Analyses may be criticised for conveying a false sense of accuracy by including quantified values for non-monetary effects such as the value of forecast savings in human lives. Such values are often controversial and may diminish the authority of the analysis as a whole. On the other hand, analyses may be criticised for excluding intangible effects. Downs and Larkey (1988) state
One of its problem is prioritising empirically tested evidence. Randomised controlled trials are considered to be at the top of the hierarchy of levels of evidence and ideas and opinions are at the bottom (Allan, Briskman & Pease, 2009). However, just because an intervention has been tested by randomised controlled trials to people with similar problems, it cannot be the best intervention for another person. It also has potential of excluding social work knowledge base and our understanding of economic, social and political influences. For example, it may not take account of what it means to be alienated from one’s own culture or the impact of economic deprivation (Allan, Briskman & Pease, 2009).
In discussions of the Bystander Law, one controversial issue with bystanders in our society today is if one person doesn 't react and there is two other people with them, the other two won 't react. For people who don’t know the definition of a bystander, it means a person who is present at an event or incident but doesn’t respond. Why follow someone else when you can be an individual? People who believe that we as individuals shouldn’t have the law, but the reason that people wouldn’t follow the law if we enforce it. On the other hand, those who believe that our own selves should have the law contend that there should be consequences.
Prejudice is a preconceived judgment about and individual or group of people. Stereotypes are generalized, fixed images we hold of others. Supervisors are not aware of the Hispanic culture and Spanish Language. The work instructions are not in simple Spanish. Employee do not like to speak up considering is “distrustful” the supervisor.
Lessened contingency between input and outcome: Team members may feel they can hide in the crowd and avoid the consequences of not contributing. Or, a team member may feel lost in the crowd and unable to gain recognition for their contributions (Latane, 1998). This description is characteristic of people driven by their uniqueness and individuality. In a group, they lose this individuality and the recognition that comes with their contributions. Therefore, these group members lose motivation to offer their full ability since it will not be acknowledged (Charbonnier et al., 1998).
Then some people believe that multitasking is not effective and just ends up distracting someone from what they are trying to get done. In reality we need multitasking to survive whether it is at work, school, or home. Multitasking cannot always be used because they are some activities that require someone’s full attention. When multitasking you to need to use common
Stereotypes and people's preconceived thoughts can also cause problems in the workplace. Making jokes about colleagues because of their race or culture could damage professional relationships and is not permitted under equality and diversity policies in most workplaces. Also misunderstood stereotypes can lead to tension or difficulty in the workplace. This could mean that a man in a team would not ask a woman for help even though she could be the person trained for the job. This would be a stereotype that women aren’t higher than men in the workplace so she can’t know something he doesn’t.
Rigidity in the operation of bureaucratic systems also causes a waste of resources through duplication of duties in different areas and missed opportunities. It makes simple tasks and procedures complicated, and it eventually lacks the desired goals. Along with this problem, the American people tend to distrust the bureaucracy. This is because they feel that the bureaucracy acts too much as a business and does not properly accommodate their needs on a daily basis.
While Susan attempted to report the problem, she was afraid of possible negative reaction from her fellow colleagues – they might have frowned on her and made her difficult to continue to work there. This fear is a result of the management’s lack of awareness of existing problems, which established an image that nobody would care to correct the wrongs