Support for Soldiers who return from combat affilicited with PTSD Assignment

Support for Soldiers who return from combat affilicited with PTSD - Assignment Example This paper also hypothesizes the effectiveness of trauma management therapy as a behavioral treatment (Frueh, Turner, Beidel, Mirabella, & Jones, 1996). This therapy would make the soldiers learn how to manage their anger and how to function normally. Thence, this paper would like to validate the effectiveness of sand play therapy and trauma management in treating soldiers who suffer from the impediments of PTSD. Posttraumatic Stress Disorder (PTSD) has been considered as one of the major problems of the U. S Army organization because it triggered the thoughts of soldiers to remember death scenes. PTSD generates a system of how a psychological function of an individual is meddled by the occurrences of the traumatic events. Thus, PTSD controls the functional ability of the soldiers not to let bygones be bygones. This paper explores how Posttraumatic Stress Disorder greatly affects the organizational mandatory of the army and how the organization made ways to intervene the needs of the armies with PTSD. The main purpose of this paper is to delved in other psychological treatments such as sand play therapy and trauma management treatment that serve as mechanisms and moderators of the soldiers’ terrors toward death and threat. Posttraumatic Stress is a psychological disorder that makes an individual experiences nightmares and repetitive flashback of painful thoughts that hinder the focus of one’s mind. Moreover, one tends to avoid things that could make him remind of the traumatic event with the feeling of isolation and anxiety (Sherman, 2012). The U.S Army Organization is affected with the psychological effects of wars to the mass number of armies who get affected from depression, isolation and trauma in the battlefields (Little, 2012). The organization is also affected with the soldiers’ great possibility to retire at a young age, which may result to high unemployment rates of the military service (Mcfarlane & Bryant, 2007). A US soldier

Personal Application of Argyris and Schons Theories of Action Statement

Application of Argyris and Schons Theories of Action - Personal Statement Example Top performers were given cash incentives and were automatically in the running for any supervisory post that would be made available. This resulted in a hyper-competitive environment where it was hard to make true friends because everyone was so focused on the work. One major conflict that stood out for me was when I received a citation from top management for closing the most number of cases during the 1st quarter of the year.. My manager advised me that they were planning on making me the new supervisor for a new division they were establishing, largely in part to my consistent performance. This development resulted in a completely unexplainable weirdness between myself and my teammates. I knew that they were vying for the same post, but I was aghast that some seemed extremely bitter. I could not comprehend why they won't just be happy for me. We were all putting in the same hours, and they knew that I was really putting a lot into my work. They were working their shifts and meeting their targets, but they weren't willing to make that extra push needed to make you the best .If they met the goal of twenty cases a day, I would strive for thirty. That's the attitude I brought, and at the time I could not understand why they took it against me. A nd to think these are the people I had dubbed "my friends from work", the people you have lunch with and share a drink with after hours. Looking back, Looking back, it seems that my former peers had a convoluted sense of entitlement going on for them. Most of them had been in the business far longer than I had, and some were highly regarded financial professionals pirated from other banks. As I reflect on what had happened, it was apparent that their unstated feeling of superiority against me was emanating from the fact that they considered themselves senior to me. In terms of office dynamics, my promotion ahead of them terribly undermined the quality of their output, and did not bode too well for their ego. To have a young upstart such as myself grab the position that they were all angling for probably was too much for them to handle, and in turn they took it out on me. Some even stopped talking to me altogether, which I thought was completely unprofessional. Looking back at our reading, I would have taken more time to consider the governing variables which prevailed at my office at the time. Putting seniority, ego, and career advancement into consideration, everyone was content and "happy". These variables were within acceptable bounds as their egos were not being disparaged. The crucial action that triggered the imbalance was my promotion. And in order to retain some sort of face-saving control within their "realm" , their action strategy was to give me the cold shoulder and make my office life as uncomfortable as it could possibly be. Leveraging off my experience, I learned that in an office setting you simply can't expect people to be happy for you when you get promoted ahead of them. They all have their own hopes, dreams, and motivations, and you cannot expect them to be happy when you achieve something that they had also set their eyes on. Taking these into consideration, a good action strategy would be first to keep office relationships completely professional, with thorough boundaries set. The less personal your interaction is, the easier it would be if you get promoted