Dental Law †Dental Practice Act

Dental Law – Dental Practice Act Free Online Research Papers Dental Law Dental Practice Act The dental board is also responsible for creating and enforcing the state Dental Practice Act, which contains the laws governing the business and professional aspects of dentistry in the state. The DPA determines the contractual relationship the dentist has with patients as well as how the practice must be run. The laws and provisions of the DPA are different in each state but there are some similarities with regard to the conduct of the dentist. 1 According to the Americans with disabilities Act, a dentist can’t refuse to treat any patient on the basis of race, creed, color, or disability. This includes persons with HIV and AIDS. As you may know, AIDS (acquired immunodeficiency syndrome) is caused by HIV (human immunodeficiency virus). HIV suppresses or destroys the T-cells of the body’s immune system (the system that fights off disease). Because of this, AIDS patients lack the ability to fight off any disease will which they might come in contact. They frequently get opportunistic diseases, infections that usually are controlled by the body’s immune system but can’t be because it’s not working properly. Dentists who feel they can’t treat certain individuals should give them a referral to a place where they can expect treatment. 2 The dentist is responsible for the actions, legal or illegal, of himself or herself and the office auxiliaries. A patient can sue the dental treatment but can also sue the employee individually. Included in this responsibility is the direct and indirect supervision if dental auxiliaries. By direct supervision, we mean that the dentist is physically present in the office, authorizes the procedure, is there while it’s done, and checks the results before the patient leaves. By indirect, or general, supervision, we mean that the dentist delegates a procedure or type of treatment to a trained auxiliary and needn’t be physically present while it’s done. We’ll discuss later in this section how this may affect you. 3 The dentist must charge reasonable fees for treatment. Care, once begun, should be completed in a reasonable time. The dentist should notify a patient in writing if care could no longer be provided. The care a dentist must provide to a patient includes Licensure (because of all the knowledge that’s needed to become licensed) Reasonable skill and judgment in the performance of each type of procedure undertaken Use of standard materials, drugs, and techniques that are accepted by the profession. The Law and the Dental Assistant Laws affecting the use of auxiliaries have been changing in recent years. These changes are made in the DPA. In some states, the DPA has been changed to allow hygienists to work under general super vision. Assistants who’ve had special, extended training in dental procedures can work under general supervision and provide certain treatments directly in the mouth. However, in other states, dental assistants and hygienists still must work under direct supervision. If you perform duties that aren’t allowed by the DPA in your state, you’re committing an illegal act. As the laws change, continue your education. Keep up-to-date! Then the dentist will feel confident in giving you more responsibility in patient care and dental procedure. Research Papers on Dental Law - Dental Practice ActArguments for Physician-Assisted Suicide (PAS)Moral and Ethical Issues in Hiring New EmployeesThe Effects of Illegal ImmigrationThe Fifth HorsemanUnreasonable Searches and SeizuresComparison: Letter from Birmingham and CritoTwilight of the UAW19 Century Society: A Deeply Divided EraThe Relationship Between Delinquency and Drug UseThe Project Managment Office System

Margaret Douglas, Countess of Lennox

Margaret Douglas, Countess of Lennox Known for: known for her plotting on behalf of Roman Catholicism in England.  Ã‚  She was the  grandmother of James VI of Scotland who became James I of England, and the mother of James father, Henry Stewart, Lord Darnley.. Margaret Douglas was the niece of Tudor King Henry VIII and granddaughter of Henry VII. Dates: October 8, 1515 - March 7, 1578 Heritage Margaret Douglas  mother was Margaret Tudor, daughter of Englands King Henry VII and Elizabeth of York. Margaret Tudor, named for her paternal grandmother,  Margaret Beaufort, was the widow of James IV of Scotland. Margaret Douglas father was Archibald Douglas, 6th Earl of Angus; the marriage of Margaret Tudor and Archibald Douglas in 1514, at first secret, was the second for each, and alienated many of the other Scottish nobles and threatened her supervision of her two sons by James IV, James V (1512-1542) and Alexander (1514-1515). Margaret Douglas, the only child of her mothers second marriage, was brought up with and was a lifelong friend to King Henry VIIIs daughter by Catherine of Aragon, Princess Mary, later Englands Queen Mary I. Scandalous Relations Margaret Douglas became engaged to Thomas Howard while she was a lady-in-waiting to Anne Boleyn, the second queen of Margarets uncle Henry VIII. Howard was sent to the Tower of London in 1537 for their unauthorized relationship, as Margaret was at that time next in line of succession, Henry VIII having declared illegitimate his daughters Mary and Elizabeth. Love poems she wrote to Thomas Howard were preserved in the Devonshire MS, now in the British Library. Margaret had reconciled with her uncle by 1539, when he asked her to greet his new bride Anne of Cleves on her arrival in England. In 1540, Margaret had an affair with Charles Howard, nephew of Thomas Howard and brother of Catherine Howard, the fifth queen of Henry VIII. But again Henry VIII reconciled with his niece, and Margaret was a witness to his sixth and final marriage, to Catherine Parr, who had known Margaret for many years. Marriage In 1544, Margaret Douglas married Matthew Stewart, the 4th Earl of Lennox, who was living in England. Their elder son, Henry Stewart, Lord Darnley, in 1565 married Mary, Queen of Scots, daughter of James V, Margaret Douglas half-brother. The Stewart (Stuart) name for a later line of kings of England and Scotland comes from Margaret Douglas second husband through the son of Mary, Queen of Scots, and Lord Darnley. Plotting Against Elizabeth After Marys death and the succession of Protestant Queen Elizabeth I in 1558, Margaret Douglas retired to Yorkshire, where she became involved with Roman Catholic plotting. In 1566 Elizabeth had Lady Lennox sent to the Tower. Margaret Douglas was released after her son, Henry Stewart, Lord Darnley, was murdered in 1567. In 1570-71, Matthew Stewart, Margarets husband, became Regent in Scotland; he was assassinated in 1571. Margaret was again imprisoned in 1574 when her younger son Charles married without royal permission; she was pardoned in 1577 after he died. She briefly helped care for the daughter of Charles, Arbella Stuart. Death and Legacy Margaret Douglas died only a year after she was released. Queen Elizabeth I gave her a large funeral. Her effigy lies in Westminster Abbey, where her son Charles is also buried. The grandson of Margaret Douglas, James, who was the son of Henry Stewart, Lord Darnley, and of Mary, Queen of Scots, became King James VI of Scotland and, at the death of Elizabeth I, was crowned King James I of England. He was the first Stewart king.

Art history summary and answer question Assignment - 1

Art history summary and answer question - Assignment Example Moreover, he spelled out that Vasari could sing divinely without any preparations. Through outrageous incredible attributes of Leonardo, Vasari is able to capture people’s attention towards Leonardo’s life. Another factor that Vasari points out is that Leonardo was a ‘multi-player’; he was able to perform numerous tasks interchangeably and easily. He did not give up on drawing and relief workings despite doing other things such as playing lyre, doing arithmetic and singing. Overall then Vasari was able to influence Leonardo’s fame after his death through the style of oratory, hyperbole and idealistic comments. Vasari’s oratory praise style was very instrumental in elevating the life of Leonardo. To begin with he argued that Leonardo’s fame was great when he was still alive and enhanced when he passed on. He expounded on this view holding that the heavens, in seldom times, sent people some individuals who represented both humanity and divinity. This, Vasari believed was important to people such that it enabled them to view it as a model and imitate it so as to approach the heavenly highest parts with their mind and with the intellect excellence. Through this explanation, Vasari is able to capture people’s emotions such that Leonardo, with his impeccable attributes, was a real role model for many people and hope for them that they could reach far. Besides, Rubin (pg. 97) adds that individuals who wish to follow Leonardo’s footsteps of such admirable attributes via studying, even when not helped by nature to realize such magnitude; could at least embrace the works of divine of those who play a part of the divinity. From these comments of Vasari, enormous praise was notably laid on Leonardo before people intentionally. In fact Rubin (pg. 97) argues that Vasari was deliberate by using unique terms and metaphors in describing Leonardo’s ‘wondrous and divinity’ characteristics. Rubin argues

Artist of Egyptian Old Kingdom Essay Example | Topics and Well Written Essays - 750 words

Artist of Egyptian Old Kingdom - Essay Example As the study declares the pre-dynastic time period in the Egyptian history gave the actual form of expression to the Egyptian art. That was the time period when Egyptian art actually flourished and took a new meaning of its form. The third (3rd) and the forth (4th) Dynasty introduced the meaning of expression and freedom in the Egyptian art and culture. This trend was then followed by all the generations who come afterwards. Since an art has ample space to absorb all the possible changes in it, Egyptian art could also take in all the actions of exploration and freedom of expression in it. As explained by that the cases meant for burials and funerals of kings and their relatives are the most remarkable commemoration that exist since the time of the Early Dynasties of Egypt. He also explains that the alterations in the concepts of majestic burials are a symbol of advancements in not only the architecture and building. Infact this process of change and alterations can also be observed in the concepts of afterlife. The Egyptian art reached its culminating point in the era of Dynasty IV. Dynasty V and VI then brought the technical progress and advancements throughout the country afterwards. Explains that â€Å"an artist of old Egyptian kingdom did not hold any special recognition for the work he had done in his time.  The Egyptian art reached its culminating point in the era of Dynasty IV.   Dynasty V and VI then brought the technical progress and advancements throughout the country afterwards.

Henry VIII as a King, Evaluation Essay Example for Free

Henry VIII as a King, Evaluation Essay To an extent Henry VIII achieved his aims as King between 1509-1515. Whilst he achieved aims such as to have glory in battle such as with France to earn prestige and therefore establish greater power within the European countries, he did fail in some aspects with most set aim as king. An example of this is his inability to produce a male heir to the throne which arguably was one of his prime aims as king. One of Henry’s main aims as king was to be a different leader in terms of his style from that of his father; he wanted to be a more warlike leader who was more dominant across Europe and also to be a generally more popular king. We know that this would have been one of Henry’s main aims as in the first year of his reign he executed Empson and Dudley. These two people were corrupt and unfair leaders and were very unpopular within England; they were very much associated with Henry’s father. By Henry executing them publically in 1510, by way of a big public ceremony illustrated two things to the people; firstly that he is a perhaps fairer king and that their desires were what were to shape his decisions and secondly that he would be a completely different, more popular and significant leader on a larger scale, so within Europe, by having more of a dominant presence, this is shown through the bold and trademarking execution. Henry succeeded in this aim, he indeed did become a more popular leader by taking the interests of his people very seriously, and he even built a strong army to protect everyone from frequent civil wars so making England more of a unity in itself and therefore a stronger nation. Also Henry, in an attempt of gaining the popularity from the nobility, cuts back on bonds and recognizes to please them as well as letting the nobles into his private life more and inviting them to private events of his, this in turn would’ve made them feel more important and involved with the king’s affairs, and so again has a stronger force which is more connected and contrasts to his fathers. On the other hand, it could be said that Henry didn’t need to be as precise and organised as his Father was, because Henry was left with all the money and financial stability his Father had spent his career accumulating and so he had the time and money to go to war or spend leniently rather than s aving and building up money. Henry VIII aims appear to emulate more his forefather Henry V’s aims instead by being a great warrior king and so achieving honour through War. Through conquest he intends to extend his supremacy over the lands of rivals. Henry V owned more French land in his reign than the king of France did himself, this could have been the ownership Henry VIII also desired, this brought about Henry VIII first War with France. In credit to Henry, I think he was very brave in choosing to go to war With France in 1513, because despite his father’s council being very experienced people who he should listen to, he chooses not to, following their titles as ‘ministers of peace’ they tried very hard to persuade Henry to keep peace with France. Given that he was newly king at this point I think it shows a lot of courage to foresee the opinions of the experienced council to pursue your own ambition even if faced with potential big consequences if he were to lose battle. Henry was victorious in his first battle and so he would’ve appeared a bold leader. Henry did earn a great deal of prestige in not only going to War with France and winning it, but actually leading his troops in 1513 into the battle of the spurs personally which in itself brings about great honour. Impressively at the same time, the French allies, the Scottish, invaded England and so came about the battle of Flodden, again England won this too and although Henry had little personally to do with this war because it was Surrey who won it, Henry as king still took credit and so as the unity of England, it had won its first 2 wars. As well as this he achieved his aim in cementing a good relationship with the Nobles by using their armies. However in 1514 he was almost forced to sign a peace treaty because financially England was desperate for money as henry in only one year had spent all his inherited money (estimated at about  £960000). This shows his somewhat lack of organisation as a king and more his ruthlessness and desperation for war. Another factor detracting from the prestige of this war is that Henry was used by Ferdinand and left by him at the last stage before the battle, so showing dishonour by Ferdinand towards him. In aims such as securing the Tudor dynasty Henry didn’t really succeed. Although he did make attempts such as marrying Catherine of Aragon in order for her to give Birth to a male Heir it didn’t work. Unfortunately as king this was one of his most important aims, we know this because he married Catherine the same year he was king and so it was obviously of key importance to produce an heir. This having failed, as it did, Henry did still try and secure the dynasty, by taking actions such as marrying his sister to the French King, Louis, he was creating the possibility of a Tudor dynasty on the French throne. Henry even wanted an annulment from Catherine because he believed it was her who couldn’t give him a son, he went to great lengths and disrupted his very important relationship with the Pope just to get an annulment and I think this shows how important it was to him to have a male heir as king. However, as far as fulfilling this aim early on in his reign goes he didn’t manage to do this, still he was dedicated in trying to do it. Henry knew that it was very important to have a secure and good relationship with the Pope; he understood that he was a very influential figure with a lot of power over the people and so for unity within his country, he would have aimed to have an important relationship with the Pope. Examples of Henry’s efforts to appease the Pope would be after the Battle of the Spurs, the pope wants Henry to make peace with France, even though Henry is reluctant to do so, he does because he understands the importance of having a good relationship with the Pope. It is only when Henry starts to have problems with the notion of shared power between himself and the king, tension starts as a lot of their roles cross over causing friction by occasional conflicting views. As a result Henry achieves senior power which is what he wants but he then compromises his relationship with the Pope for this. So only for a short while Henry did succeed in his aim of having a strong relationship with the Pope. Clearly in the way Henry behaved and ruled as a king, it is evident that Henry wanted to be different, rule in a different way and allocate his time differently than to how other kings before him may have. Presented with being king at the age of 18 he chose to be a king known for doing everything in excess, living lavishly, playing sport for example tilting and generally enjoying himself seemingly far more than his worn down father had done. Henry wanted to be the ‘renaissance king’ and in terms of this aim, it is one Henry definitely achiev ed by his new ideas and new style of kingship, he had a huge interest in the arts and music too which shows him to be a more cultural king. Historians say that he didn’t want to worry himself with the daily burdens of government and administration instead he would put others in charge to do this for him. Whether this style of leadership is right or effective it is still a new approach and perhaps a refreshing one to England at this time as when he came to throne he was very much liked by England and most importantly the nobles. As much as Henry spent a lot of his money in warfare, he too seemingly had interest in the wealth of the English crown in order for it to have dominance over Europe, at the beginning of his reign England was not as powerful as Spain and France and this was a lot down to the lesser financial position England were in. By taking actions such as selling land acquired in war to the nobles he not only is making money but is also becoming more ‘liked’ with the nobles. On the other hand it is decisions like this which I think weren’t very strategic, if Henry was so determined on going to war and making an impact on Europe, it would’ve seemed more proper to devote new land for the army or war related things such as weaponry manufacturing or housing for the army, this would’ve strengthened the English army and therefore brought about more global respect. I think Henry to a greater degree achieved most of his aims as king well given his young age and personal interests that he had. He did become a renaissance king and in doing this he also gained popularity, he was a very different King to his father as he was more warlike which was his intention as well as securing personal relationships with the nobles, however he didn’t produce a male heir and his control with the money his father spent a career building up I think wasn’t spent very efficiently for the benefit of the whole country.

Grapes Of Wrath :: essays research papers

The Grapes of Wrath   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  John Steinbeck’s novel, The Grapes of Wrath, is a story that takes place during America’s dreadful period of depression. Due to misunderstanding the nature of the entire situation, Steinbeck writes this novel to shine some light on the people about the great migration westward. This novel portrays the life of the Joad family who go through the harsh struggles of poverty and migration. They are forced to leave their drought stricken land in Oklahoma, hoping to find work in California, which to them is the land of opportunity, but soon they find out the horrors behind the picturesque mask. In their quest to reach the promise land, the women play a very special role in which they are distinct and contribute something to the Joad family and to the world.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The most authoritative figure is Ma Joad. She is a very strong southern woman whom the whole family looks upon for support. Ma is a lady who is both strong mentally and physically. Her understanding is acknowledged by the rest of the family to be supreme. Of her emotional strength Tom says. “Her hazel eyes seemed to know, to accept, to welcome her position, the citadel of the family, the strong place that could not be taken.'; (95)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The family felt what Ma felt and let her emotions be in control. “And since, when a joyful thing happened, they looked to see whether joy was on her.'; (95) Because of this she kept strong. She always wants happiness for everyone in the family, that’s why she stays strong. Ma knew that if she were to weak the whole family would fall apart.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  She realizes that they have no home and that the only value and meaning in life is that which they derive from being a family. She keeps the two cars together so they will not be separated and she forces decisions to be made for the benefit of the family. She understands the inner need of each individual member. Ma is to the family as pillars are to a building; if the pillar is weak, the building will soon collapse when anything afflicts it. Even until the end the whole family eventually does fall apart, she still stays strong. It is not because of her weakness that the family falls apart, it is because she allows them to live their own lives according to the way they want to and does not restrict them.

Transitional Leadership

Transition Leadership: Managing Change In Your Organization in today’s deregulating and increasingly competitive business environment, organizational change is becoming inevitable. Today’s successful organizations are experiencing transitions in the areas of technology, process re engineering, mergers, and organizational restructuring in order to remain competitive. However, although these areas impact employees at all levels of the company, senior management often overlooks this fact.Therefore, it is imperative that company management understands the impact of organizational change on employees and manages these effects accordingly. By doing so, organizational leaders minimize the negative impact change has on productivity and performance. This paper will focus on the activity of successfully leading employees through significant changes brought about by new technologies and process changes and will focus on three areas of transition leadership. First, the discussion c onveys the impact that change has on an organization’s employees.Second, an overview and discussion of transition leadership and its role in managing organizational change is given. Finally, ways to effectively manage employees through these reactions to change is presented. By understanding the elements of organizational change and its impact on employees as well as the appropriate ways of managing people through these revolutions, organizational leaders will be better prepared to address the challenges that are inherent in major business transitions. The Impact of Change on People Frequently, information technology professionals overlook the impacts of technology changes on people.Almost any change to technology will have an impact on business processes, which will directly impact the day-to-day jobs of individual employees. As a result, changes to technology require attention to the impacts that they have on both process and people. The practice of Organizational Change Ma nagement (OCM) focuses on ensuring that the people side of change is addressed appropriately. OCM is the process of aligning the organization’s people and culture with changes in business strategy, organizational structure, technology, and business processes.OCM is important because, at the most rudimentary level, all change involves some degree of loss whether it is loss of stability, loss of expertise, loss of relationships, or loss of understanding. People often try to avoid the experience of loss by resisting change. Resistance can come in different forms and be expressed with different emotions such as anger, frustration, fear, etc. Due to the tendency for change to elicit an emotional response, any large-scale change initiative will likely remove the employees’ focus from the business to transition-related issues.This shift in focus will likely disrupt the productivity of the business. Many technology implementation/business process redesign efforts fail because they overlook the impacts that change will have on the people in the organization. An organization that ignores the importance of OCM could experience the following risks: increased resistance to new technology, decreased quality and customer service, high turnover and absenteeism, difficulty recruiting and retaining high performers, and damaged internal and external brand equity.On the other hand, an organization that implements a technology/business process transformation with integrated OCM will experience the following benefits: realization of the business transformation objectives, higher return on technology investments, retention of high performers, maintained and improved productivity, improved employee satisfaction and morale, and increased discretionary effort. Transition Leadership Given the impact that change has on employees, it is clear that managers must learn to proactively manage employees through the many changes that are inherent in most organizations.In geospatia l environments, managers and other key stakeholders often focus on technological and process changes that will make their businesses competitive in the 21st century. These issues are important, but the changes ultimately will not be implemented successfully without the cooperation of employees. Only through effective transition leadership are employees able to effectively cope with and accept the changes they are presented with. Ten Characteristics of Effective Transition Leaders The role of transition leader is an often overlooked but important aspect of management.There are several characteristics that make up a good transition leader. Here we identify the main characteristics that are needed in a successful transition leader. In general, there are 10 characteristics of effective transition leaders: †¢ Gains support from and confidence of others. Change is not accepted and work cannot be done without the buy-in of key stakeholders. For this reason, it is imperative that trans ition leaders gain the support and confidence of other key employees in the organization. †¢ Listens and collaborates effectively.No matter how good a manager is, people will not follow without a sense of ownership in the organization. One of the key ways to secure this ownership and trust in employees is through listening and collaboration. †¢ Takes accountability. As with any effective manager, successful transition leaders take accountability for their own work as well as that of the entire organization that he or she manages. †¢ Provides constructive feedback to others. Transition leaders also provide constructive feedback to employees and colleagues. This type of feedback enables employees to be more effective in adapting to and accepting change. Builds relationships with customers, peers, and project team members. Effective transition leaders are also successful in building relationships with customers, peers, and project members. This alliance building enables leaders to effectively delegate and gain the buy-in from key resources, which further enables change within the organization. †¢ Inspires and motivates. In order to manage change effectively in the organization, transition leaders need to have inspired employees and stakeholders. †¢ Communicates openly, early, and often.Since change is such a complex and fearsome idea for most people, it is important for transition leaders to open the flow of communication. This holds true on a day-to-day basis as well (and especially) during times of change. †¢ Provides clear direction. In order for the organization to get to where it needs to be, employees and stakeholders have to understand where they are and where the organization is going. With this in mind, transition leaders need to clearly communicate the organization’s vision and goals to stakeholders and clarify individual roles and responsibilities within that context. †¢ Models the way for the team.Successful t ransition leaders do more than just delegate work and build relationships. They also lead by example in order to build credibility and trust. †¢ Creates opportunities for small wins. The change involved in large scale and complex IT implementations often appears insurmountable to employees. Therefore, it is important to frequently reward and recognize team members to help boost morale and to keep change initiatives from failing due to a burned-out staff. These 10 characteristics of a good transition leader ensure that change is implemented successfully and that major obstacles and resistances to change are minimized.The Roles of Transition Leaders In addition to these characteristics, transition leaders must play a number of roles in order for organizational changes to be successful. Since transition leaders are responsible for directly influencing the outcome of IT and process change implementations, successful change requires that transition leaders assume different roles. In general, transition leaders have four primary roles: catalyst, system and process helper, solution giver/gatherer, and resource linker. The first and arguably the most difficult role that a transition leader faces is that of Catalyst.While many organizations are content with the status quo, it is the transition leader’s responsibility to create and communicate the need for change within the business. This involves instilling a sense of urgency and purpose for the change and overcoming organizational inertia. In addition, this role entails acknowledging areas of resistance and addressing them appropriately. Change will not happen successfully if key stakeholders do not realize and understand the need for change, and it is the responsibility of transition leaders to make this need evident.The second role of a transition leader is that of a System and Process Helper. Once the need for change has been recognized by the organization and change initiatives are created, it is the t ransition leader’s responsibility to ensure that the organization is assimilated into the process and IT changes that ensue. This involves understanding the process and IT changes, the impact these changes have on jobs and policies, and effectively communicating these changes to the individuals impacted. The tasks performed by the System and Process Helper helps permeate the required change throughout the organization.The third role that a transition leader plays is that of Solution Giver and Gatherer. This role is needed to identify and resolve issues that may hinder the success of the implemented change. In particular, the Solution Giver and Gatherer will promote the use of an issues resolution mechanism, provide solutions that benefit the entire organization, and assist in the development and implementation of solutions. In addition, an important element is the need for leaders to listen to suggestions and provide feedback and recognition when appropriate.As discussed abov e, effective transition leaders communicate, provide feedback, and celebrate small wins, which is important to inspiring and motivating project teams. The final role of a successful transition leader is that of Resource Linker. This role involves the more traditional management like delegating tasks, and most experienced managers are capable in this arena. In short, the Resource Linker brings people and resources together, recognizes resource constraints, leverages skills and resources across site locations, and acts as a communications link between resources.This role is important, but it is the three roles described above that most managers overlook when implementing change initiatives. How To Manage People Through Change When incorporating change in an organization, it is useful for transition leaders to understand how change impacts people and how to minimize the negative reactions to change. All successful change initiatives follow a similar pattern or sequence. The first step consists of â€Å"unfreezing† the current way of doing things. This is the phase in the project where the burning platform for change is realized and the vision for a new way of operating is created.The second phase of change begins when it is time to begin energizing the workforce by involving more and more people in the change process so as to begin building ownership over the final outcome. This is also the point where it is critical to identify and secure early project wins. Ensuring that the right resources are provided for achieving early milestones will ensure that the project is perceived as a success. The third phase of the change process consists of building the infrastructure (i. e. , job and organization designs) required to make the change successful.For example, if the technology changes are intended to automate processes that were previously done manually, changes to job designs will be required. The final phase consists of a series of activities aimed at measu ring results and identifying lingering gaps and issues that need to be addressed in order to achieve the project’s intended benefits. While the above phases outline the sequence that change initiatives normally follow, there are three corresponding phases that describe the psychological experiences that people have when affected by change. These come from William Bridges’ book Managing Transitions (1991).The first phase is called â€Å"Letting Go. † This is the time when employees will begin to understand that things are changing, and that in the near future they will be challenged with letting go of the old way of doing things. This may include letting go of old ways of working, relationships, feelings of competence, etc. The second psychological phase, the â€Å"Neutral Zone† is the difficult period when the work is done to implement change and the transition from the old way to the new way begins. Trying to handle implementation and balance the transit ions may make this period the most difficult period of change to manage.The last psychological phase is what Bridges refers to as the â€Å"New Beginning. † This occurs when changes have been fully implemented and expectations for people to change the way they work are realized. Each of the phases described above consist of many people-related challenges, and there are many specific strategies for helping to manage people through these phases. Some of the important critical success factors for managing change are the following: †¢ Identify potential barriers or risk factors that will inhibit success, and create action plans to address them appropriately. Use written and face-to-face communication to help people understand the what, why, and how of change. †¢ Identify opportunities to involve large numbers of employees in the change process; research shows that there is a correlation between involvement and commitment. †¢ Seek to understand and manage individual and team level resistance.†¢ Listen to your employees, acknowledge their losses, show empathy, strive to reduce their stress levels. †¢ Recognize and reward behaviors that support achievement of intended goals. †¢ Systematically analyze the impacts change will have on corporate policies, individual jobs, and organizational structure. Ensure that employees receive sufficient training and the other on-the-job resources necessary to raise people’s level of confidence. By addressing and incorporating these success factors into their management toolkits, effective transition leaders greatly increase the likelihood that their change initiatives will be successful. Conclusion Transition leadership, while often viewed as a â€Å"soft† or â€Å"touchy feely† issue not appropriate to geospatial managers, is clearly a relevant and critical issue to managing the changes that are inherent in organizations today.Even the most robust GIS package with the highes t benefits potential is meaningless if employees and key stakeholders do not effectively accept and adapt the changes to their everyday lives. By embracing the understanding of the impact that change has on employees, the role of transition leaders, and how to manage employees through change, managers will ensure that the changes stick and the anticipated benefits are realized.