Managing Team Conflict Welcome Selecting transcript lines in this section will navigate
Managing Team Conflict
Welcome
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– Team conflict. When I say those words, what feelings come up for you? To me, those words were completely draining. I used to work on a team that was totally dysfunctional. I actually dreaded going to those team meetings. Does this sound familiar? If so, you’re in the right place. So what makes the difference between a healthy and a dysfunctional team? My name is Henna Inam. I lead teams at Fortune 500 companies for 20 years. I believe the difference is whether members of the team know how to lead through conflict well. My passion is to help each of us grow as leaders to have transformational impact around us. In this course, we will learn about how to become masters in managing team conflict. We’ll learn about different conflict styles and how to best use each style. We’ll show videos with actual interactions and conflict situations. We’ll use exercises so you can apply the learning to your own team situations. Excited? I am. Let’s get started.
Team conflict is necessary for success
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– Are you part of a team that’s experiencing conflict? How does this conflict impact you? For me personally, team conflict used to be hard to cope with. I’ve been on teams where I dreaded going to team meetings and came away exhausted because of all that conflict. Many of us who find conflict stressful just want to find a way to reduce it, but effective teams don’t avoid conflict. They learn how to manage it. The first step in managing team conflict is to become more aware of and manage your own response system. I’ve created an Exercise File called Personal Response to Conflict to help you better understand how you relate to conflict. Take a look at this now and answer these six questions. Question one: What’s a team conflict situation you’ve experienced? Describe a situation you recently experienced or pick a conflict situation you experience often. Who are the people engaged in the conflict? What is this disagreement about? Question two: How does that conflict make you feel? What emotions come up for you? Anger, worry, excitement, fear? Question three: What’s your reaction? Our reaction to conflict is very personal. Most of us have habitual reactions to conflict that become our default. Some people default to fighting back, while others avoid conflict situations entirely. What are your default reactions to conflict? Question four: What are some beliefs you have about conflict that create your emotions and your reactions? Every one of us has certain beliefs about conflict. Often these beliefs are unknown to us until we actually look deeper to examine them. Understand your own often buried beliefs, and you will learn how to get out of your own default reactions to conflict. You can then start to choose new beliefs that will help you manage conflict in a really healthy way. Question five: What’s the impact of your default reaction on the team and their goals? Most of us don’t step back to notice how effective our default reactions really are. Write down the impact of your reaction to conflict on others. Does it help the team achieve its goals? Question six: How can you be even more effective in responding to team conflict? Your personal answer lies in creating new beliefs and expanding your range of responses to a conflict. Let’s look at one of my executive coaching clients, Mary. Mary often found herself in a conflict situation about budgets with a colleague from finance. The conflict made her feel very uncomfortable, so her reaction was to appease her colleague. You see, Mary’s unconscious beliefs about conflict are: conflict is bad and must be smoothed over, in order to succeed, I must collaborate with others, I can’t be engaged in conflict and collaborate. But giving into her colleagues often left Mary resentful. It also prevented her from getting the investment that she needed to drive her business. Their relationship, the team, and the business suffered. Mary would have been much more effective if she had recognized her default and learned new approaches to managing that team conflict, rather than avoiding it. From Mary’s example, you can understand why conflict on teams is normal. After all, everyone has different experiences, different goals and priorities, and different styles of communicating. These differences mean that each person sees an issue from their unique perspective and that these differences are what create team conflict. So we know conflict is normal, but why is it necessary? It turns out that we need each person on a team to share their unique perspective. Research shows that teams that share diverse perspectives actually make better decisions. Teams where people feel free to disagree safely actually outperform other teams. Another important reason for team conflict is that when people feel free to express their unique point of view and they feel heard, it builds stronger commitment, engagement, and accountability to produce results, even if their idea was not chosen. And stronger commitment leads to better results. So, the next time you notice your team experiencing conflict, notice your own reaction and know that you can learn how to manage that conflict productively.
How to resolve style differences in team conflict
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– Why does team conflict happen in the first place? There’s lots of reasons for conflict on teams, but they can be broadly grouped into four categories. First, there’s conflict due to style differences. Different people have different values and expectations on the team. Second, there’s conflict due to insufficient trust among team members. Third, there’s conflict due to the clash of individual goals and team goals. And fourth, there’s conflict due to unexpected change or ambiguity. Let’s take a look at the first driver, style differences, and see how it can contribute to conflict. Each of us on a team is unique and brings a different style of managing and of communicating. Some of us are fast-paced and assertive, while others are more moderate-paced and reflective. Another aspect of our personal style can be the extent to which we tend to accept what we see or challenge it. Some people are much more comfortable questioning or challenging, while others tend to seek out harmony and be more agreeable. Some of us tend to get our energy from being around other people, while others get their energy from being by themselves or in smaller groups. Based on our unique style, each one of us have different expectations of how work should get done and how we should behave toward one another. As you’ve likely experienced on your teams, those style differences lead to behaviors that can be misunderstood by others and that, my friends, creates conflict. Here are four actions you can take to understand and work with style differences and expectations. First step is to always start with knowing your own style. There are many assessments like Myers-Briggs, DISC, or others that you can use to discover your own preferences and also discover their impact on others. You can also get feedback from a trusted colleague. Two, you can meet one-on-one with individuals on your team to get to know them better. You can ask them these five questions. What are your most important goals? How do you like to communicate? What energizes you? What frustrates you? How can we best work together? Third, you can do style and preference assessments as a team and learn about each other’s styles. You will learn about different needs and priorities. An assessment like DISC will tell you how each style likes to communicate, as well as how to best influence each style. Four, you can work as a team to agree on team norms and culture. When a team agrees on team norms that respect the needs of individual members, it helps to transcend style differences and create a common team culture where members feel valued. You may find an example of team norms useful, so I’ve included one for you called Team Manifesto. It’s from my book, Wired for Authenticity. Take a moment now to commit to at least one action so that you can better understand and transcend style differences on your team. Remember, your own attitude and behavior has enormous influence on your team, so start with you and you will inspire others around you.
How to resolve trust issues in team conflict
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– Do you trust your teammates? Do they trust you? Do a quick gut check. If you’re feeling some uncertainty, know that you’re not alone. Many teams struggle with trust. Generally speaking, there are three types of trust. The first is competency based trust. This is about whether we trust a teammate to be competent at their job, to deliver the results that the team needs. The second is reliability based trust. This is about whether we trust a teammate to deliver on their promises and their commitments. The third is vulnerability based trust. This is about whether a teammate is able to be honest about themselves, even in their weaknesses and failures. When there’s vulnerability based trust, people are less protective about their egos, their desire to be seen as successful, and they feel safer within the group. This last component of trust is perhaps the most difficult. It’s also the most critical to getting the results on teams. The reason why is because when people feel safe within a group, they’re willing to express their opinions more openly, debate ideas more vigorously, trust their colleagues’ intentions, so that the energy of the group can be focused on common objectives. Research shows that psychological safety in a team is the single largest driver of team performance. Here are some of the behaviors associated with insufficient trust. Team members who don’t trust each other will often second guess information provided by others, or go around each other to verify information, fail to commit to deadlines or to meet commitments, be unable to connect with each other as people, gossip or speak negatively about each other, have difficulty admitting their failures or weaknesses, not ask each other for help. Think about a team that you’re a part of. Now, do an honest self assessment of your own behaviors. How are you contributing to building or reducing team trust? Next, think about the team as a whole. You can share this exercise with your team leader and others on the team. You want to see if it can promote self awareness about team behavior, so the team can actually grow in trust. In the meantime, here is one specific action you can take to build trust with others on your team. Meet with team members individually and get to know them as people. A proven exercise that helps build vulnerability based trust comes from Patrick Lencioni, the author of The Five Dysfunctions of a Team. In this exercise, team members share with each other three things: where they grew up, how many kids were in their family, and what was the most difficult or important challenge as a kid? In teams when members took the time to share their answers, it allowed them to get to know each other and connect with each other as people. This enabled less judgment and blame and more empathy, because people understood where the other is coming from. And when we connect at a fundamental and emotional level with another, it makes it easier to trust each other and create a safe space for a team.
Healthy approaches to managing team conflict
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– When conflict happens do you tend to stand up for yourself or are you ready to give in to others? Most of us tend to have a default reaction to conflict. Our default is what we go to first. It’s an unconscious habit and it’s where we feel most comfortable. Of course, this also depends on the type of relationship we have with those we’re in conflict with. What’s important to learn is that while we each may have a default, we need to learn how to practice both approaches to conflict, standing up for our needs and also cooperating with others. Both are critical to managing conflicts in a healthy way. The two basic skill sets, assertive and cooperative, come from the Thomas-Kilmann Model. The assertive dimension of the model focuses on getting your own needs met first. The cooperative dimension is focused on helping others get what they want. Our ability to be assertive and or cooperative in the right context depends on practicing certain skill sets. For example, to be assertive we must learn how to clearly state what our position is, what our needs and values are, we need to learn how to say no. The cooperative approach focuses on understanding the other person and helping them get their needs met. In order to be cooperative we must learn how to listen with an open mind and a calm demeanor, practice compassion and empathy, learn about the other person’s needs, priorities, and values, hold the other’s needs as valid. Once we learn and practice and build muscle in each of these areas, it will allow us to choose what approach will be best in each circumstance rather than operating just from our habit. Let’s take a look at a tool that’ll help you better understand the conflict you’re dealing with so you can make a really wise choice about which approach or combination is right. The tool is called the conflict iceberg. Like an iceberg, any conflict has a part that is visible and a much deeper part that is not visible. When something is not visible to us, it can really derail us. The parts of a conflict that are visible are the positions and behaviors of a person. What we can’t see are their assumptions and their values and beliefs. To manage any conflict effectively, we must get to the root of what’s driving their behavior. Instead of getting curious we often make our own assumptions and judgements about the other person just based on their behavior. We decide how to deal with the conflict often based on incorrect assumptions about the situation or the other person. Instead of making our own judgements, we need to learn more about the other person’s assumptions, their beliefs and values. How do we do that? We ask them open ended questions. What does success look like to you? What’s important to you here? How do you see this situation? Let’s take the example of Mary, an executive coaching client. Her finance colleague, Mark, is asking her to reduce her budget. Since she hates conflict herself, Mary assumes that standing up to Mark to protect her budget will impact their working relationship, so she defaults to being cooperative and cuts her budget.
How to be assertive in team conflict
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– Think about a time when you decided to be assertive, to stand up for your own needs and priorities. Did it feel good? Did you feel guilty? Was it uncomfortable? A big part of how comfortable we feel being assertive comes from our own beliefs about ourselves, others, and the environment around us. These beliefs are often based on our experiences and our assumptions in childhood, so they may be deeply ingrained. Were we rewarded for standing up for ourselves? Were we punished? Despite our childhood experiences, neuroscience is teaching us that our brains are flexible. As we repeatedly practice new thought patterns, we can learn new beliefs. People who are good at being assertive believe that their needs, wants, priorities, and values are important, that they will be heard when they speak for what’s true for them, that voicing what’s important to them is an essential right, and that standing up for themselves will earn them respect rather than punishment. To practice these new beliefs, experiment with behaviors that support these beliefs, speak up, and notice when you’re heard. This has to be an active effort. The three major skillsets you need to be assertive are one, clarity of thinking. Take the time to understand yourself, what’s important, the facts, your own position, your experience, your needs, your priorities, and your values in a given situation. Second, the ability to confidently communicate your point of view. Using a confident body posture and tone of voice, practice sharing what’s important. Third, the ability to negotiate limits and boundaries. Notice when you feel stretched and practice saying no calmly but firmly. When you believe you will be respected for your no, it will be easier to say. Let’s look at a scenario to illustrate the three major skillsets. Anna works on a team with John. John and Anna are in conflict because John didn’t get his work delivered on time. So Anna had to rush and work late hours to still deliver the information to Tom, their team leader. Here is Anna without practicing assertiveness. – Hey, John? I wish you would’ve gotten the data reports in on time. – Yeah, that would’ve been great. But there’s been a lot of issues getting the data. – Okay, but it would be better if we could get it in on time. – Did you notice Anna’s body language and tone of voice? She’s resigned. Clearly, she hasn’t been practicing her assertiveness beliefs. She has a limited impact on John. Let’s switch. Now our friend Anna has decided to practice assertiveness. She starts with clear thinking. She realizes that delivering a good quality product is important to her. She recognizes that she can’t continue to sacrifice her weekends to get the report done to make up for a delay in John’s group.
Team conflict management styles
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– Think about your last conflict situation. Did you carefully decide how you were going to handle it? Or did your instinct kick in? If you’re like me I often default to a certain style of handling conflict. Most of us don’t hit that pause button, and say to ourselves hey what’s the right way to handle this particular conflict? We get swept up by our default emotions or our reactions. But friends, there is a reason we want to hit the pause button. It’s so that we can become better at leading, and managing different conflict situations. To help us become more self aware of our own default style there is a model of conflict management called Thomas-Kilmann Conflict Mode Instrument. This model has two dimensions of handling conflict cooperative and assertive. Based on how much we use cooperation, and assertiveness the model maps out five different conflict management styles. Let’s briefly look at each of these. The first one is avoiding. In this style of managing conflicts you’re neither highly cooperative nor highly assertive. You avoid the issue altogether. This may work in a situation that is emotionally intense or charged, and it’s best not to engage immediately. The second style is accommodating. In this style of managing conflict you’re high on cooperation, but low on asserting. You prioritize others’ needs ahead of yours. This may work when your position is not as important to you as theirs is to them, or you may not have as much expertise in the situation. On the other end of the spectrum from this is a style called competing. In this approach you put your own needs, or point of view, above that of others. You may have unique expertise, or the issue is of critical importance to you. The fourth style is compromising. This is where both assertiveness, and cooperation are happening in moderation, and each side is giving up some of what they want in order to reach a solution. It may be used when both parties are looking for a quick solution. The fifth style is collaborating. In this scenario people involved in the conflict are bringing both high assertiveness, and high cooperation skillsets. This creates optimum solutions, but it can take strong skillsets, trust, and more time and effort. Think about these different styles of conflict resolution. Do you see which styles you tend to prefer, and which you tend to avoid? When we only use one or two styles it prevents us from being effective in multiple types of conflict situations. That’s because different styles of conflict management will be more or less effective in different conflicts. To lead effectively in different conflicts we indeed need to be able to push that pause button, and choose a conflict management style that will best serve this situation. My goal is to help you learn how to be agile in multiple ways of managing conflict so you can be more effective in different conflict situations. And this, my friends, means that you need to become prescient to what a conflict situation needs. It also requires skill development in each style. A tool that may be helpful to you is the five conflict styles worksheet. Think back to a conflict situation you’re dealing with right now. You can use this exercise file to determine which style of conflict management will be most appropriate in this situation.
Manage team conflict with the avoiding style
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– Do you know when it makes sense to avoid conflict? Let’s start by learning about this style. The avoiding style of conflict management is pretty straight forward. You basically decide to disengage from conflict. As you can see from the Thomas-Kilmann conflict chart you’re neither asserting nor collaborating. The avoiding style may be useful when the conflict situation becomes emotionally charged. You decide that continuing to stay engaged in the conflict will not result in a good outcome. Another situation to use the avoiding style is when you don’t have the information, the resources or the influence to get what you need yet. You may decide to get more information before engaging in the conflict, and now is not the right time. It’s useful when the conflict situation is low stakes for you and you decide not to waste your time and energy on it. Your energy may be better spent on other issues. Now, let’s look at the actions you can take and the skills you can develop to actively choose the avoiding style. One skill and action is to disengage from what may be an emotionally charged situation. Our emotions can often get the better of us and it can be quite challenging to disengage when our emotions are running high. Next, step back and decide whether this situation is best served by using the avoiding conflict style. Finally, if appropriate, you may decide to inform the other person of your decision to not engage in the conflict situation. How about we take a look at what avoiding style looks like in a role play? Let’s bring back our friends Anna and John. Remember, Anna works on a team with John. John and Anna are in conflict because John doesn’t get his work delivered on time. This causes Anna to have to rush and work late hours. She still feels responsible to deliver on her commitment to Tom, their team leader. Here is Anna choosing the avoiding style. – Hey John, can you do me a favor? Can you please get your data report in on time? When your report is delayed I have to rush and work weekends. – Notice Anna’s tone of voice and body language is calm and confident. – I don’t know what you want me to do, I’m not getting the data on time either. – Anna is taken back, she notices that John is very stressed. She feels an urge to step in to assert her needs, but she decides now is not the right time. – Okay John, I can see that you’re frustrated. Let’s just take a day to think of ways to make it better for you, and we’ll catch up at another time. – Okay, great. Sounds good. – Anna has defused the situation with managing herself well. She notices that this stressed behavior is quite unusual for John and she decides that when she has more time she will dig deeper. John is calmer because Anna’s calm reaction to him has impacted him. Here’s something important to note: in any conflict situation you can move from one style to the next, it all depends on what you’re observing in the moment that will best serve the situation. Of course there’s some watch outs with using the avoiding style. Make sure it doesn’t become your default style. If avoiding becomes your default your needs don’t get met, and it can create resentment. That increases internal stress that can really impact your wellbeing. It can also eventually lead to more conflict. When you habitually avoid conflict it also prevents new solutions from surfacing because there’s no robust dialog. It undermines the opportunity to develop strong, healthy partnerships where everyone feels valued and respected. Another watch out is to not always avoid when the situation is emotionally charged. When the other person habitually uses emotion to avoid being accountable, it may be appropriate to find a different conflict style. I hope you can see how avoiding can be added to your toolkit of conflict styles. It can really help you be more effective in managing team conflict. Now, turn to a current conflict situation you are faced with, do a quick assessment using the five conflict styles worksheet to see whether this style will be useful for you.
Managing conflict well opens up opportunities
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– Team conflict. What do you feel now when I say those words? I hope you feel more confident in your ability to manage conflict well. I hope you’re inspired to be part of and lead teams that help people work together to achieve goals productively and trust one another even in challenging circumstances. Remember, the difference between a healthy and a dysfunctional team starts with you. When you decide to help your team manage conflict in a healthy way and practice the skillsets we learned, you grow your influence, your impact in your team, and in your organization. My takeaway from leading teams in Fortune 500 companies is that leaders who are great at managing teams get tapped for the best opportunities. Our world is going through tremendous change and ambiguity. Industries and companies are rapidly being transformed through technology and globalization. Our world needs leaders like you, you who care deeply about making a difference. No difference can be made on your own. It has to be by harnessing the talent and engagement of others. And, it has to start with you taking personal accountability for helping your team become both productive and fun. I wish you tremendous luck in bringing this learning to your workplace. Remember, practicing what you’ve learned is the most important thing. Please feel free to connect with me on LinkedIn so you can share your stories. Thank you for letting me share what I care about with you so that together we can help create workplaces that positively impact and transform our people and our world.[supanova_question]
Result section Total 36 people were participated in the survey about ‘’What
Result section
Total 36 people were participated in the survey about ‘’What make citizen happy?’’
I have 4 research questions:
RQ1 Economic factors play main role?
RQ2 How cultural differences effect people happiness?
RQ3 Genetic inheritance effect people happiness? How?
RQ4 How basic needs effect people happiness?
Gender (Graph 1)
(Result show us 22 males, 14 females are participated my survey)
AGE (GRAPH 2)
(My survey participants are mostly between 17-25 ages)
Graph 3
Satisfaction level about country’s law policy
Graph 4
(This question is about some service satisfaction level of participants)
Graph 5
Satisfaction level about country’s economy[supanova_question]
Prompt 1: Shakespeare Essay Outline Introduction (1st paragraph)—Start with a hook that
Writing Assignment Help Prompt 1: Shakespeare Essay Outline
Introduction (1st paragraph)—Start with a hook that grabs your reader’s attention. Present a claim that tells your audience your position—Does Shakespeare still matter? Does his writing reflect the human condition today, and is his work still relatable? Give your two to three reasons. (3-7 sentences)
2nd paragraph—Explain your first reason with textual evidence from sources (3-7 sentences).
3rd paragraph—Explain your 2nd reason with textual evidence from sources (3-7 sentences).
4th paragraph (optional)—Explain your 3rd reason with textual evidence from sources (3-7 sentences).
Conclusion / final paragraph—Summarize your main points in different words, and put emphasis on what you really wanted your reader to learn from your argument. [supanova_question]
Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University ??????? ???????
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
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College of Administrative and Financial Sciences
Assignment-3
MGT322 – Logistics Management
Deadline: 04/12/2021 @ 23:59
Course Name: Logistics Management
Student’s Name:
Course Code: MGT322
Student’s ID Number:
Semester: 1
CRN:
Academic Year: 1443/1444 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Logistics Management
ASSIGNMENT -3
Submission Date by students: Before the end of Week- 13th
Place of Submission: Students Grade Centre
Weight: 05 Marks
Learning Outcome:
Illustrate the concepts of logistic system operations used in logistic systems, time based management and lean thinking.
Interpret the use advanced theory and methods to identify inefficiencies in supply chains
Assignment Workload:
This assignment is an individual assignment.
Critical Thinking
The purpose of this assignment is to identify and apply Logistics and Supply Chain Management concepts/tools to suggest logistics performance priorities.
Use Saudi digital Library (SDL) search engine.
Search Title: THE BENEFITS OF LEAN MANUFACTURING what lean thinking offers the process Industries
Authors Name: Melton,T
Source: In 7th World Congress of Chemical Engineering, Chemical Engineering Research and Design June 2005 83(6):662-673
Read out the research paper carefully and based on your understanding you should answer the following questions.
Questions:
Why Manufacturing Companies focuses on Lean Thinking? (1.5 Marks)
What do understand by the term overproduction? Why it consider as the biggest waste of all? (1.5 Marks)
Assess the reasons for using lean thinking. What are the benefits from Suppliers to end users? (1.5 Marks)
References (0.5 Marks)
The Answer must follow the outline points below:
Each answer should be 400 to 500 range of word counts.
Lean Thinking Concept
Their Main functions
Reasons with suitable Examples
Reference
Note: You can Support your answer by reading chapter 7 of your book.
You can use secondary source available on internet.[supanova_question]
Complete this document and submit it with references on Blackboard by the
Complete this document and submit it with references on Blackboard by the due date
Informative References
Your speech will be a brief presentation informing a specific professional (post-college) audience at a specific event about a specific topic of interest to them. (TED talk is too general.) Your presentation should be thoroughly researched, and include current information that is new to the majority of your audience members. You should have explored reference availability on each topic, and feel confident that you will be able to meet the assignment requirements in this regard. You will not be able to change your topic once it has been submitted.
STUDENT NAME: Ammar Alkhafaji
AUDIENCE / SITUATION PROFILE:
The Exhibit Hall at the San Diego Convention Center, in front of 50 cognitive scientists who are researching and studying the development of brains throughout different stages of life
TOPIC:
The internet’s effect on intelligence
SPECIFIC PURPOSE:
To inform the audience about the relation between intelligence in humans and it’s correlation with the internet
CENTRAL IDEA:
While the internet can be educational, People should learn to be productive and achieve their tasks even if they don’t have access to the internet to help them because depending on the internet for the simplest tasks will make people less engaged in being creative and finding solutions to problems, it prevents social interaction, and it is not always intellectually stimulating.
THREE MAIN SUB-SECTIONS:
depending on the internet for the simplest tasks will make people less engaged in being creative and finding solutions to problems.
It prevents social interactions because less people will ask other people for help and they’ll seek the internet’s help to fix their problems.
It affects the brain growth of people and makes them less flexible and easier to be replaced.
REFERENCES:
On the next page, include at least 5 resources you have identified that you believe will be useful in supporting your presentation. You may eventually not use all of these, or may find additional ones in the next week, but you should have identified at least 5 that meet the criteria for the assignment.
Do your best to list them here in APA style, as that will allow your instructor to assess their quality and credibility. Do not just supply search links for database articles; give the title, author, etc. The next page supplies the basic APA formats; for more information, visit https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_style_introduction.html
References
NICM Health Research Institute, Western Sydney University. (2019, June 5). How the Internet may be changing the brain. ScienceDaily. Retrieved November 14, 2021 from www.sciencedaily.com/releases/2019/06/190605100345.htm
Kaminska, J. (2019, August 7). How is the internet affecting our intelligence? – Joanna Kaminska. Medium. https://medium.com/@asqqask/how-is-the-internet-affecting-our-intelligence-3c0f7dedb5bf
Firth, J., Torous, J., Stubbs, B., Firth, J. A., Steiner, G. Z., Smith, L., Alvarez?Jimenez, M., Gleeson, J., Vancampfort, D., Armitage, C. J., & Sarris, J. (2019). The “online brain”: how the Internet may be changing our cognition. World Psychiatry, 18(2), 119–129. https://doi.org/10.1002/wps.20617
Tarawneh, R. (2020, February 26). How does the internet affect brain function? Wexnermedical.osu.edu. https://wexnermedical.osu.edu/blog/how-internet-affects-your-brain
Sharkey, L. (2019, June 14). How the online world is affecting the human brain. Www.medicalnewstoday.com. https://www.medicalnewstoday.com/articles/325461
Pasquinelli, E. (2018, September 11). Are Digital Devices Altering Our Brains? Scientific American. https://www.scientificamerican.com/article/are-digital-devices-altering-our-brains/[supanova_question]