Question.885 - Due: March 13, 2023; 100 points. Case Study: Defining Workload Equivalencies. Case Study: Carranza, C., & White, W. G., Jr. (1998). Issues for discussion in developmental education: Part II. Case Study 4: Defining workload equivalencies. Research & Teaching in Developmental Education, 14(2), 59-73. (60 points)Download Case Study: Carranza, C., & White, W. G., Jr. (1998). Issues for discussion in developmental education: Part II. Case Study 4: Defining workload equivalencies. Research & Teaching in Developmental Education, 14(2), 59-73. (60 points) Please read the case study above and respond to the questions in the case study. After you have submitted your assignment to the link associated with the assignment, the instructor will post student responses in the Week 9 section of Canvas. Please include the following in your case study: Your name, date, and the assignment number with this submission. 2. Retype each question and then respond to the question. 3. References for your responses and a reference page; otherwise, you may plagiarize your work and receive a failing grade on the assignment. 4. Properly identify your assignment when you post it to Canvas. See your course syllabus for instructions.
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Week 9: Case Study - Defining Workload Equivalencies Denrick Lewis Gambling University DEED 622: Administration of Postsecondary Developmental Programs and Services Dr. Daphne E. Williams March 13th, 2023 Case Study - Defining Workload Equivalencies 1) Absolutely, Dr. Sweeny and Dr. Drummond's disagreement can be settled. But all sides must be open-minded and eager to work toward a solution. The issue can be improved if both physicians can properly communicate and are open to understanding each other's points of view. They can also seek the assistance of a mediator or a third-party specialist to assist them in resolving their problems. 2) Dr. Sweeny should consider the following tactics while dealing with Dr. Drummond: Dr. Sweeny should strive to talk directly and honestly with Dr. Drummond. They should endeavor to comprehend each other's points of view and establish common ground. Dr. Sweeny should make an attempt to listen to Dr. Drummond's concerns while also sharing her own. Employ the assistance of a mediator: If direct contact fails, Dr. Sweeny might seek the assistance of a mediator or a third-party specialist. A mediator can assist both doctors in properly communicating and working toward a settlement. Establish limits: To avoid future confrontations, Dr. Sweeny might establish boundaries with Dr. Drummond. Setting clear expectations and establishing what is and is not acceptable conduct are examples of this. Emphasis on the patient: Dr. Sweeny may put patients' needs over personal issues. Both doctors may cooperate toward a same objective by focusing on giving the best possible treatment to their patients. Empathy may be practiced: Dr. Sweeny can show empathy to Dr. Drummond. She can try to grasp Dr. Drummond's point of view by putting herself in her shoes. This can aid in the development of a more good connection between the two doctors. 3) Dr. Sweeny can take the following actions to address the wider, more general concerns raised by this case: Create policies and procedures: Dr. Sweeny can collaborate with hospital management to create rules and processes for dealing with doctor-patient disputes. This might involve designing a conflict resolution process, developing clear norms for professional behavior, and giving conflict resolution training. Create a culture of respect: Dr. Sweeny may endeavor to make the hospital more respectful. This might include fostering professionalism, encouraging open communication, and establishing clear behavioral standards. Promote feedback and open communication: Dr. Sweeny can promote feedback and open communication among hospital employees. Setting up frequent meetings to discuss issues and concerns, as well as giving a place for anonymous input, can be examples of this. Training and resources: Dr. Sweeny can give conflict resolution and communication skills training and resources. This can assist doctors and other staff members in efficiently communicating and resolving issues in a constructive manner. Individuals can be held accountable: Dr. Sweeny can hold people accountable for their actions. This might include addressing any inappropriate behavior as soon as possible and taking disciplinary action as needed. Dr. Sweeny may set an example for others and foster a culture of competence and dignity by holding individuals accountable. References Case Study: Carranza, C., & White, W. G., Jr. (1998). Issues for discussion in developmental education: Part II. Case Study 4: Defining workload equivalencies. Research & Teaching in Developmental Education, 14(2), 59-73.More Articles From Research
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