Homework Responses Wk 7
Please prepare a response to each of the attached documents for total of 4 responses. The responses need to be at least 150 words each. The responses should be as if you are talking directly to the person.
Due in 48 hrs.
In this weeks lesson and readings, we learned that in quantitative research design method there are two available approaches, experimental and non-experimental. Being that my research is based on a soft science or not a natural science, I will be using the non-experimental approach. While the experimental approach if the first on to come to mind when thinking about research and data gathering, this is not the only method. Based on my research so far, I have come across multiple recommendations to use the non-experimental approach.
In my opinion, other than the design itself, the biggest difference between experimental and non-experimental approach is the type of conclusion that can be drown from them. Using the non-experimental approach, the conclusion tends to be descriptive or correlational (Weisburd, 2010). The reason behinds this is the fact that variables cannot be manipulated in this type of approach. A descriptive conclusion means that it describes a situation. If the conclusion is correlational it means that describes the relationship between variables. In this type of approach, variables cannot be controlled nor manipulated. In my research proposal, I will try and establish a relationship between the available resources for mental health patients and criminal recidivism. That being said, I understand that any of the two approaches could have work in my topic.
While an experimental research relies in the cause and effect relationship, a non-experimental approach relies on the interpretation of observations to reach a conclusion (Andrei, 2013). The methodology of both approaches is different. This is why one method is preferred over another. However, to make that determination all circumstances are to be evaluated. I took in consideration the end goal of the study. Based on wanting to establish the relationship between mental health and criminal recidivism, I choose the non-experimental approach. However, if I wanted to evaluate the effectiveness of mental health treatments and alternative justice options, such as mental health courts, an experimental approach would have been ideal.
In my specific scenario, both methods could have been applied. They both have some pros and cons, but in hindsight, choosing one over the other has a lot to do with the overall goal of the study. I do not believe one method is better than another, they are just different. The non-experimental approach allows to draw a conclusion based on observations while the experimental approach allows for the manipulation of control groups and variables.
-Dan
Reference
Andrei, A. (2013). Investigation of causality based on complex use of statistical methods (case study of social research).Quality & Quantity,47(6), 30433050. https://doi.org/10.1007/s11135-012-9702-7
Weisburd, D. (2010). Justifying the use of non-experimental methods and disqualifying the use of randomized controlled trials: challenging folklore in evaluation research in crime and justice.Journal of Experimental Criminology,6(2), 209227. https://doi.org/10.1007/s11292-010-9096-2 Greetings,
This week’s post-discussion focuses on the final research proposal’s continued development and consideration for which experimental approach we have considered. In developing a specific research proposal, I propose utilizing the mixed method approach to gathering and presenting the data by incorporating surveys and questionnaires, which develop from the quantitative methods approach. The qualitative research approach enables the surveyor to collect data during the survey process of the participants polled. The mixed-method approach allows for incorporating the best of both research data collection techniques (Creswell, 2003). Additionally, since the research will also allow data collection in a quantitative sense, this will be achieved by researching existing case studies conducted on the 2nd Amendment; this will enable the surveyor also to gather data in the qualitative sense.
Since the research proposal presented will not consist of two or more controlled or experimental groups, I will recommend conducting the research proposal in a non-experimental manner. Consistent with the survey questionnaire planned for utilization during the national survey, the surveyors will gather data by collecting the people’s responses by observing their physical or emotional responses (Price, 2016). The data collection for the research proposal that I have presented is quite straight forward. The participants will each receive a multi-question questionnaire. They will answer the questions based on their knowledge, feelings, and opinions on the specific subject(s) that are in question. The final data collected by processing the participant’s answers will allow a conclusion to develop on the country’s 2nd Amendment consensus.
Irvin
References:
Creswell, J.W. (2003). Research design: Qualitative, quantitative, and mixed methods approach. Thousand Oaks, CA: Sage.
Price, P.C., (2016). Overview of non-experimental research. Research methods in psychology: Core concepts and skills. Flat World Education. This week we covered two main topics, knowledge management, and business continuity. Within these two topics, subcomponents exist which contribute to the overall effectiveness of business operations in the event of crisis, emergencies, or disasters. Knowledge management, in the most relatable definition to me, is a way of developing a centralized hub for organizational information and sharing said information across various departments within an organization. In order to develop credible knowledge, one must examine data, correlate data and develop information; when information is studied and interpreted, intelligence develops (through the intelligence cycle) (Smith & Brooks, 2013), and is ultimately produced as knowledge for dissemination. Smith & Brooks cite examples ofpushandpullstrategies (2013, p. 181) for disseminating and gathering knowledge. The push strategy involves an organization providing a database where members can actively insert learned experiences, whereas a pull strategy requests knowledge from organizational experts. Knowledge management, as it relates to security can include, document control, incident reporting, threat information, critical process & assets, and risk management assessments (Smith & Brooks, 2013, p. 183).
Knowledge management is a key component to any successful security operation, or organization in general. Knowledge management sets up an organization to better formulate business continuity management (BCM). From personal experience, with anecologicalapproach(Smith & Brooks, 2013), my organization has conducted weekly conference calls since COVID-19 kicked off to report various incidents related to COVID-19. Through these conference calls, supervisors can share experiences, trends, and formulate mitigating strategies to reduce work stoppages and better protect our employees from occupational hazards. As a result, these local practices have produced Operating Instructions (O.I.) blessed off by corporate and are in effect across the entire organization.
Business continuity management is coming up with a multi-faceted, interorganizational plan to prepare for and protects against damaging events which could impact business operations. Business continuity plans for crisis management, business resumption, and IT recovery, through design, business impact analysis (BIA), and risk assessments (Guide to Business Continuity Management, 2013). This is accomplished through analysis and evaluation of critical processes and supporting functions which may affect BIA. Through this analysis, organizations are able to identify accountable members, and assign responsibilities for pre and post-incidents.
References:
Guide to Business Continuity Management. (2013). Frequently asked questions.Protiviti. Retrieved from https://www.protiviti.com/sites/default/files/united_states/insights/guide-to-bcm-third-edition-protiviti.pdf
Smith, C., & Brooks, D. J. (2012).Security Science: The Theory and Practice of Security.Burlington: Butterworth-Heinemann. For week seven we where given the opportunity to discuss the following questions. What are the various components of knowledge management, and provide a brief description of each and the impact they have upon overall security efforts? Describe the overall process of business continuity management and the important considerations that must be emphasized in such a plan and why. You’ve probably heard the phrase, “people, process, and technology.” Since at least the early 1990s, organizational leaders have used this paradigmoften referred to as also the “golden triangle”to guide initiatives and lead organizational change. The idea is, if you over-focus on one factor, your initiative is bound to fail. And the order is important: you need to get the right people involved before you get into processes and technology. When you’re starting a KM program, you need two kinds of people:
1. senior leadersto provide sponsorship and insight into broader organizational strategy, and
2. cross-functional stakeholdersto guide implementation.
Senior sponsors should be visible, engaged business leaders who have something big to gain from the implementation of KM. Often, they’re people who lead business areas with major, urgent knowledge needs (e.g., experts are retiring, new hires can’t get up to speed quickly). In selecting cross-functional stakeholders, look first to your colleagues in HR, IT, and process improvementAPQC researchshows collaborating with these functions improves effectiveness.
As the KM effort matures, most organizations staff up a KM core team, identify KM champions and facilitators across the business and establish an executive steering committee to provide ongoing stewardship. If you think this sounds like a lot of people, you’re right! You need engaged people at different levels and in different areas of the business to really build knowledge sharing into the culture. But that doesn’t mean you have to spend a ton of money or take away too much time from folksespecially if your processes are smart, your content and IT infrastructure aren’t cumbersome, and your strategy is compelling.
In organizations with strong KM processes, knowledge flows like a city water supply: when someone needs it, they just turn the tap. The KM team, like a city planner, knows how everything flows beneath the surface. They can identify bottlenecks, reroute flows, and measure inputs and outputs. But the end-user doesn’t need to understand how all that stuff works. For them, getting the knowledge they need is simple and easy.
APQC has identified a standard knowledge flow process that describes how knowledge flows through organizations. It’s a seven-step cycle:
1. Createnew knowledge (this happens every day, all the time, across all areas of the business)
2. Identifyknowledge that is critical to strategy and operations
3. Collectknowledge so it can be shared with others
4. Reviewknowledge to evaluate its relevancy, accuracy, and applicability
5. Shareknowledge through documentation, informal posts, and collaborative activities
6. Accessknowledge through pull (e.g., search) and push (e.g., alerts) mechanisms
7. Useknowledge to solve problems faster and make more informed decisions.
For KM teams, the key is to identify ways to build these steps into the business processes people already use every day. For example, you can build knowledge collection into stage gates, or integrate knowledge review into certain job roles. Technology tools can also help with thisby, for example, delivering relevant alerts in the flow of workbut ultimately, you need to understand people’s processes first.
Additionally, in an emergency people shouldn’t have to wonder who’s in charge. Create a business continuity team with members in every part of your organization, in every location where you operate. These individuals will lead the local response to local events as well as the organization-wide response for both local and broader-based emergencies. They should stay involved in planning and testing throughout the year to keep the plan up-to-date and gain the familiarity they’ll need to perform under the pressure of an actual emergency. High-level support is crucial to make sure business continuity gets the attention and resources it should.
Think through the kind of disruptions that could occur in each place where you do business. Assume the worst, then figure out what you’d need to do to maintain your most important operations. Rank your recovery priorities in business terms such as revenue, regulatory implications, brand concerns, customer protectionwhatever matters most to your organizationthen map these to applications, people, facilities, and equipment. Once your business continuity team has agreed on this analysis (which isn’t always easy), it can start to identify recovery strategies and costs around each process. This will also help IT make sure that the most critical applications will be available to the business within an established recovery time objective (RTO) and recovery point objective (RPO).
Work Cited:
1. Williams, D. (2015). Nuts and Bolts of a Knowledge Management System.Journal of Information & Knowledge Management, p.1550035.
2. Ropohl, G. (1999). Philosophy Of Socio-Technical Systems, published in Society for Philosophy and Technology, Number 3 of Volume 4, Spring 1999. Accessed online 23 June 2013,http://scholar.lib.vt.edu/ejournals/SPT/v4_n3html/ROPOHL.htm
