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HOW CAN COMPANIES ADDRESS THE CHALLENGE OF RESISTANCE TO CHANGE FROM EMPLOYEES DURING DIGITAL TRANSFORMATION

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It is common for employees to resist changes brought about by digital transformation as it often requires adapting to new technologies, processes and ways of working. To overcome this resistance and gain employee buy-in, companies need to effectively communicate the need for change while also addressing employee concerns through participation and support.

Communication is key. Companies must clearly articulate why the changes are necessary by describing the business drivers and objectives of the digital transformation program. They need to paint a compelling vision of how the changes will benefit both the organization and employees in the long run. For example, how new technologies will enable employees to be more productive and innovative or how it will help the company remain competitive and secure jobs. Effective communication also involves listening to understand employee perspectives and concerns to help shape change management strategies.

Companies should focus communication efforts on explaining how exactly day to day work will change and what employees specifically need to learn or do differently. Vague communication breeds uncertainty and resistance. Demonstrating new systems or tools and allowing hands-on practice sessions can help employees feel more comfortable with upcoming changes. Companies also need to communicate frequently throughout the process as digital transformation is ongoing. Status updates keep employees informed and trusting in the direction of change.

Participation and involvement are important to gain employee support. Companies should find avenues for employees at all levels to provide input into change proposals before they are implemented. Employees will be more accepting of changes they feel have considered their needs and suggestions. Companies can create change agent teams consisting of representatives from different departments to understand varied perspectives and co-create solutions. Pilot programs allow feedback that can be incorporated before full roll-outs.

Training and reskilling support must be provided to help employees adapt. Digital skills gaps create anxiety over job security. Companies need to assess skills required by new technologies and design comprehensive training programs, accessible both online and offline, to upskill employees. Training quality and availability should be communicated. Reskilling shows commitment to employees and highlights opportunities for career progression. Companies must also empower employees by giving them time, resources and autonomy to experiment with new tools to develop confidence.

Acknowledging natural resistance and allaying fears is important. Reassure employees that not all existing roles will disappear overnight and the company wants to help people succeed in transformation. Find new roles for employees whose jobs are significantly impacted to retain talent and experience. Address top fears upfront through career coaching and internal job posting programs. Discuss transition support like redeployment rather than assuring no job losses which breeds distrust if roles do change significantly.

Leadership buy-in and visibility is crucial too. Digital ambition must resonate from the top-down with managers participating in training, championing changes and setting an example. Leaders need to acknowledge discomfort and regularly thank employees for efforts. Small wins and successes achieved along the way helps motivate employees through challenging periods of change. Recognition and rewards for embracing new technologies and productivity improvements gained drives further participation.

Involving employees through transparent participation and tailored support addresses the root causes of most resistance – lack of understanding, skills gaps and job security fears. An empathy-driven, partnership approach helps employees see themselves as collaborators in transformation rather than subjects of it. With change managed proactively through two-way communication and consistent leadership commitment, companies can overcome resistance and gain employees as advocates for digital progress. Building trust and skills readies the workforce to embrace ongoing innovation as a competitive necessity.

HOW DID THE PROJECT ADDRESS THE LIMITATIONS OF SAMPLING FROM A SINGLE HOSPITAL AND SMALL SAMPLE SIZE

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The researchers acknowledged that sampling data from only one hospital and with a relatively small sample size of 250 patients were limitations of the study that could impact the generalizability and reliability of the results. To help address these limitations, the researchers took several steps in the design, data collection, and analysis phases of the project.

In the study design phase, the researchers chose the hospital purposely as it was a large, urban, academic medical center that served a racially, ethnically, and economically diverse patient population from both the local community as well as patient referrals from other areas. This helped make the sample more representative of the broader population beyond just the local community served by that single hospital. The researchers only included patients across all departments of the hospital rather than focusing on specific diagnosis or treatment areas to get a broad cross-section of overall hospital patients.

Regarding sample size, while 250 patients was not a massive sample, it was a sufficient size to conduct statistical analyses and identify meaningful trends according to power calculations conducted during the study design. Also, to supplement the quantitative survey data from patients, the researchers conducted in-depth qualitative interviews with 20 patients to gain deeper insights into experiences that larger-scale surveys alone may miss. Interviewing a subset of the sample allowed for a mixed-methods approach that provided richer contextual understanding to support the quantitative findings.

During data collection, the researchers took efforts to maximize the response rate and reduce non-response bias that are risks with smaller samples. For the patient surveys, research assistants were present on various hospital units at varying times of day to approach all eligible patients during their stays, rather than relying on mail-back surveys. Monetary incentives were also provided to encourage participation. The quantitative survey included demographic questions so the researchers could analyze response patterns and identify any subgroups that may have been underrepresented to help address missing data issues.

For analysis and reporting of results, the researchers were transparent about the limitations of sampling from a single site and small sample size. They did not overgeneralize or overstate the applicability of findings but rather framed results asexploratory and in need of replication. Statistical significance was set at a more stringent level of p<0.01 rather than the typical p<0.05 to increase confidence given the moderate sample. Qualitative interview data was used to provide context and nuanced explanation for quantitative results rather than being reported separately. The researchers also performed several supplementary analytical tests to evaluate potential sampling bias. They compared their participant demographics to hospital patient demographics overall as an indicator of representativeness. Response patterns by demographic group were examined for non-response bias. They randomly split the sample in half and ran parallel analyses on each half to verify consistency of identified associations and trends, rather than assuming results would replicate with an independent sample. In their write-up and discussion of limitations, the researchers clearly acknowledged the constraints of the single-site setting and sample size. They argued their intentional sampling approach, mixed-methods design, response maximization efforts, more rigorous analysis, and supplementary tests provided meaningful initial insights with results that lay the necessary groundwork for future replication studies with larger, multi-site samples before making conclusive generalizations. The transparency around limitations and implications for applicability of findings model best practices for rigorously addressing challenges inherent to pilot and feasibility studies. Through careful attention in their methodology and analysis, the researchers took important steps to offset the acknowledged issues that could arise from their relatively small, single-site sample. Their comprehensive approach set the stage to begin exploring meaningful trends while also recognizing the need for future replication. The study provides an example of how initial feasibility research can be conducted and reported responsibly despite inherent sampling constraints.

HOW CAN THE FINDINGS FROM THE STUDY ON DIVORCE AND CHILDREN’S BEHAVIORS BE APPLIED IN A PRACTICAL SETTING

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Studies that have examined the effects of divorce on children provide valuable insights that can inform practices and policies aimed at supporting children of divorce. When parents divorce, it is a difficult transition and adjustment period for children that requires understanding and support from parents, schools, mental health professionals, family courts and policymakers. Applying what we have learned from research can help address children’s needs and mitigate potential negative outcomes.

One of the most important takeaways from research is that ongoing parental involvement and nurturing relationships with both parents are critical for children post-divorce. When feasible, shared parenting arrangements where children spend quality time with each parent should be encouraged and supported as much as possible. This allows children to maintain close bonds with both mothers and fathers during and after the divorce process. Family courts can educate divorcing parents about the benefits of shared parenting and make rulings aimed at facilitating ongoing involvement and contact with both parents absent safety concerns.

Schools also play an important role. Teachers and administrators should be knowledgeable about common issues kids face with divorce such as difficulties concentrating, changes in mood or behavior, and dropping academic performance. They can help normalize these experiences for children by explaining that many feel similarly during family transitions. Schools can also connect families to counseling services and community programs. Support groups at school for children of divorce where they can share experiences in a safe environment can help reduce feelings of isolation. Teachers keeping an extra eye out for signs of struggle in these students and communicating concerns to parents can facilitate early intervention.

Mental health professionals should understand that divorce related counseling is often most effective in a longer term, ongoing model as opposed to brief episodes of treatment. Children experiencing parental separation need opportunities to process complex emotions over time with a supportive adult. Counselors can help children navigate relationships with both parents post-divorce through play therapy, expressive arts or cognitive behavioral approaches geared toward their developmental level. They might assist parents in managing conflict, co-parenting effectively and communicating with kids about the divorce in an age-appropriate manner. Family counseling together with each parent individually can aid the adjustment process.

Community programs bringing together families undergoing divorce are also beneficial. Activities that build relationships and a sense of normalcy among peers with shared experiences provide social support. Programs can educate parents on promoting children’s well-being, such as maintaining routines, speaking positively about one another, and managing transitions carefully. These grassroots efforts complement the work of schools and counseling professionals. Local governments can help fund and organize such community-based family support programs as part of a holistic approach to addressing divorce in their area.

On a policy level, this research offers principles for reforming family courts and associated services. Creating user-friendly family justice systems that minimize trauma should be a priority. Court procedures focused on the best interests of children by maintaining parent-child bonds wherever possible are favored. Early intervention and dispute resolution outside of adversarial court hearings can expedite resolution for families when appropriate. Providing legal aid ensures all parents have meaningful access to justice. Linking families to counseling as part of divorce proceedings encourages children’s healthy adjustment. System-wide reforms applying insights from developmental research stand to improve long-term outcomes for children of divorce within communities.

Numerous settings at the personal, community and policy levels play a role in supporting children as their parents divorce according to the practical implications of social science. With awareness of evidence-based best practices and multi-level coordination, the lives of children navigating this difficult family transition can be enhanced. Adults must work to limit potential harms and promote resilience using the understanding gained from studies of how parental separation affects development.

HOW CAN STUDENTS SECURE DATA ACCESS AND INTERPRETABILITY FROM INDUSTRY PARTNERS FOR THEIR CAPSTONE PROJECTS

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Securing the necessary data access and ensuring adequate interpretability of data from industry partners for student capstone projects requires careful planning, communication, and establishing clear agreements between the academic institution and company. There are several key steps students should take to give themselves the best chance of a successful project:

The first step is to clearly define the goals and objectives of the capstone project and outline the specific types of data that will be needed to effectively achieve those goals. Students need to be able to convey to industry partners exactly what data insights and analyses are required so the right data can be identified and shared. Generic or vague data requests are less likely to be approved.

Once initial project scoping is complete, students then need to contact potential industry partners to discuss partnership opportunities. When reaching out, emphasize how the project aligns with the company’s strategies, problems they are trying to solve, and how insights could benefit their business. Being able to demonstrate ROI for the partner is important. Request an introductory meeting to present the project proposal and have an open dialogue.

If an industry partner is interested, students should guide discussions towards drafting a formal data sharing agreement. Key terms to address in the agreement include: what specific data elements will be shared, in what format, for what time period, and any relevant restrictions on the geographic locations, customers, or other attributes represented in the data. The agreement must also outline clear expectations regarding data security, confidentiality protocols, intellectual property considerations, and how resulting analyses and insights can be shared or published.

Obtaining approval from both the academic institution and industry partner for the formal agreement is a critical step before any data exchange occurs. Having all expectations and restrictions documented up front prevents misunderstandings later on. Data use limitations should be carefully considered to ensure the project goals can still be realistically achieved. Alternative approaches may need to be brainstormed if certain data cannot be shared due to compliance or privacy issues.

With an agreement in place, the next step involves actually accessing and obtaining the raw data from the partner. Data should ideally be anonymized or de-identified as much as possible to address privacy and prevent any inference of personally identifiable information. Students still need assurances the relevant variables and attributes available in the raw data will allow for appropriate analyses and insights relevant to answering the research questions.

It is good practice for students to meet with industry partner data experts to obtain a thorough overview and documentation of the data dictionaries, variables, value codes, relevant data quality issues, and interpret what each field represents. Asking questions ensures a solid understanding of what each data point means, where it came from, and any caveats in how it should or shouldn’t be interpreted.

Once the data is accessed, periodic check-ins with industry partners are important throughout the analytical process. Sharing early findings, proposed methodologies, or if any new types of derived data are created allows the partner to confirm everything remains within the scope of the agreed upon terms. Any proposed publications, reports or presentations involving partner data should be reviewed by them in advance for feedback or required redactions before being published more widely.

Upon project completion, students should provide a full debrief to the partner highlighting the insights gained, conclusions drawn, and how the work potentially adds value. Requesting a testimonial acknowledging their contributions and thanking them for supporting academic research helps foster ongoing relationships. Maintaining open lines of communication and focusing on mutual benefit will help students secure the necessary data access and interpretability from industry collaborators for successful capstone experiences.

Having clearly defined goals, formalizing agreements, ensuring data documentation and understanding restrictions, maintaining communication, and ultimately providing value back to partners are key aspects for students to navigate when collaborating with businesses on applied research projects requiring access to proprietary data. Taking the time up front to smoothly facilitate these processes increases the chances of positive outcomes.

HOW DID THE FINDINGS FROM THE INTERVIEWS ALIGN WITH THE THEORIES MENTIONED IN THE LITERATURE REVIEW

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The literature review discussed several relevant theories pertaining to motivation, morale, job satisfaction and employee retention. Self-Determination Theory posits that there are three innate psychological needs – autonomy, competence and relatedness – that must be satisfied for people to feel motivated and fulfilled. Relatedness Need Theory suggests that developing strong relationships and a sense of belonging is critical for well-being and engagement. Maslow’s Hierarchy of Needs proposes that fulfilling basic needs like safety and esteem is necessary before motivation can occur. Equity Theory looks at perceptions of fairness in the workplace.

The interviews conducted with employees across different departments and experience levels generally supported and aligned with these theories. In terms of autonomy, many interviewees expressed a desire for more control and input over their roles and how they do their work. Those who had greater flexibility and independence reported higher levels of motivation compared to those in more strictly controlled roles. This supported Self-Determination Theory which emphasizes the importance of autonomy.

In relation to relatedness and connection, interview responses suggested that developing strong bonds with coworkers and managers enhanced morale and satisfaction. Employees who felt isolated or lacked opportunities for collaboration were less engaged. Those who discussed work-related issues and had an encouraging working environment appeared happier. This echoed Relatedness Need Theory about the motivational impact of belongingness.

When asked about competency and growth, interviewees frequently discussed the impacts of training and developmental opportunities. Feeling capable and constantly improving skills were tied to greater motivation. A lack of challenges or chances to expand responsibilities diminished motivation for some. Maslow’s idea that competence must be fulfilled prior to higher-level motivation was supported.

Several interviewees expressed concerns regarding equitable compensation, workload distribution and recognition policies. Perceived unfairness damaged their job outlook even if other factors like autonomy were present. Those who felt respected and that contributions were acknowledged were more positive. This aligned with Equity Theory’s propositions about the role of fairness perceptions in the workplace.

Basic needs like pay, benefits, workload and safety also emerged as factors influencing morale according to many interview responses. Those satisfied with these basic necessities were readier to engage more deeply while deficiencies hindered motivation. This paralleled Maslow’s foundational Hierarchy of Needs model.

Areas where interviews diverged somewhat from expectations involved relationships with managers. While connection to coworkers aided motivation per the literature, some manager interactions did not foster relatedness as much as anticipated. Barriers here included inconsistent communication, lack of appreciation shown and too little trust granted. Positive supervisory bonds paralleled the theories as expected based on comments.

The literature guided expectations of theoretical drivers of motivation in useful ways. With some nuances, findings from staff interviews tended to corroborate the importance of autonomy, relatedness/connection, competence, fairness/equity and fulfillment of basic needs as presented in the reviewed motivation/retention theories of Self-Determination, Relatedness Needs, Maslow and Equity. This provided confidence that the selected literature provided a relevant lens for comprehending factors shaping employee engagement uncovered through discussion. The alignment reinforced utilization of these concepts as a framework for analysis and recommendations going forward.

There was considerable coherence between what the literature predicted would influence workplace motivation and job attitudes according to established theories, and the experiential perspective gleaned from interviewing employees across levels and functions. Most findings resonated well with propositions regarding the impact of autonomy, relatedness, competence, fairness and satiation of basic requirements. This convergence supports having selected literature addressing the right theoretical constructs and confirms its utility as a basis for interpreting and responding to motivation and retention issues raised through the research process.