Outcome based practice Outcome based practice refers to the actual impacts, effects and or end results of services / interventions on an individual’s life. Its effectiveness is not measured by numbers/figures or financial strategies it is measured by the positive outcome that is achieved. It isn’t about what is required to be done but what is actually achieved as the result that matters. Outcome based practice is centred on results for people in the following areas: gains in health, mobility and skills, prevention of deterioration, increases in confidence, engagement and feeling they are in control and finally changes in behaviour. It is assessed and planned starting with the end result / goal and then planning how the goal is to be achieved.
What is Human Services? Samonia Henderson BSHS/302 Introduction to Human Services 7/31/2012 Amber Templain-Kuehn What is Human Services? Human service is a field where there is basic knowledge, education and practice, and having a nature of caring and wanted to help the lives of other people. Why is Human Service so Important? I believe that the purpose of human services is needed and is important role for today economies.
He attributes a lack of social capital development to this, which as he argues, social capital is a proponent in creating a more well-connected community which is beneficial to society. As Durkheim originally argued sense of social cohesion is essential in developing a trusting and trustworthy society which can leads to more reciprocity between individuals. As with many of the other theories based on the health and well-being of a society, the notion of social cohesion has a circular nature that when functioning properly multiplies the positive effects and, inversely, when functioning incorrectly it compounds the negative. Putnam(2000) posits that “Frequent interaction
Ask yourself (or imagine asking a group of people who know you well): What is the single most powerful change I could I make to improve my life (or work performance, relationship, finances, etc.)? Next, specify what concrete behaviors are necessary to achieve this goal. Frame them as positive statements (for example, “delegate more” vs. “stop doing all the work myself”). Ask yourself (or an imagined observer): What’s the thing you do, or don’t do, that most gets in the way of your goal? Take stock of the things you do instead of the behaviors that could create positive change.
Brittany McBride 10-7-2014 PSY 101 1. Differentiate between the terms self-concept, self-esteem, and self-efficacy. Self-concept, self-esteem, and self-efficacy are very different things. Self-concept is the image we have of ourselves. Self-esteem is a person’s overall evaluation of their worth (or the feeling they have about their self-concept), while self-efficacy is a person’s belief in themselves to reach their goals.
Consequentialism assumes that if human being would weigh the outcome of their taboos and beliefs, then happiness can be achieved and pain reduced. But utilitarianism assumes that people can only value a virtue if it is deemed beneficial in accomplishing human happiness. For example utilitarians believe that truth will make a better society while consequentialists believe that truth will make a better society only if the outcome causes no harm. Basically utilitarianism assumes that the wrongness or rightness of an act depends on the moral good produced as a result of doing that act. This implies that an act is right if it minimizes violation of a certain moral right thus no one should violate moral rights for happiness sake and be justified.
As human beings we ought to help each other out to succeed in our own destiny. “Even people who claim no entitlements to happiness would likely be in favor of reducing human suffering in the world”(Falikowski, Egoistic Versus Altruistic Utilitarianism, 2005). We must take a look into what the morality of this issue to understand why it is right or wrong. We can refer to Jeremy Bentham’s view on Utilitarianism when discussing this topic. The principle of utility states that the quality of life matters when it comes to pleasure, and if we were to make the quality of a person’s life better, we must be useful and relieve that person from pain and suffering.
Finally, this article suggests that self-compassion may offer similar mental health benefits as self-esteem, but with fewer downsides. Research is presented which shows that self-compassion provides greater emotional resilience and stability than self-esteem, but involves less self-evaluation, ego-defensiveness, and self-enhancement than self-esteem. Whereas self-esteem entails evaluating oneself positively and often involves the need to be special and above average, self-compassion does not entail selfevaluation or comparisons with others. Rather, it is a kind, connected, and clear-sighted way of relating to ourselves even in instances of failure, perceived inadequacy, and imperfection. Imagine that you’re an amateur singer-songwriter, and you invite your friends and family to see you perform at a nearby coffeehouse that showcases local talent.
In the RSA animated video titled “The 21st Century Enlightenment”, Matthew Taylor explores the meaning of 21st century enlightenment, how the idea might help us meet the challenges we face today, and the role that can be played by organizations such as the RSA. Personally, I find the video very informative and, in a sense, enlightening. It emphasizes that the 21st century enlightenment should be about returning to “core principles of autonomy, universalism, and humanism, restoring dimensions that have been lost and seeing new ways to fulfill these ideals” (Taylor, 2010, p. 4). Taylor shows great compassion towards this topic. Taylor’s discussion of ‘self-aware autonomy’ is the strongest in the video.
Strategic Performance Measurement: Benefits, Limitations and Paradoxes[1] Pietro Micheli and Jean-Francois Manzoni Extended abstract Strategic Performance Measurement (SPM) can be both functional and dysfunctional for organisations. SPM can help organisations define and achieve their strategic objectives, align behaviours and attitudes and, ultimately, have a positive impact on organisational performance. However, SPM has also been criticised for several reasons, such as encouraging perverse behaviours, stifling innovation and learning, and having little effect on decision-making processes. If both perspectives are valid, how can organisations make SPM more of an asset and less of a liability? In this article, we argue that the design of an SPM system (SPMS) and the definition of its roles are fundamental factors determining its success and impact on business performance.