Without a good understanding of Active Support, staff can often provide too little, or too much assistance for people to participate in activities. There can be a tendency to provide less assistance to people who are less able and more assistance to people who are more able, instead of the other way around. It is important in active support to consider individual strengths and work on these, giving people the chance to try things before doing it for them. Active Support builds on the skills people already have. It ensures they have the opportunity to do things they already have the skills to do, or it can extend the range of available activities to include more complex and interesting
We hardly see people say or think is this the right thing to do, we tend to see people do things out of there own free will not thinking if it’s the right thing of wrong thing to do. In certain situations, the differences between right and wrong is clear in all problems we face. Some may be hard to figure out but in reality there is always going to be one solution better than the other. We sometimes think about our options in the short term instead of the long run, so some options might seem better in the end but in reality we might have made a
Humans are different in many things, some people can be very ripe to resolve their conflicts but other people cannot resolve their problems and if they do they resolved with great difficulty. In this project we want to know how people solve their problems and how they react to solve them. The main question here
It is important to emphasize that these challenges were brought about by poorly defined goals and the scope was usually unclear. This meant the projects usually tended to go beyond the estimates as the project developers tried to fix newly developed ideas in to the development process. the phase gate model was developed to give an outline of the project development process to offer solutions for managing newly launched
Reflective Diary: Appendix 1 is taken from my personal reflective diary which I wrote at the start of the PGCE course. At this stage of writing, I had not started my teaching placement so my understanding of behaviour management was still novice. My knowledge had broadened on many other topics that are pivotal to teaching, however, behaviour management had not yet been discussed. This reflection followed from a group discussion with friends and a one on one chat with my AT on my anxieties on manging behaviour in class. This reflection marks a fundamental moment in my thinking as I was becoming mindful that the process of developing as a practitioner would entail me to critically analyse my own previous experiences and beliefs.
Many people will tell you to always do the right thing, but many time though, the right thing to do isn't always the ‘right thing’. The theme of these two narratives is, the right thing isn't always the “right thing” to do. This theme is demonstrated through many signpost including, contrast and contradiction, an epiphany, a motif, and a tough question. The theme was demonstrated in many ways throughout the story. Oth the stories demonstrated how doing the right thing isn't always right.
However, a real treatment is not only involved theories, but the clients themselves. Different clients have different symptoms, so the theories can be an aid, but not all in the treatment. That is why I find it difficult as to hold a successful treatment need a lot of experience. Throughout the course, I have a lot of concerns and some of them cannot be answered until now. It is confusing that how to help the client to tackle his problem.
People have different attitudes towards various tasks which can be categorized into two categories, options or procedures. An options-person, when faced with a task, tends to like to try out new and unique ways of doing things instead of following a standard method. A procedures-person, when faced with a task, tends to prefer having a standard procedure to follow to complete the task, instead of exploring various methods. Options-people are skilled at thinking of new ways or alternate procedures to do something but struggle to follow a fixed procedure even if it is necessary while procedures-people are skilled at following given procedures but have difficulty coming up with their own procedure when required. (Options Procedures Filter, n.d.) Personally, I feel that I am more of a procedures-person when it comes to task attitude.
Some assumptions or concerns are valid while others are not. If a stakeholder shares a concern, the onus is on the BA to investigate the concern and ascertain its validity. One of the things the BA may want to find out is if stakeholder concerns are general concerns shared by others or if they’re isolated concerns stemming from a single experience one stakeholder had in the past. This will help to avoid the fallacy of hasty generalization. For example, a stakeholder may state, “The application is slow—a single operation takes ages to complete.” This statement requires further investigation.
This is an apt metaphor for the difficulty involved in mindset change. Change is not a painless process. It involves letting go of old ways of thinking before new ways of thinking can be embraced. Sometimes the old ways of thinking are reinforced by a lack of confidence, or a lack of self belief in one’s ability to meet the challenge of change. Sometimes they are reinforced by fear of uncertainty or of the unknown and sometimes they are “rusted on” by complacency or habit or by what is referred to as being in a “comfort