SOCIO-ECONOMIC

Business Consulting Report

[YOUR NAMES GO HERE]

Management 448/548Spring 2016

Place Colorful IMAGE or PHOTO OF THE BUSINESS, & Your TEAMHERE

Client: Health alternatives, Dr. Joni New commer, phone, and address

Prepared For: ABC

 

PART I.

Step 1 – Diagnostic (A-spiral: Diagnostic, Project Plan, Implementation, & Evaluation of Results) 12

Step 2 Time Management Tool: Spiral B’s first tool 18

There are some questions which will guide and give an insight to know excess time on wrong stuff, deficient time, more value added time, preventing Dysfunctions and changing the strategic decision time. 20

1st DYSFUNCTION: EXCESS TIME ON WRONG STUFF.. 20

  1. How much time do you spend putting out fires? None. 20
  2. How much time do you spend doing things others could be taught to do? None. 20
  3. How much time do you spend doing other people’s jobs that don’t show up? None. 20

2nd DYSFUNCTION: DEFICIENT TIME.. 20

  1. How much time do you spend correcting mistakes other make? None. 20
  2. How much time do you spend because materials are not right? None. 20
  3. How much time do you spend in rework? None. 20

3rd More Value Added Time. 20

  1. How much time do you spend that is adding value in the long-term? 10%… 20
  2. How much time do you spend expanding your market? Right now 90% (it’s all I’m doing!). 20
  3. How much time do you spend innovating? 5%… 20
  4. How much time do you spend implementing strategic moves? None. 20

4th PREVENTING DYSFUNCTIONS. 21

  1. How much time do you spend training so dysfunctions do not happen? 5%… 21
  2. How much time do you spend creating systems that work well so dysfunctions don’t keep happening again and again? 5%… 21
  3. How much time do you spend listening to people you work with so you learn together to stop dysfunctions before they happen? I speak with fellow Jin Shin Jyutsu practitioners occasionally. 21

5th CHANGING THE STRATEGIC DECISION TIME.. 21

  1. How much time do you spend changing the direction of this business, so you get results you want to get? 5%… 21
  2. How much time do you spend changing the rules of the game (procedures, policies)? 5%… 21
  3. How much time do you spend redeploying resources needed to get job done right? 5%… 21
  4. How much time do you spend developing new technology processes to get it done right every time? 5% 21
  5. How much time do you spend developing the kind of flexible, agile management system that stops the bureaucracy, so you getting to success? None. 21
  6. How much time do you spend developing human potential? 100% – my clients’ human potential! 21
  7. How much time do you spend developing a sustainable business (profit, people, & planet)? 100% 22

Step 4 – Project planning (A-spiral) done collaboratively with your client. 22

Step 5 – Strategic Piloting Logbook tool (B-spiral) 22

Step 6 –CHANGE PROCEDURES to change Rules of the game – (C-spiral) 23

Step 7 – D2 – Datability – What are the most important datable moments in the life story of the business?  23

Step 8 – Mirror Effect meeting with client (A-spiral, part of D-P-I-E cycle) 23

Step 9 – Implement project in collaboration with your client (A-spiral) 25

Step 11 – Resource Deployment (C-spiral) 25

Step 12 – D3 and D4 (Q-Spiral: Durability and Dissolvability) 26

Step 13 – Evaluation (A-spiral) evaluate results of the project using the piloting Logbook indicators you have to date. 26

Step 14 – Competency Grid (B-spiral) 26

Step 15 – D5, D6, D7 (Spiral: Destining, Deployment, & Dwelling) 27

Step 16 – Evaluation – (A-spiral) Evaluate Project # 2, Diagnostic, Project plan for 3rd project 27

Step 17 – I/E SP (Internal/External Strategic Plan) (B-spiral Tool 5) 28

Step 18 – More D’s (Spiral: Deseverance & Drafts) 28

Step 19 – Complete the Evaluation (A-spiral) of the 3rd project 29

Step 20 – PNAC (Periodically Negotiable Activity Contract) 30

Step 21 – Technological, product market, management systems, and develop human resources C-spiral 31

Step 22 – Last D’s (Spiral: Dispersion & Detaching) 31

Step 23 – Spiral-Updraft 31

Virtue and Principal –Based Ethics SECTION OF REPORT. 32

References. 33

 

 

 

Business Name: Health Alternatives

Part I

Executive summary:

Health alternatives owned by Dr. Joni. Newcomer, ND owner. She is also the manager of environment policy and sustainability in New Mexico University. She is doing many project for the sake of people. She also works in New Mexico recycling coalition. She introduce many broachers, posters and flyers also for the campaign, she launched. Now she wants to make a new company which is about health alternatives. She is working on this business with almost 25 years but for the last ten years, she has been working with New Mexico state university. So she can’t be able to continue with this health care business. Now, she is starting again her project. She wants to provide medicines and other energy works to their clients. She will attend their clients one by one and provide better service. Basically, she wants to provide the different health alternatives to their clients.

Three main consultant recommendations:

First recommendation:

My first recommendation to Joni newcomer is to increase public awareness. Since this is start up business. Joni will do many things in near future so she needs to aware people about her business and their importance. She needs to make an online website so that people can easily trace and get information about the services which provide the Joni. She needs to provide free registration. After the registration, clients can get information about the website and the financial services. Websites should be understandable and simple so every category of people can understand about the services. The complex websites are not easy and users don’t like to check that websites. So she needs to make easy websites and easily understandable.

Second recommendation:

Second recommendation is to make funds research and create evaluation efforts. She has connection with social media so she needs to make more contact through facebook, twitter and instagram. From there, she can easily collect funds and with the client’s effort, she can make more clients. From these social media, she can share the details of their services and facilities. With the help of social media, she can easily collect clients.

Third recommendation:

Third recommendation is she needs to give time to this business also because she is busy with other university projects. So, she needs to give proper time to this business also and then she can make proper clientage and then after few years her business will be expand and prosperous. She is spending only 5% time to innovation. So she needs to give at least 40% time to create ideas. Effective and proper communication is also a big tool for any success. So she needs to give proper time to his partner Shin Jyutsu.


 

Introduction:

I will now introduce to Dr. Joni newcomer about key consulting concepts, SEAM 4-leaf, A-B-C SPIRAL Model, and 3 D-P-I-E ‘s to create spiral of momentum for implementing SEAM, and summarize results of 3 mirror effect meetings (one for each D-P-I-E).

 

Figure 1: SEAM 4 – LEAF

 

SEAM 4 – leaf:

SEAM stands for socioeconomic approach to management. The interaction is on the left side and behaviorism is on the right side of the seam leaf.  This SEAM approach helps you to understand the strategy step by step as compared to urgent one. This approach is more effective, efficient, fast and increase more growth.

With the help of this approach, you can make clear objectives. It is very helpful to you because you need time to complete your business process so this approach would work step by step. This approach connects the management tools together. SEAM can transform all he dysfunctions into the positive financial consequences.

The real story lies in the 6 financial consequences that have hidden costs and from all the dysfunctions. These are as follows:

  1. Excess Salary
  2. Overtime
  3. Risks
  4. Non-creation of potential
  5. Over consumption
  6. Non- production

 

 

 

 

Figure 2: A-B-C-D Spiral Model

 

In this model, the whole process can be easily complete. His model explains the min directions, rule of the game, resources redeployment, and technological organizational and procedural changes. This process connects with each other in alphabetical order.

A connect with B then connects with C and then connects with D. Mirror effect is also very useful because with the help of this you can deal face to face meeting with the client, you can talk directly with your clients.

Figure 3: D-P-I-E Loops

You can use these tactics to improve your communication skills. You can improve your tactics.

Part II: Report is organized in 23 Consulting Steps:

Step 1 – Diagnostic (A-spiral: Diagnostic, Project Plan, Implementation, & Evaluation of Results)

In this step, 11 spiral D questions are asked from the client; in the start six domains of Dysfunction are asked. We asked all the questions like what are the working conditions. What is your work organization?

3Cs (communication, Coordination, Cooperation)? Time management? Training? Strategic implementation? After asking these questions we recorded all the answers given by our client for our analysis to give better recommendations to our client.

Table 1:

Please add answers here, I don’t have

Table 2

11 D’s of Quantum Storytelling Questions

 

11 D’s Q to ask your client Answers given by our client
Directionality What is the directionality of the business processes; to what future are they headed? This is a start-up company that will always consist of just the owner (by choice).  She does individual consultations for alternative medicine and energy work and meets with clients one-on-one.  Her hope is to work with 2-3 clients per day.
Datability  What is the datability of the business process developments? Pivotal dates are the purchase of a home with a separate guest house as the healing room – this should be done by May 1, 2016.  Dr. newcomer will be slowly building up her business for the next couple of years until she retires and then her business will have enough clients to support her during her retirement.
Duration What is the duration of various business processes? Joni has owned her own healing business off and on for 25 years, but for the last ten years has been working at the university so hasn’t done her healing work and so has lost all her previous clients.  It’s time to build up her clientele. She anticipates this taking three years.
Disclosability What is the disclosability of the future business processes revealed to you? Having owned her own healing business before, dr. newcomer is very familiar with what needs to be done for her business.  The hard part is the marketing aspect because word of mouth is 99% of the way she markets.
Destining What is the destining of the processes unfolding in ways you can foretell? Follow up, in fore-caring, fore-structuring, fore-having, fore-conceiving. Alternative medicine and energy work are not very familiar ways of healing in Las Cruces, so the main difficulty for Health Alternatives is education on her particular healing art, Jin Shin Jyutsu. Connecting with others through social events is an excellent way to get out there and talk to others personally about what she does.
Deployment What is the deployment of business processes, in-order-to, for-the-sake-of? Since the business is in the first stages of beginning, there are no existing processes other than joni talking to people about starting her own business and educating about Jin Shin Jyutsu. Eventually joni will have a website.  Currently the students made her a Facebook page, Instagram account, and email address.
Dwelling What is the dwelling, in-place in the world of business processes? Since this is an unusual business, the place in the world of business is different than most businesses.  People need to “think outside the medical box” to get a better understanding of what Health Alternatives is all about and why you would want to pay joni for her services.
De-severance What is the de-severance (de-distancing) of space-time-mattering? Since this is a start-up business bringing things from afar to close up is about all joni will be doing for the next few years.  dr. newcomer will has a clear picture of the far away and the difficulties to bring them close and current.
Drafts What are the drafts, updraft, and downdraft, into tighter (down) orbits, or into more open outer orbits (up), and the turning points from one draft to another? Strategic choices for a start-up business are hugely important.  What do the marketing brochure, business card, and website look like? What events should joni attend that will benefit her business? Will the new healing room/guest house encourage clients to hire joni for “intensive” sessions (two sessions a day for a week)? What will joni charge? These are a few of the strategic choice points.
Dispersion What is the dispersion of processes, too diverse, or consolidating them? It will take a bit of time to determine how to deal with this question.
Detaching What is the detaching from being drawn into theyness, they-relations, they-self and finding a path of own most authentic potentiality-for-Being-a-whole-Self? Dr. newcomer is very familiar with being the “odd-man-out” and is very comfortable doing work that is not very typical.  Marketing and increasing her clientele is familiar to her.

 

 

 

 

Step 2 Time Management Tool: Spiral B’s first tool

This is the first and most important tool of Spiral B. all other tools are based on this tool. He three main important things are time management, time planner and master list. It is also used to maximize the productivity. You need o make list and then you have to manage the time for each single task. Firstly, make master list which include daily activities then the next step will be to make the list as the order of the priority.

When you organize the master list, then you can easily spend your hours accordingly. You can for up o years in advance. This will increase the productivity and you can finish many things on time.

 

 

 

Figure 4: The Five Aspects of Time (click on the figure above to change the image)

For example, the new time management after 3 interventions could look like this

 

There are some questions which will guide and give an insight to know excess time on wrong stuff, deficient time, more value added time, preventing Dysfunctions and changing the strategic decision time.

1st DYSFUNCTION: EXCESS TIME ON WRONG STUFF

1.         How much time do you spend putting out fires? None

2.         How much time do you spend doing things others could be taught to do? None

3.         How much time do you spend doing other people’s jobs that don’t show up? None

2nd DYSFUNCTION: DEFICIENT TIME

1.         How much time do you spend correcting mistakes other make? None

2.         How much time do you spend because materials are not right? None

3.         How much time do you spend in rework? None

3rd More Value Added Time

1.         How much time do you spend that is adding value in the long-term? 10%

2.         How much time do you spend expanding your market? Right now 90% (it’s all I’m doing!)

3.         How much time do you spend innovating? 5%

4.         How much time do you spend implementing strategic moves? None

4th PREVENTING DYSFUNCTIONS

1.         How much time do you spend training so dysfunctions do not happen? 5%

2.         How much time do you spend creating systems that work well so dysfunctions don’t keep happening again and again? 5%

3.         How much time do you spend listening to people you work with so you learn together to stop dysfunctions before they happen? I speak with fellow Jin Shin Jyutsu practitioners occasionally

5th CHANGING THE STRATEGIC DECISION TIME

1.         How much time do you spend changing the direction of this business, so you get results you want to get? 5%

2.         How much time do you spend changing the rules of the game (procedures, policies)? 5%

3.         How much time do you spend redeploying resources needed to get job done right? 5%

4.         How much time do you spend developing new technology processes to get it done right every time? 5%

5.         How much time do you spend developing the kind of flexible, agile management system that stops the bureaucracy, so you getting to success? None

6.         How much time do you spend developing human potential? 100% – my clients’ human potential!

7.         How much time do you spend developing a sustainable business (profit, people, & planet)? 100%

 

Step 3 – Direction (C-spiral), which is also the 1st D-question (Directionality)

This is a start-up company that will always consist of just the owner (by choice).  She does individual consultations for alternative medicine and energy work and meets with clients one-on-one.  Her hope is to work with 2-3 clients per day. She will provide the new facilities and services to their patients rather than medicines. She wants to introduce new things in the way of their clients.

Step 4 – Project planning (A-spiral) done collaboratively with your client.

A spiral is also known as D-P-I-E cycles. This cycle is doing three small projects. These three projects are: (Boje, 2012)

Diagnostic

Implementation

Evaluation of result

Step 5 – Strategic Piloting Logbook tool (B-spiral)

I his step, we will set the indicators. These are as follows:

  • Time
  • Strategic piloting notebook (SPLB)
  • Priority action plan (PAP)
  • Competency grid (CG)
  • Internal/External Strategic Action Plan (I/ESAP)
  • Periodically Negotiable Activity Contract (PNAC)
  • Q-Spiral Updraft (Draft is also the 9th D question)

There are some types of indicators also:

Type 1: EVERYDAY PERFORMANCE INDICATORS for SPL:

This type consists of internal and external activity. Internal activities include weekly, monthly and daily activities. External activities include overall environment challenges.

Type 2: CREATION OF POTENTIAL – INDICATORS for SPL:

This type consists of the schedule which indicates when, what and why. In this type, you have to prepare the list of dysfunctions. Then you have o linked this list with development actions. It also includes the qualitative and quantitative indicators which guides how dysfunctions are being created and how team members are worked in project management.

Step 6 –CHANGE PROCEDURES to change Rules of the game – (C-spiral)

Change is the “rule of the game”. So it is necessary to make changes time to time. It enhances the productivity also. If you will work in the same routine, you will be fed up easily.

Step 7 – D2 – Datability – What are the most important datable moments in the life story of the business?

Joni really love to help people. She was and expert in the healing therapy as an alternative way of health provision process. She said that she usually loved to hear people describing how they are healed without the use and side effects of the contemporary medicine. Joni is well aware of the advancements made in the field of alternative medicine and is ready to adopt to new changes.

Step 8 – Mirror Effect meeting with client (A-spiral, part of D-P-I-E cycle)

Report for MIRROR EFFECT Meeting (Required Summary Table of Costs of Keeping Going the Way its Going)

Dysfunction, Structure, Behavior, Hidden Cost OBSERVED Frequency of Each Estimated Cost of each Occurrence SUBTOTAL of Cost & or Untapped Revenue Reasons for Each IDENTIFY ROOT-STEM: DOWNWARD ECONOMIC PERFORMANCE SPIRALS
1. HC: Absenteeism Excess Salary  Spiral
2. Dysfunction: Time Management Overtime Spiral
3. Behavior: Conflict of two press operators Overconsumption Spiral (wasted paper)
4. HC: nonquality Nonproduction Spiral (customer refused job)
5. Behavior: Professional Categories Noncreation of potential Revenue Spiral
6.  Dysfunction: Integrated Training Risk Spiral: some apprentice lost a finger
TOTALS:
WEEK
MONTH
YEAR TOTAL
 

Here is another example of this sort of Table.

Table  – reporting 2ndMIRROR EFFECT Diagnosis –

Dysfunction, Structure, Behavior, Hidden Cost OBSERVED Frequency of Each Estimated Cost of each Occurrence SUBTOTAL of Cost & or Untapped Revenue Reasons for Each IDENTIFY ROOT-STEM: DOWNWARD ECONOMIC PERFORMANCE SPIRALS
1. Dysfunction:

Work conditions

Overtime (extra time spent doing non-value producing activity)
2. Dysfunction: Communication-coordination-cooperation Excess salary (time is spent clarifying or communicating instead of producing)
3. Dysfunction: Work organization Nonproduction (potential clients lost due to lack of staff)
4. HC:

non-quality

Nonproduction (potential clients lost due to refined image)
5. Dysfunction: Time management Nonproduction (time spent doing nonrevenue creating activities)
6.  Dysfunction: Strategic implementation Nonproduction (loss of potential buyers)
TOTALS:
Weekly
Annual


YEAR TOTAL

   

   

 

 

Step 9 – Implement project in collaboration with your client (A-spiral)

In this step, we will evaluate all the measures we taken. This is the implementation stage. Clients needs to give more time to her business and also needs to become aware about her services to the general public.

Step 10 – Priority Action Plan tool (B-spiral)

Table 4 – Priority Action Plan Tool (adapted from Savall et al, 2008: p. 100).

STRATEGIC AXES OBJECTIVES PRIORITY ACTIONS PEOPLE CONCERNED JAN FEB MAR APR MAY COMMENTS
  1. Crowd Funding proposal Lucky Ant’s Crowdfunding for Small BusinessesRocketHub.org – The Community for Creative Crowdfunding                
  2.                
  3.                
PRINCIPLES: Spurring Energy Decentralization Synchronization Enhancing Vigilance

 

 

Step 11 – Resource Deployment (C-spiral)

Since the business is in the first stages of beginning, there are no existing processes other than joni talking to people about starting her own business and educating about Jin Shin Jyutsu. Eventually joni will have a website.  Currently the students made her a Facebook page, Instagram account, and email address.

Step 12 – D3 and D4 (Q-Spiral: Durability and Dissolvability)

Joni has owned her own healing business off and on for 25 years, but for the last ten years has been working at the university so hasn’t done her healing work and so has lost all her previous clients.  It’s time to build up her clientele. She anticipates this taking three years.

Step 13 – Evaluation (A-spiral) evaluate results of the project using the piloting Logbook indicators you have to date

The project will yield very positive results with respect to the efforts made by Joni. She will be able to have more clients and increase the popularity of her business on the internet with the help of her website also using her contacts over the Facebook and other social media mediums. As a business consultant, our primary goal will be to assist her communicate effectively with her clients and convince them that the health services provided are beneficial for them. The clients will be made aware of the out of the box healing processes that Joni will implement to heal them.

The mirror effects will focus on the feedback of the business and the potential clients. The recommendations will then be based on the feedback.

Step 14 – Competency Grid (B-spiral)

Existing competencies: Joni is expert in her particular healing art, Jin Shin Jyutsu. She owned a healing business for 25 years so she is an expert in what she does. This is her strength.

Competencies required: Joni has been out of business for 10 years, which is why she might need to refresh her techniques and learn about new practices that are present today. As internet is a large part of promoting her business, she would need to know to use to effectively interact to the people with the help of her business Facebook page. Also the new business is having a website set for it so she would need to learn the basics of providing feedback to her customers via the website.

Step 15 – D5, D6, D7 (Spiral: Destining, Deployment, & Dwelling)

Alternative medicine and energy work are not very familiar ways of healing in Las Cruces, Dr. Joni needs to focus on educating her clients about the healing art, Jin Shin Jyutsu, especially. She sees herself to be on the top of her business within a few years. But there is a tough competition between the already established medical practices and the alternative medicine. So it is going to be a hard rode for her. She would need to improve the practices that she is already familiar with and provide her clients the best services possible there to come on the top of her competition.

Step 16 – Evaluation – (A-spiral) Evaluate Project # 2, Diagnostic, Project plan for 3rd project

The project is diagnosed. Physical location for the business is decide here. The website will be set. Dr. Joni now need to be actively involved with her customers. Her evaluation will be done on the way she interacts with her customers in her healing office and also on the internet. She will be provided further suggestions to make her business more productive.

Step 17 – I/E SP (Internal/External Strategic Plan) (B-spiral Tool 5)

I/E SP (Internal/External Strategic Plan)

OBJECTIVES 2016 2017 2018 2019 2020
Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall
OBJECTIVE 1:

 

Locate office Design the office Marketing Working on clients Working on clients Working on client Working on client Working with client Working with clients Working with clients
Actions to fight against depletion of resources

 

Locate office within budget Find a designer with experience Define Marketing mediums effectively Work effectively and educate clients about healing process Work effectively and educate clients about healing process Work effectively and educate clients about healing process Work effectively and educate clients about healing process Work effectively and educate clients about healing process Work effectively and educate clients about healing process Work effectively and educate clients about healing process
OBJECTIVE 2:

 

    Teaching Teaching New marketing strategy Develop new classes Marketing through word of mouth Design new referral forms Working on the referral forms working on the referral forms
Actions to increase human potential

 

    Find an equilibrium between business and Teaching Find an equilibrium between business and Teaching Develop new strategies with systematic scientific tools   Tell people to educate others So more referrals can be achieved So more referrals can be achieved So more referrals can be achieved
OBJECTIVE 3:

 

      Marketing            
Actions that create SUSTAINABILITY

 

      Effective marketing            

 

Step 18 – More D’s (Spiral: Deseverance & Drafts)

New uplifts will be identified to Dr. Joni. She will be educated about potential market for her clients and the group of people she needs to focus on. She will be assisted in running online advertisement and educated about the importance of the new technological techniques that will add quality to her services. If the business has grown enough, new office with a fresh design will be suggested. It could also involve relocating the office to a location with an increased customer base.

Step 19 – Complete the Evaluation (A-spiral) of the 3rd project

The two main recommendation are to organize the office in a manner that it is more attractive to the customers and they enjoy the environment. To best utilize time by Joni so that she can manage her time between her personal healing business and the teaching job at the university. With the help of these strategies, Joni will be able to be effective at the teaching job and also at her office at the personal healing business. She will have an increased customer base. She will be able to assist new customers and as well the already existing customers.

Step 20 – PNAC (Periodically Negotiable Activity Contract)

 

PNAC (Periodically Negotiated Activity Contract)

NAME:________________________________ for 6 MONTHS

 

-Focus on your targets; negotiate ways to do them

☐-PNAC connects with PAP, Strategic Indictors & Economic Balance

-Economic balances compare cost of means to reach objective with returns once targets have been attained (in terms of potential gains)

-$$ incentives self-financed by reduction in hidden costs

Types of Objectives Objectives Weighting (of 100%) Target Level Means Metrics
CLIENT’S GENERAL TARGET

 

 

 

☐-Increase in New Clients 40% What: Finding People How:

Flyers Advertisement

☐-
Target

 

 

☐-Increase in Las

Cruces/ El Paso

20% What: Facebook How: New Page Number of

Followers

Your TEAM TARGET

 

 

 

 

☐-Increase client

base via

Instagram  Page

10 %

Get more followers

What:

Post  updates

How:

Show  what Joni

does  as a

practitioner

Number of

Followers and

Clients

INDIVIDUAL # 1 TARGET 1

 

☐-Involve

Increase Marketing

Skills

10% What:

Marketing

How:

Public Relations

☐-
INDIVIDUAL # 2 INDIVIDUAL TARGET 2

 

 

Go to marketing

events

10 % What:

Find appropriate

events

How:

Giving out

business cards

☐-

 

 

Step 21 – Technological, product market, management systems, and develop human resources C-spiral

Choices regarding the technology will be made. It will involve the introduction of new practicing tools that are present in the market and which has the potential of growing the healing business. Computer software will be deployed to keep the records of the customers safely. Decisions regarding the office assistant(s) will be made.

Step 22 – Last D’s (Spiral: Dispersion & Detaching)

This is the time of the healing practice by Joni where decisions are made about the status of the business. How successful it is and what changes need to be made to make it more successful. It might be time that there are technologies and/or processes that are not proving to be productive hence they can be retired. At this moment, Joni might be able to run her own business effectively which is a success for her as well me as a consultant.

Step 23 – Spiral-Updraft

Submit your final Report to client and instructors. What value-added did your work with the client lead to in terms of up-draft-Spiral? You are done. Make your presentation; get along on your pathway. Be sure to draw some Spirals with bridges, off-shoot-fractals, and not those lame looking f-spirals with single line looping this way and that.

Virtue and Principal –Based Ethics SECTION OF REPORT

 

If then there is some end of the things we do, which we desire for its own sake, and if we do not choose everything for the sake of something else clearly this must be the good and the chief good.” Although Katia markets Take Shape for Life, she genuinely cares about getting people healthier and helping them makes better decisions to improve their health.  (Aristotle, second book) and it is complete virtue in its fullest sense, because it is the actual exercise of complete virtue. It is complete because he who possesses it can exercise his virtue not only in himself but towards his neighbor also; for many men can exercise virtue in their own affairs, but not in their relations to their neighbor.” As mentioned before Katia has been through the Take Shape for Life Program and it was one of the only programs where she reached her health/weight loss goals. She chooses to reach out and help other people with their goals with a program that she knows firsthand that will work. (Aristotle, fifth book)

References

  • Boje, David. (2012). Quantum Storytelling. Accessed online at http://peaceaware.com
  • Aristotle (350 BCE). Nicomachean Ethics. Translated by W. D. Ross. On line version http://classics.mit.edu/Aristotle/nicomachaen.html or use 456k text-only version is available for download.