The quality of early attachment relationships is correlated with future personality and brain development. â€Å"The Attachment Theory is a foundation theory, developed by Bowlby. It focusses on the form, quality, and strengths of human attachmentsRead MoreAttachment Theory on Socio-Emtionals Development of Children1435 Words   |  6 Pagesthe concept has developed to become one of the most significant theoretical schemes for understanding the socio-emotional development of children at an early stage. In addition, the theory is also developing into one of the most prominent models that guide parent-child relationships. Some of the key areas in these relationships that are guided by attachment theory include child welfare, parenting programs, day care, head start programs, schools, and hospitals. Furthermore, attachment theory playsRead MoreWhat Are The Goals Of Early Head Start?1712 Words   |  7 Pagesnfant to Age Five Child Care What are the goals of Early Head Start? The goals or priorities of this is to provide safe and developmentally enriching caregiving. To support parent, mother and father, in the role as primary caregivers. The teaching of the children, and family in meeting personal goals. Being able to successfully achieve self sufficiency across a wide variety of domains. Communities being mobilized to provide proper resources and environment that is necessary. But also, to ensureRead MoreEarly Intervention For Children Of School Age886 Words   |  4 PagesIntroduction Early intervention applies to and is used for children of school age or younger ages 0-6 years old who are exposed to have or be at risk of developing a disability or other special need that may affect their overall development which causes them to be delayed. Early intervention is used to improve the overall development of infants and toddlers with disabilities, help reduce potential developmental delays (Goode, 2011). Early intervention comprises in providing services for childrenRead MoreKey Factors of Early Language Development and Learning 1496 Words   |  6 Pageskind of relationship developed between a parent and a child is of great influence and may benefit the child’s cognitive and behavioral development. The kind of parent-child rapport obtained can also hinder these developments if the relationship fails to fulfill the common day-to-day necessities of a child while he or she goes through developmental changes. After much deliberation, reading and research it is to no surprise that the kind of relationship established between a parent and a child servesRead MoreThe Formation Of Secure Attachments With The Primary Caregiver1616 Words   |  7 Pagesinfant was completely reliant on the caregiver to care and provide for them (as cited in Psychology, Martin, Carlson Buskist). Those children with sensitive caregivers would grow up to be more confident and developed in all aspects of life, for example forming relationships in later life. Those with unresponsive caregivers would see the world as unpredictable and unreliable. Nelson (1996) claimed that the bond between the primary caregiver and child is extremely important in how an infant sees theRead MoreRationale Statement : The Development And Implementation Of The Curriculum1639 Words   |  7 PagesRationale Statement: â€Å"Relationships are the foundation of the development and implementation of the curriculum for the infants and toddlers. Responsive caregiving and use of individual caregiving routines(for example, nappy changing, meals, sleep) provide the frame for curriculum implementation. Parents should be involved to take appropriate decision about the children’s learning and development†. Introduction: Over the past few years, research in neuroscience and developmental psychology has create

Outline Of A Thesis Proposal - 4676 Words

Thesis/dissertation proposal 1-Introduction For all the industrial process for producing and manufacturing new products and especially in the construction industry, there is a lot of factors control in the quality of the products and one of the most important factors that reduce the quality of the products is the quality opportunism, quality has become a very popular subject in recent years due to conceptual changes in the industry, the definition of quality in the past as â€Å"compliance to standards† is now found to be inadequate and replaced with the current definition as â€Å"customer satisfaction† (Abdel-Razek, et al., 2001). The approach to quality has evolved from control (QC) to management (QM) through assurance (QA) and reached†¦show more content†¦However competition can raise transaction costs (such as quality opportunism) if quality is difficult to measure or monitor (Heide, 1994; Buvik etal., 2001), that is for example the case when public authority buys experience goods/services such as health service, defense contracts, or transport services, for those public goods, it has been noticed the difficulty for authority to verify ex-post accurately that the contractor has fulfilled the contracted quality, relational buying mechanisms may be effective to cope with such opportunism (Buvik etal., 2000; Laing et al., 2004), as such mechanisms are forbidden in public buying by the regulation. Some authors such as Laffont Tirole (1993) claimed that the design of

Person Centered Care Free Essays

If you would like to contribute to the art and science section contact: Gwen Clarke, art and science editor, Nursing Standard, The Heights, 59-65 Lowlands Road, Harrow-on-the-Hill, Middlesex HA1 3AW. email: gwen. clarke@rcnpublishing. We will write a custom essay sample on Person Centered Care or any similar topic only for you Order Now co. uk Person-centred care: Principle of Nursing Practice D Manley K et al (2011) Person-centred care: Principle of Nursing Practice D. Nursing Standard. 25, 31, 35-37. Date of acceptance: February 7 2011. Summary This is the fifth article in a nine-part series describing the Principles of Nursing Practice developed by the Royal College of Nursing (RCN) in collaboration with patient and service organisations, the Department of Health, the Nursing and Midwifery Council, nurses and other healthcare professionals. This article discusses Principle D, the provision of person-centred care. Authors Kim Manley, at the time of writing, lead, Quality, Standards and Innovation Unit, Learning Development Institute, RCN, London; Val Hills, learning and development adviser, RCN, Yorkshire and the Humber; and Sheila Marriot, regional director, RCN, East Midlands. Email: kim. manley@Canterbury. ac. uk Keywords Nurse-patient relations, person-centred care, Principles of Nursing Practice These keywords are based on subject headings from the British Nursing Index. For author and research article guidelines visit the Nursing Standard home page at www. nursing-standard. co. uk. For related articles visit our online archive and search using the keywords. THE FOURTH Principle of Nursing Practice, Principle D, reads: ‘Nurses and nursing staff provide and promote care that puts people at the centre, involves patients, service users, their families and their carers in decisions, and helps them make informed choices about their treatment and care. ’ The provision of care that is experienced as right by the person receiving it is at the core of nursing practice. Principle D sets out to endorse and expand on this point, which is often summarised as providing person-centred care – a philosophy that centres care on the person and not only their healthcare needs. The King’s Fund uses the term NURSING STANDARD ‘the person in the patient’ to convey the same point (Goodrich and Cornwall 2008). There is a consensus that person-centred care equates with quality care (Innes et al 2006, Royal College of Nursing (RCN) 2009), although the service users involved in developing the Principles indicated that they wanted to receive person-centred, and safe and effective care. Such inter-related care is based on best evidence, which is blended with the needs of the individual within specific contexts. Healthcare teams, healthcare provider organisations and governments often articulate an intention to deliver person-centred care. However, achieving it is often challenging and difficult to sustain. Achieving person-centred care consistently requires specific knowledge, skills and ways of working, a shared philosophy that is practised by the nursing team, an effective workplace culture and organisational support. While all members of the nursing team endeavour to provide person-centred care, some nurses have more transient contacts with patients and those important to them. Examples include staff working in operating departments, general practice or outpatients. The challenges in these situations include skill in developing rapid rapport and ensuring that communication systems respect the essence of the person and protect his or her safety in a way that maintains person-centred values and continuity of care. Person-centred care can be recognised by an active observer or the person experiencing care. The following might be experienced or observed: 4 A focus on getting to know the patient as a person, his or her values, beliefs and aspirations, health and social care needs and preferences. Enabling the patient to make decisions based on informed choices about what options and april 6 :: vol 25 no 31 :: 2011 35 art science principles series: 5 assistance are available, therefore promoting his or her independence and autonomy. 4 Shared decision making between patients and healthcare teams, rather than control being exerted over the patient. Enabling choice of specific care and services to meet the patient’s health and social care needs and preferences. 4 Providing information that is tailored to each person to assist him or her in making decisions based on the best evidence available. Assisting patients to interpret technical information, evidence and complex concepts and helping them to understand their options and consequences of this, while accessing support from other health and social care experts. 4 Supporting the person to assert his or her choices. If the individual is unable to do this for him or herself, then the nursing team or an appointed formal advocate would present and pursue the person’s stated wishes. 4 Ongoing evaluation to ascertain that care and services continue to be appropriate for each person. This involves encouraging, listening to and acting on feedback from patients and service users. Other attributes of the nursing team include being professionally competent and committed to work, and demonstrating clear values and beliefs (McCormack and McCance 2010). In addition, nurses should be able to use different processes in the development of person-centred care: working with patients’ values and beliefs, engaging patients and me ntal health service users, having a sympathetic presence, sharing decision making and accommodating patients’ physical needs (McCormack and McCance 2010). People from minority ethnic groups often experience barriers to person-centred care. There is a need to understand the way in which different minority groups within local populations access information and how different cultural understandings, languages and communication styles influence perceptions of personalised care (Innes et al 2006). A shared philosophy For person-centred care to achieve its full potential, the approach needs to be practised by the entire nursing team. This requires a shared philosophy and ways of working that prioritise person-centred behaviour, not only with patients and those that are important to them, but also within the team. The wellbeing of staff and the way in which they are supported also needs to be person-centred as staff wellbeing positively affects the care environment for staff and patients. For a shared philosophy to be realised in practice, person-centred systems and an effective workplace culture need to be in place (Manley et al 2007, McCormack et al 2008). Such systems focus not only on structures and processes, but also on the behaviours necessary to provide person-centred care. An effective workplace culture has a common vision through which values are implemented in practice and experienced by patients, service users and staff. This culture demonstrates adaptability and responsiveness in service provision, is driven by the needs of users and has systems that sustain person-centred values. Clinical leadership is pivotal in promoting effective cultures. This is achieved through modelling person-centred values, developing and implementing systems that sustain these values, encouraging behavioural patterns that support giving and receiving feedback, implementing learning from systematic evaluations of person-centred care and involving patients in decision making (Manley et al 2007). To determine whether person-centred care is being delivered or how it can be improved, workplaces need to use measures or methods that enable systematic evaluation to take place. These should be embedded within patients’ electronic NURSING STANDARD Knowledge, skills and ways of working Each member of the nursing team is expected to provide person-centred care, although the required knowledge, skills and competences may come from the wider nursing and healthcare team. Principle A, through its focus on dignity, respect, compassion and human rights, is the essential basis for providing person-centred care (Jackson and Irwin 2011). However, other qualities, such as the ability to develop good relationships are required: ‘The relationship between the service user and front line worker is pivotal to the experience of good quality/person-centred care/ support’ (Innes et al 2006). Developing good relationships with patients and colleagues requires team members to be self-aware and have well-developed communication and interpersonal skills. These skills enable the nursing team to get to know the person as an individual and enable other interdisciplinary team members to recognise these insights through effective documentation and working relationships. Getting to know the patient is a requirement for nursing expertise, but is also dependent on the way that care is organised (Hardy et al 2009). 36 april 6 :: vol 25 no 31 :: 2011 records to reduce the burden of data collection and analysis. The Person-centred Nursing Framework (McCormack and McCance 2010) identifies a number of outcomes that may inform these measures, including satisfaction with care, involvement in care, feeling of wellbeing and creating a therapeutic environment. The RCN (2011) recognises that different measures may already be in place to support evaluation of person-centred care. It is encouraging teams and organisations to submit their measures to the RCN for endorsement. The measures should meet certain criteria, for example they should be evidence-based, take into account stakeholder and other perspectives, and be practicable. Endorsed measures can be shared with others through the RCN website. Organisational support Innes et al (2006) made the point that organisations have an important role to play in enabling person-centred care through the promotion of user-led services. This can be achieved through overcoming bureaucratic structures such as increased management and budget-led services. It is important that management provides support to the front line nursing team in its day-to-day work and recognises the importance of nurse-patient relationships to this endeavour. This support may be, for example, through initiatives that release time to care through lean methodology (a quality improvement approach that focuses on making processes more efficient and reducing waste) (Wilson 2010), and practice development methodologies associated with person-centred cultures (McCormack et al 2008). access clinic; service-users are seen weekly for a brief intervention (10-15 minutes). Service-users appreciate this alternative to the usual one-hour appointment every two weeks and find the approach less threatening. The clinic is run by a nurse prescriber who is able to titrate medication against need or therapeutic benefit while delivering high quality psychosocial interventions in a brief intervention format. The clinic is supported by a service user representative. This representative gives confidence to service-users who may be lacking belief in their ability to achieve lifelong abstinence and provides service users with an introduction to other community based self-help support networks. After service users have engaged with the service through the quick access clinic, they progress to an appropriate level of key working intervention to meet their more complex needs. This initiative illustrates a number of elements of Principle D, including the use of a formal advocate service, drawing on a service representative, who supports the patient in his or her choices as well as helping him or her to assert his or her wishes. The approach provides a flexible service whereby clinical interventions are provided by a nurse practitioner, and complex needs are assessed quickly. The service user and the nursing team work in partnership to decide when the patient is ready to embark on the next level of interventions required to meet the patient’s complex needs. Conclusion Principle D emphasises the centrality of the patient to his or her care. It requires skill from each member of the nursing team. The potential contribution of each member to person-centred care will be enhanced if everyone in the team is using the same approach. Such an approach requires a workplace culture where person-centred values are realised, reviewed and reflected on in relation to the experiences of both patients and staff NS Case study A good example of patient-centred care is illustrated by an initiative from a specialist drug and alcohol service at Avon and Wiltshire Mental Health Partnership NHS Trust. The nursing team treats drug users for an initial 12 weeks in a quick References Goodrich J, Cornwall J (2008) Seeing The Person in The Patient: The Point of Care Review Paper. The King’s Fund, London. Hardy S, Titchen A, McCormack B, Manley K (Eds) (2009) Revealing Nursing Expertise Through Practitioner Inquiry. Wiley-Blackwell, Oxford. Innes A, Macpherson S, McCabe L (2006) Promoting Person-centred Care at the Front Line. Joseph Rowntree Foundation, York. Jackson A, Irwin W (2011) Dignity, humanity and equality: Principles of Nursing Practice A. Nursing Standard. 25, 28, 35-37. Manley K, Sanders K, Cardiff S, Davren M, Garbarino L (2007) Effective workplace culture: a concept analysis. Royal College of Nursing Workplace Resources for Practice Development. RCN, London, 6-10. McCormack B, Manley K, Walsh K (2008) Person-centred systems and processes. In Manley K, McCormack B, Wilson V (Eds) International Practice Development in Nursing and Healthcare. Wiley-Blackwell, Oxford, 17-41. McCormack B, McCance T (2010) Person-centred Nursing: Theory and Practice. Wiley-Blackwell, Oxford. Royal College of Nursing (2009) Measuring for Quality in Health and Social Care: An RCN Position Statement. http://tinyurl. com/ 6c6s3gd (Last accessed: March 16 2011. ) Royal College of Nursing (2011) Principles of Nursing Practice: Principles and Measures Consultation. Summary Report for Nurse Leaders. http://tinyurl. com/5wdsr56 (Last accessed: March 16 2011. ) Wilson G (2010) Implementation of Releasing Time to Care: the Productive Ward. Journal of Nursing Management. 17, 5, 647-654. NURSING STANDARD april 6 :: vol 25 no 31 :: 2011 37 How to cite Person Centered Care, Papers

The Life Cycle of Resistance to Change free essay sample

The Life Cycle of Resistance to Change What is change? After doing some research I came discovered that there are many different definitions of the word change. Webster’s dictionary says that change means to give a different course, position, or direction to (Merrriam-Webster, 2010). Whenever you add the word change to organizational it takes on a somewhat different meaning. Organizational change is the term used to describe the transformation process that a company goes through in response to a strategic reorientation, restructure, change in management, merger or acquisition, or the development of new goals and objectives for the company (What is Organizational Change? , 2007). Many people feel that change is the only thing in life that is constant. In many cases organizations cannot avoid change because if they do the risk the chance of going under or their organization failing. Causes for Change Today we live in a world where things are always changing. We have to change to keep up with society. Managers of organizations need to be aware of all the internal and external environmental factors that can promote change within an organization. Internal factors are all the things that happen within the organization itself. They include, but are not limited to, the following types of things: managerial policies and styles, systems that are unique to the organization, production procedures, and employee attitudes. Managers have to always be aware of the fact that they may need to alter what they are doing in order for them to be on top of their game. External factors are things that are going on outside of the organization that they really have no control of. Globalization and technological advances, competition, and the economic structure outside of the organization are all things that could promote change within the organization. If manages fail to realize that change is needed in order for the organization to survive then they could risk losing everything that they have worked so long and hard to create. Organizations change for a countless number of reasons and the ways in which they decide to change differ from one organization to the other. External Factors. Globalization, an external factor, can be a difficult term to define because it has come to mean so many things. In general, globalization refers to the trend toward countries joining together economically, through education, society and politics, and viewing themselves not only through their national identity but also as part of the world as a whole (Ellis-Christensen, 2010). Globalization offers huge potential profits to companies and nations that are willing to globalize. Globalization has been complicated by widely differing expectations, standards of living, cultures and values, and legal systems. Competition is another reason that organizations change. Organizations have to be able to keep their customers happy. Consumers are willing to buy things that they feel will benefit them the most, even if that means spending a little more money. In today’s world we have a number of automobile manufactures that constantly have to come up with better ways to make their car better than the next company so that they can continue to thrive in this always changing economy. Companies also have to develop cheaper more efficient ways of producing their products. The economic structure outside of the organization really impacts the decisions that are being made within the organization. Over the past couple of years many companies have be directly hit by the economic hardships that our country have been going through. Many companies were forced to do major cut backs to their labor force just to stay open. Whenever companies look for way to cut back on the budget people are usually the first things to go. Employees cost the company a lot of money and if the company feel that they can satisfy their customers with fewer people then that’s just what they will do. I remember when the company that I am currently work for were forced to do a major reduction to their workforce. Due to the policies and procedures that were put into play years before the economy crashed lay-offs were done on a last hire, first fire bases. They were forced to let go of a number of their valuable workers because that was what they agreed to beforehand. Not long after that they realized that they policies were costing them more money because they had to re-train so many people to fill the vacant jobs. They were forced to revise that section on their handbook so that lay-offs would be done by department, instead of plantwide. Internal Factors. Organizations are always developing ways to produce their products cheaper, faster, and more efficiently. The company that I work for are always bringing in a Kazan team in different department to help them create new ways of doing things. Sometimes something as simple as changing the process flow can make a big difference. This means that if the company changes the direction of flow that the product goes through it could cut back on the amount of time needed to produce the product. Although it may only take out a minute or two, all those minutes added together can really make a difference in the long run. If managers see that the vision that they have for the company is not working then they make want to consider shifting their focus to something that seems to be more promising. According to Anderson, whenever organizations decide to change their vision they should create an engaging description of the future and the path that will be taken to get there. He also feels that communication is very important with implementing change. Communication should be done regularly, using multiple media, in jargon-free language. It should detail what the change will mean for the organization and its members and why the organizational members should be excited about the change. Whenever management notice a decline in employee morale this may be a good sign that a change needs to come about. Whenever employees feel that they are not getting what they are worth they tend to perform at a lower level. Employee’s attitude and work habits begin to take a downward fall whenever they are not satisfied with the way the organization is operating. Management should take heed to this warning signs and decide to start making some changes within the organization. One example that comes to mind occurred at my current job. Management where requiring four team members to perform the task and duties of six team members. Those four team members were required to work 12-hour days Monday through Friday and 8-hour day during the weekend. At first it was alright, but as time went on it became more and more demanding on the team members because they were rarely able to get the required amount of rest needed to perform their job duties. The team members started taking Fridays off so that they could have the weekend off and when management finally realized what was going on they brought in the much needed helped. The team members are still working seven days a week, but only eight hours a day. Now the team members look forward to going to work because they are not being over worked. Resistance to Change Our natural reaction to change, even in the best circumstances, is to resist. Awareness of the business need to change is a critical ingredient of any change and must come first. Roger Von Oech said it best when he said: â€Å"There are two basic rules of life: Change is inevitable and everybody resists change. † (Seiner, 2000). People typically avoid situations that upset order, threaten their self-interests, increase stress, or involve risk. People will always resist change because humans have a natural fear of the unknown. If people have had bad past experiences with change the next time a change comes about they are going to view it as being negative and unneeded. Burtonshaw-Gunn and Salameh defines resistance to change as an individual or group engaging in acts to block or disrupt an attempt to introduce change. People resist change when they believe change is unnecessary or will make the situation worse. They subscribe to the belief, If its not broken, dont try to fix it. They are not keeping up with the outside world and feel that their way is the only way. They might say something like this â€Å"Things have always been done this way for as long as I can remember and we do not know what is going to happen if we change†. They fear that the change will mean personal loss of security, money, status, friends or freedom. If the employee feels that the change is going to affect their job status or job security th ey are going to resist. They are not going to be willing to accept a change that could put their job and well-being at risk. If they did not have any input into the decision making process they will probably resist. The employee may feel that they were manipulated because the changes were kept secret during the planning stage and the change may have come as a surprise. They may not be confident that the change will succeed because they believe that the organization lacks the necessary resources to implement the change. The employee may have a personal predisposition to change. The employee may have a negative experience with change in the past and now they feel that anytime a change takes place it is going to be bad. Fear of the unknown plays a big role in change resistance because whenever employee learn a job and becomes very skilled they tend to forget that things can be done in more than one way. Whenever management announces that a change is going to take place and the employees who do not see a need for that change they will resist. They will more than likely form groups that are going to protest the change and these groups could even influence others to be against the change. Successful Ways to Manage Change and Resistance Managing organizational change requires maintaining an active focus on all stages of the change process. Although people naturally resist change, they can learn accept change whenever they feel that the change will result in some personal gain. People will accept a change that is going to make them look good, have better job security, and increase their status quo. People will also support things that believe in. If the people feel that the change makes sense and is the right thing to do then they are going to support it. Management should give the employee an opportunity to provide input into the change process. Management should make the change known as soon as possible and ask the employees for their opinion. Whenever the employees feel that what they have to say can really make a difference and that they had a chance to be heard they are less likely to resist. This does not mean that the company should ask the employee for their input just for the sake of asking and then do whatever they want. If the employees come up with ideas that could potentially benefit the organization, the organizations should find ways to implement those strategies into their change process. Whenever employees respect the person who is advocating the change they are more likely to accept it because they may have a fear of disappointing that person. Lastly, whenever the employees believe it is the right time for the change they will be more willing to accept the change. Six Cycle Change Process. Whenever management decides to make changes within the organization they should take the time to plan for the change. They need to understand that change does not happen overnight and if they forget to involve the people the change may not stick. Rick Maurer author of a book entitled â€Å"Beyond the Wall of Resistance† outlined a six step model called The Cycle of Change to help us better understand how to approach and deal with change (Maurer, 1996). The six steps are something’s up, what is it, what do I need, I will do this, I am able to do it, and I got through it, what’s next. Step one, something is up is known as the early recognition of the coming change. While in this stage everything may seem normal, but you begin to get that feeling that something is up and a change may be coming soon. During step two you are able to see the situation clearly. You then begin to weigh your options and decide whether this change is going to present a problem or an opportunity to you as an individual. But you still need a clear understanding of the situation in order for you to make the right choices. Whenever you enter stage three you are trying to formulate a course of action. You have to decide what you are going to do and how you are going to do it. Stage four is the time when you decide that you are going to put your plans in motion. You are aware of what needs to be done; now it is just a matter of doing it. After you act on you plans you approach stage five of the change cycle with hope. Although you may have to make some adjustments to your plan you begin to realize that it may actually work. This stage gives you motivation because you now believe that the goals established by the plan can be accomplished. If you make it to stage six, it is time to celebrate. You have successfully made it through this change and things seem to be normal again. Although they are not the old normal they are working. Once you have mastered all six stages in this change cycle and you understand that change is always going to occur you look forward to the next time change comes about. Conclusion. The ideas of change and resistance go hand and hand, you cannot have one without the other. The cycles of change and resistance continue to exist in our everyday lives and there is nothing that we can do to avoid it. Change within the organization play major role in the overall success of the business. Manager need to know all the internal and external factor that promote change within the organization. They should not focus all of their attention on the actual change itself, but they should come up with ways to effectively promote the change within the organization. They need to realize that change is the only thing that they can depend on because it is always going happen. How each individual deals with that change is really up to the individual, but management can have some influence if they promote the change in the correct format. Management need for the employees to be open-minded to the idea of change. They employees should be taught to approach the change with understanding and hope. Even with the proper teaching and training resistance is still going to be present. Management need to know and understand that resistance to change is natural, but following the right steps and guidelines could help them successful implement the change.