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University Class Assignment Last Psychology Paper.edited (2).edited-1.docx 90775 80752 Document Details Submission ID trn:oid:::1:2788018887 Submission Date Dec 18, 2023, 1:42 PM UTC Download Date Dec 18, 2023, 1:44 PM UTC File Name AgADXxMAAvGTCVA File Size 26.6 KB 12 Pages 2,947 Words 16,638 Characters Page 1 of 14 - Cover Page Submission ID trn:oid:::1:2788018887 Page 1 of 14 - Cover Page Submission ID trn:oid:::1:2788018887

How much of this submission has been generated by AI? 0% of qualifying text in this submission has been determined to be generated by AI. Caution: Percentage may not indicate academic misconduct. Review required. It is essential to understand the limitations of AI detection before making decisions about a student's work. We encourage you to learn more about Turnitin's AI detection capabilities before using the tool. Frequently Asked Questions What does the percentage mean? The percentage shown in the AI writing detection indicator and in the AI writing report is the amount of qualifying text within the submission that Turnitin's AI writing detection model determines was generated by AI. Our testing has found that there is a higher incidence of false positives when the percentage is less than 20. In order to reduce the likelihood of misinterpretation, the AI indicator will display an asterisk for percentages less than 20 to call attention to the fact that the score is less reliable. However, the final decision on whether any misconduct has occurred rests with the reviewer/instructor. They should use the percentage as a means to start a formative conversation with their student and/or use it to examine the submitted assignment in greater detail according to their school's policies. How does Turnitin's indicator address false positives? Our model only processes qualifying text in the form of long-form writing. Long-form writing means individual sentences contained in paragraphs that make up a longer piece of written work, such as an essay, a dissertation, or an article, etc. Qualifying text that has been determined to be AI-generated will be highlighted blue on the submission text. Non-qualifying text, such as bullet points, annotated bibliographies, etc., will not be processed and can create disparity between the submission highlights and the percentage shown. What does 'qualifying text' mean? Sometimes false positives (incorrectly flagging human-written text as AI-generated), can include lists without a lot of structural variation, text that literally repeats itself, or text that has been paraphrased without developing new ideas. If our indicator shows a higher amount of AI writing in such text, we advise you to take that into consideration when looking at the percentage indicated. In a longer document with a mix of authentic writing and AI generated text, it can be difficult to exactly determine where the AI writing begins and original writing ends, but our model should give you a reliable guide to start conversations with the submitting student. Disclaimer Our AI writing assessment is designed to help educators identify text that might be prepared by a generative AI tool. Our AI writing assessment may not always be accurate (it may misidentify both human and AI-generated text) so it should not be used as the sole basis for adverse actions against a student. It takes further scrutiny and human judgment in conjunction with an organization's application of its specific academic policies to determine whether any academic misconduct has occurred. Page 2 of 14 - AI Writing Overview Submission ID trn:oid:::1:2788018887 Page 2 of 14 - AI Writing Overview Submission ID trn:oid:::1:2788018887

1 Last Psychology Paper Student’s Name Institutional Affiliation Course Name and Number Instructor’s Name Due Date Page 3 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 3 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

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2 Last Psychology Paper Abstract This paper looks at the fiddly inner workings of groups based on personal experience inside and outside class. The essay examines how controversy, conflict, and decision affect group processes and interactions. During a project presentation to an exploratory client, our group debated our chosen model. Next, a project aimed at bullying adolescents gave rise to conflict. The solution also proved how valuable it is for preemptive communication and problem-solving. The scope of the industrial aspect required for technological projects provides a rich environment in which decisions are made, showing the importance of trust and inclusivity. The heterogeneous mixed workforce of our group has creative potential, but there are cohesion problems. This paper describes some such projects where I engaged in an institution where I previously worked, showing how open communication and working with participants foster positive group dynamics. It also offers guidelines for diversity as the prerequisite of innovation, solves group conflict, and promotes oneness. Page 4 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 4 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

3 Introduction The threads of controversy, conflict, decision-making, and diversity are complex in such an intricate and tangled tapestry as group dynamics. Having been involved in many groups inside and outside the classroom, I know how much these factors can increase or reduce a team's cohesion. Divergent opinions put forth at a critical time when presenting to the client bred controversy and showed that consensus and synthesis of all points of view were necessary. This project to prevent adolescent bullying ran into conflict for the first time. It also demonstrated how vital communication and a proactive approach was in resolving conflicts. Planning a technological project to boost the company's sales showed how expertise and confidence combine with crises rather than time limits. Moreover, in the case of a multicultural team, diversity was touched upon as an advantage from different points of view and, conversely, as a problem of communication differences. This essay considers concrete cases, connecting these to suitable theories and readings to understand the mysteries of group interaction and how we can foster an environment conducive to cooperation. Controversy is significant in group dynamics. One time, we prepared a presentation for a client. On planning for an important client presentation, differing opinions abounded. From finance to creative design, we brought a broad array of our choices into play. Some group members were, by nature, analytical and came up with a somewhat conservative attitude based on statistics. Nevertheless, creative people opted for a brash, stylish approach to entice the client. They ripped speech and beautiful pictures together in one mighty manner, which they believed would appeal to the client. Different opinions represented the wealth of our team's knowledge but highlighted how important it was to work collaboratively and resolve differences (Chapter 8: Controversy and Creativity, n.d.). This was an issue that went beyond difference of opinion. We Page 5 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 5 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

4 had to integrate these points of view and provide added value for the client. After that controversy, we took a period of expanded studies. Then, we started using mixed techniques-- conservative but innovative at the same time. It pointed out that differences within a team can bring about new ideas. In addition, it aided in enhancing our group's decision-making ability. We combined the two methods, making our client presentations more prosperous and complete. This controversy initially created a clear group split, significantly affecting communication and cooperation. With the growing number of opinions and those of a more significant difference from one another, team members became ensconced in their positions, which created a polarized atmosphere that threatened to destroy overall cohesion (Chapter 8: Controversy and Creativity, n.d.). This division prevented the free exchange of thoughts and was tense with conflict. Under such conditions, conducting constructive dialogue grew more complex. This discord was visible in all aspects of the team's work, lowering productivity as members needed help to coordinate towards achieving a single purpose. This fall was felt in team morale, notably a general change of attitude and lowered commitment on the part of members. Everybody was frustrated because of the inability to bring together different viewpoints and find a common path. This problematic period emphasized the need to nip controversy in the bud lest it eat into team cohesion. Everyone brings up the group's problems to talk about collectively. Here, proactive steps must be taken toward open communication, respect, and transparency. We stressed the controversy and had to reach a consensus among most members. For a start, there must be transparent and free exchanges of opinions. With this, we understood the underlying reasons for each preference among team members. We also decided to be a resource rather than an obstacle. This brainstorming session combined conservative and innovative elements, to which we all contributed. It fostered an atmosphere of openness and developed a so- Page 6 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 6 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

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5 called middle way that took the best from both sides (Chapter 8: Controversy and Creativity, n.d.). Rather than an adversarial approach, the focus was on familiar territory and common objectives. Later, we also made further moves that might have served to reduce the impact of controversy. If the group had decided on decision-making issues in advance, by some voting strategy or scheme for reaching consensus, there would be a way to resolve disputes. This step would have allowed the team to anticipate and avoid conflicts, making decision-making easier. Furthermore, using a third party's services has advantages in that the outside person can play an objective role and guide the group toward achieving consensus. Moreover, from such an external perspective could have emerged valuable suggestions and acted as a neutral mediator. Tasks should have been tailored if we had carefully measured team members' competence and taste. A spring system based on individual strengths would have yielded a far more balanced, equitable approach and got to the root of what made so much noise (Chapter 8: Controversy and Creativity, n.d.). If such an approach had prevailed, the individuality of every team member could have been accepted and respected. The result would have been a more friendly atmosphere where future disputes never arose. However, the method we adopted was the best as it combined both the methods chosen by the two teams and came up with a stronger one, which was a combination of both, making our client more satisfied. Conflict is an integral part of work in groups, but it is essential to solve chaos and conflict since they influence group performance. While working in the organization's CSR department, we were tasked by the Ministry of Education as a collective social responsibility to develop a project that they will employ to prevent adolescent bullying in learning institutions. Conflict arose since some members said they had more to do than others. Thus, some tasks needed to be completed, and time ran out before a deadline arrived. Communication style differences often Page 7 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 7 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

6 separated the project at different stages, altering the timetables as we had to solve them for this project to move on. It created friction between us and affected the whole group. These misunderstandings and different understandings of some members 'roles within the group touched off a conflict. The first apparent effect of the clashes was that team morale declined, and a tense atmosphere permeated all phases of the projects. As they struggled over these responsibilities and the assigned roles within their group, some needed to be completed, and some were carried out more than once. Our team then played a series of strategic moves to resolve this conflict. The group began by acknowledging the need for good communication between team members (Chapter 9: Managing Conflicts of Interest, n.d.). We also understood the significance of problems, opinions, and expectations; therefore, we held a special meeting for each member to discuss their role. The deliberate choice to build an atmosphere conducive to free and frank discussions became one of the pillars of our method in settlement work str, taking off a chain reaction inside group relations (Chapter 9: Managing Conflicts of Interest, n.d.). So, we gave them a platform to vent their anger, anxiety, and uncertainty to understand the sources of dispute. This process caused team members to go deep into their opinions and problems that should be resolved. Moreover, we understood that active listening was vital in conflict resolution, and thus, we adopted it. Understanding why group members acted as they did was left up to each team member and was another critical step toward solving this conflict. Through this, we established a climate that was not just about individual opinions but demanded joint comprehension of the group members (Chapter 9: Managing Conflicts of Interest, n.d.). With that, we moved on with a detailed conversation about how to divvy up jobs and duties within the group. That was the Page 8 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 8 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

7 prominent bone of contention between us. The purpose of this initiative was to avoid sources of possible confusion and set the workflow in order. Furthermore, this explanation of roles accompanied the settlement of existing problems and worked preemptively against future disputes over role ambiguity. We also thought of other ways to strengthen conflict resolution. We once invited our project supervisor to the organization. He also listed conflict and proposed another group meeting where every member could pick up a task from what was left on offer. The external interventions would have been an impartial pair of eyes, speeding up the settlement process by spreading it across a larger area (Chapter 9: Managing Conflicts of Interest, n.d.). Communication standards and project schedules also had to be determined. Decision-making in the group is one of the critical factors that may help promote or destroy group cohesion. In this organization, our department was tasked with developing a technological project that would impact sales through promotional activities. Four ideas on the software's different department members were raised, and every member wanted the organization to adopt them. One moment was when personal tastes, pressure from others, and constraints challenged our group, and some decisions had to be made (Chapter 7: Decision Making, n.d.). The group members' differences in expertise and backgrounds were a significant factor. Each one brought different capabilities and points of view on how the information came out and made decisions. The group's broad life experience and their understanding of different situations also contributed depth to this decision-making process, which was genuinely multilayered. Dynamics within our team were also primarily determined by the high trust and cohesion among group members. A prerequisite for practical cooperation is trust. Trusting people can offer different thoughts without being seen as partial. This high level of psychological safety laid the Page 9 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 9 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

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8 foundation for open communication and produced a framework for everyone to express their views. This sense of solidarity led to greater inclusiveness in decision-making and got us inside each member's mindset (Chapter 7: Decision Making, n.d.). The external factors of time pressure and project requirements further complicate our decision-making environment. An element of urgency was introduced under the pressure of deadlines and project milestones. Thus, the members had to seriously consider matters through fruitful discussion and come quickly to the crux of things lest time catch up with them. Negotiating this fine line prompted a study into decisions that would not affect quality and would boost and lead to more sales than others. Our participatory ethos enabled each member to express his ideas and participate actively in the discussion (Chapter 7: Decision Making, n.d.). On the one hand, this inclusivity provides the team members with power themselves where they own mutual belongings; they share responsibility for these belongings and become more strongly committed to decisions made by all group members. Since the organization was a group, we had to consider other members who worked in different branches globally. Thus, we could only use social media and technology to hold online meetings. It led to a more open, democratic decision-making atmosphere where everybody could share their ideas without fear of being judged, as the meetings were not physical. Consensus- building became a primary principle of our decision-making, where the group recognized and respected other views but actively sought common ground so that firm decisions could be reached up to which everyone agreed (Chapter 7: Decision Making, n.d.). We have stressed some methods to strengthen our decision-making process. This allowed us to avoid biases objectively and systematically when choosing options through structured decision-making procedures like SWOT analysis or Decision Matrix. Also, with a joint, periodic assessment of the decision- Page 10 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 10 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

9 making process, we could have gradually evolved in that direction, and everybody would know what needed refinement or improvement. If we had routinely reflected on the utility of our methods, we would have changed and evolved how to make decisions over time. Through the SWOT analysis, we could choose one of the cheaper and affordable software for most customers to improve our sales. Everyone in the group concurred and voted it as best that could be done for the organization. The existence of diversity within a group can have an enormous effect on the dynamics between members, as well as affecting its effectiveness and total performance. Working with a multicultural team allowed me to see the problems and how to overcome them. Diversity is the variations of professional experience, cultural backgrounds, and personal viewpoints in a workplace or a group. On the positive side, adopting ideas and experiences from different cultures impacted the group's creativity and innovation. With each team member having a different background and experience, we could get some insights into all kinds of problems with our learning. This dramatically broadened our basebands and stimulated thought in the discussions and decision-making in the team since each member’s view must be adopted (Chapter 10: Valuing Diversity, n.d.). It added to the group's ability to tackle vast and challenging situations and promoted equality as every member could feel their ideas were well represented. However, diversity has costs, which may impact the group's organization and functionality. Differences in communication styles, expectations, and work methods sometimes cause misunderstandings or conflict within the group (Chapter 10: Valuing Diversity, n.d.). We experienced conflict that resulted from diversity and learned how to handle these possible problems of difference by creating channels for mutually beneficial exploitation instead of competition. This recognition emphasized the value of systematic works. Page 11 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 11 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

10 In order to face up to the challenges of diversity and use its advantages, our group came up with many plans that go beyond lip service. We promoted accessible communication and created a forum for colleagues to dissect their cultural backgrounds. This proactive initiative to promote dialogue allowed us to get to the root of these potential problems and ensured that everybody understood each other better (Chapter 10: Valuing Diversity, n.d.). On top of everything else, it also laid down firm foundations for an overall solution strategy. Also, our principle of inclusiveness could be seen in the meetings and decision-making process. We created an environment where everybody feels welcomed and accepted, regardless of race or language. Quieter voices were heard, and people joined in actively since they felt part of the group and their views could be appreciated. This attention to inclusiveness successfully overcame early difficulties from different communication styles. We started running activities such as mentorships and knowledge talks to better advantage the talent pool in our international cast (Chapter 14: Team Development and Team Training, n.d.). Moreover, these initiatives became important methods of destroying the silos and helping to raise overall team competence. To foster inter-person cooperation, we paired people with very different abilities, encouraged skill transfer among team members, and created a lively environment of mutual learning (Chapter 14: Team Development and Team Training, n.d.). Diversity requires decision-making processes to be broadened. Recognizing that decisions made with contributions from all sides were more comprehensive and reflected our complicated problems better, we actively pursued a consensus-building approach. Putting decision-making power into everybody's hands also decreased the chance that any perspective would take over, justifying its call for democratic teamwide problem-solving. Page 12 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 12 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

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11 Our group took some admirable steps but still had more room for development. Cultural intelligence training sessions and effective communication across differences shortened this adaptation period. There would have been additional weapons to use against the conflicts arising from differences in perspective, and an atmosphere of inclusiveness would have been created (Chapter 10: Valuing Diversity, n.d.). Furthermore, a feedback mechanism to foster dialogue on the impact of diversity on teamwork would have also been refined. Frequent reviews allowed people to give feedback, suggest improvements, and show gratitude for our diversity. In conclusion, threads like controversy and conflict wind intertwined with those defining decision-making in the weave of group functionality in the various groups I was involved in. Properly channeled controversy can be a test of the beginning of innovation. For illustration, client presentations often embrace alliances between conservative and innovative measures among apprentices. It needs active countermeasures such as open channel communication and territory definition. Decision-making becomes a juggling act between expertise, trust, and inclusiveness. It not only determines project and product results but also affects team cohesion. Diversity, a source of creativity and foe to harmony, calls on all sides for efforts toward interaction and mutual comprehension. Through these team exercises, it is evident that strategic thinking and clear communication are essential. Our experience has taught us how important cooperation is in finding a solution. Once we enter the intricacies of group dynamics, learning from theory and experience becomes essential in creating spaces where individual differences mean strength; controversies provoke creativity, conflicts are chances to resolve things, and decisions equate with wisdom gained on behalf of everyone. References Chapter 7: Decision Making. (n.d.). Page 13 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 13 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

12 Chapter 8: Controversy and Creativity. (n.d.). Chapter 9: Managing Conflicts of Interest. (n.d.). Chapter 10: Valuing Diversity. (n.d.). Chapter 14: Team Development and Team Training. (n.d.). Page 14 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887 Page 14 of 14 - AI Writing Submission Submission ID trn:oid:::1:2788018887

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