Death, Tragedy and Community at Wartime Essay Example for Free

Death, Tragedy and Community at Wartime Essay Dying in War: Implications for the family, the community and the social worker Death is a phenomenon that evokes mixed reactions and views from a community. For some, it a blessed release from the trials and problems of life. To others, it may very well be the end of the world when they lose a loved one. What remains constant however is the grief, bereavement and loneliness experienced by those left behind. Even more so when death was sudden and unexpected as like what happens in times of war, disaster, and terrorist attacks. Grief goes through many stages, each stage more difficult that the last. While most people generally manage to cope with time, some experience more difficulties and tend to develop psychological and emotional problems. During the First and Second World Wars, the knock of the postman was a thing of dread. They either brought telegrams summoning the sons and fathers of families for the draft or telegrams announcing the death or loss of loved one. An estimated 8 million military personnel in 14 European countries were killed in World War I, and 14. 4 million military personnel in 17 European countries were killed in World War II (Aiken, 2001, p. 111). Parents who suddenly lose their children such as what happened to most wartime mothers with adult sons usually have a harder time coming to terms with the death of their child (Gilbert, 2005, p. 6). The loss and feelings of helplessness and anger can be intense. There is a common belief that something is wrong when a parent buries his/her child. Most parents who have experienced this report that they feel dissociation with life and everything just felt so unreal (p. 6). That it is not right that parents should survive their children is often the thought that haunts bereaved parents. What role do social workers play in times of war and terror? Social problems are defined as the challenges that face and exist in communities (Hardcastle, Powers Wenocur, 2004, p. 62). It is the social workers job to help the community and its members formulate and implement solutions to these problems. Social workers usually work with problems related to economic disadvantages, illness and disability, crime and delinquency, abuse and maltreatment, service provision to special parts of the population and mental illness. All these problems call for leadership attention and trained intervention (p. 62). No situation can put all these things together more than times of war. What may be the biggest challenge to a social worker though is the task of helping a family and community deal with the sudden losses of loved ones in combat. In addition to this, they should also be prepared to cope with the rehabilitation of those who have been able to come back home but exist with scars that are not only physical but also mental and emotional. The events of September 11, 2001, though technically not a part of any formal war except the one on terror, had an impact that was not dissimilar to armed conflicts. There was confusion, anger, anxiety and above all, people who in an instant lost their loved ones. As with wartime, sudden death can only be viewed as unfair and untimely (Clements, Deranieri, Vigil Benasutti, 2004) For example, the September 11, 2001 terror attacks left behind families and children who have lost moms and dads in that instant. Even adults and children who were indirectly affected by the attacks have grown to suffer feelings of anxiety and shattered security in their personal and familial safety (Smith Reynolds, 2002). Besides the inevitable feelings of grief, children especially were left behind and often had to contend with nightmares and morbid pictures of the traumatic deaths their loved ones experienced as well as the stress and difficulty of trying to picture lives without mom or dad. It is also important to remember that the effects of trauma are not limited to those who suffer it directly (Sims, Hayden, Palmer Hutchins, 2000, p. 41) The ubiquity of television also afforded children at home not only news of the attacks but also vivid pictures and descriptions of the tragedy and all its violence. This made it even more problematic for children and people who have lost loved ones in the Twin Towers and the plane crashes as coverage of each horrific scene gave them fodder for the imagination and subsequent nightmares. The case of a 7-year old boy named Johnny is cited in the study (2002) by Smith and Reynolds. : Following the 9/11 attacks, Johnny developed a constant fear of his parents leaving home and getting killed by bad men. He also developed a phobia of elevators and would throw tantrums whenever his parents tried to make him use one. Johnny admitted to his therapist that his fear of elevator stemmed from a story he heard of how people in the Twin Towers were trapped and killed while riding in the elevators. (Smith Reynolds, 2002) Neither Johnny nor his family were directly involved or affected in the terror attack. The mental and emotional strain suffered by survivors and those affected by this very high profile event led to the American Psychiatric Associations setting up of counseling services focusing on grief, acute stress and Post Traumatic Stress Disorder (PTSD) (Smith Reynolds, 2002). The difficulty that most surviving relatives meet is in the un-timeliness of death. While conventional wisdom holds that sons and fathers who go to war may not come back again, more often than not, there is a strong hope that they will be able to come home. Despite the knowledge of all the possibilities, the sudden and traumatic nature of death often creates problems among surviving relatives. They become victims in their own right. Muller and Thompson believe that the manner of death plays a vital role in determining the reaction of the survivors (Muller Thompson, 2003). If its bad enough for people to suddenly lose their loved ones, how much more would it be for children to live and go through an environment of war and death? In his article in the Journal of Multi-cultural Counseling and Development in 2004, Clinical psychologist and Fellow of the American Psychological Association (APA) Gargi Roysircar relates the case of 20-year old Yugoslavian emigre Stephen, who at the age of 10 witnessed the height of the civil war between Christians and Muslims in Kosovo in 1990. In interviews with his counselor, Stephen recalls witnessing about 80% of his classmates get killed by bombs, sniper shots and gunfire as they walked to and from school. At age 14, Stephen was taken by his father to the frontlines for training in combat to fight with the Serbian army. The next two years wold take Stephen all over the Balkans and would expose him to all kinds of death, privation and war atrocities. Eventually migrating as political refugees in the United States, in 1999, Stephen demonstrated difficulty in acculturation and adjustment. The constant displacement he experienced in war along with the mistrust bred by his past and cultural paranoia fostered by the Croatian community they lived with made it difficult for Stephen to acclimatize to peacetime setting. Roysircar describes Stephen as having recurrent thoughts and images of his violent experience in the Balkans. He experienced nightmares, hostility and a profound sense of a lack of belonging. Stephen also often recounted the difficulties he experienced including hiding in a basement and eating rats especially when angry. He also displays a deep-seated hatred for the Muslims and believes the Middle East should be wiped off the face of the Earth (Roysircar, 2004). While there may be models detailing stages of grief and recovery, social workers must be prepared for instances that do not adhere to such models. In Stephens case while he did not directly lose any of his close family members, he was exposed at an early age to violence and death. He has also experienced being the cause of another human beings death as he and his father fought on the Serbian army. This is no different from the Post-Traumatic Stress Disorder exhibited by American soldiers returning from Vietnam or any other area where they fought in combat. A person does not have to lose anyone in order to feel grief, bereavement and suffer any disorder that may result from it as evidenced by the little boy Johnnie and Stephen. Death in wartime is not limited to just the loss of a loved one. In a community where all able bodied men are called to arms, anybody can lose husbands, brothers, fathers and sons at any day. Families left behind are left to their own devices and imaginings of what horrors their loved ones are facing. Those who do lose family members are haunted by the manner by which their loved one died. There is also the unfortunate circumstance in war where death is an ambiguous issue. In the Vietnam War, many people were reported missing in action. The families of such people were left at an awkward and horrible position of not knowing whether they should be mourning or holding out hope for their loved ones return (Worden, 2003, p. 40). In some cases, some families do accept the reality that their loved one may be dead and go through the entire process of mourning and recovery only to be told later that their husbands and sons were simply prisoners of war and has since been released. While ordinarily this may sound like a fairy tale ending, there may come unbridgeable gaps and tension that can only ruin relationships and lives (p. 85). On the other hand, some families may keep clinging to the hope that their loved ones are alive and therefore refuse to give way to grief and acceptance. Stacy Bannerman (2007) is one of the many army wives whose marriage was broken up by war. In her article that appeared in The Progressive, she relates how her once happy marriage with one of the militarys mortar platoon commanders started heading downhill with every death he caused and witnessed during his stint in Iraq. She decries the insensitivity and lack of support for military families from the National Guard. She further cites how there was an absolute lack of prompt attention to the mental and emotional needs of returning military men who more often than not suffered from PTSD like her husband, Lorin did. Because of this, there have been military men who have survived their tour of duty only to succumb to mental and emotional anguish and end up committing suicide on American soil (Bannerman, 2007). It is the soldiers, their families, and the people of Iraq that pay the human costs. The tab so far: more than 3,000 dead U. S. troops, tens of thousands of wounded, over half a million Iraqi casualties, roughly 250,000 American servicemen and women struggling with PTSD, and almost 60,000 military marriages that have been broken by this war (Bannerman, 2007). The problem here is that most of those left behind are left to cope with their own fears without the support of anybody else except family and members who are also wrapped up in their own concerns. In this case, social workers must be able to take the lead in establishing outreach and community groups so people do not have to cope and suffer in isolation. Carpenter (2002) states that the psychological well-being of the members of a community is one of the jobs of a social worker. While it is true that the trauma brought on by exposure to violence and death may be an individual process, healing and recovery needs societal support and strong relationships (Carpenter, 2002). This may become a challenge to families and communities who are dealing with their anxiety and grief. However, Carpenter reminds social workers that one of the primary goals of social work is to help empower the oppressed. Oppression in itself can take on many definitions and forms. In this particular case, it is the trauma and grief that is debilitating and oppressing the individual and the community. Social workers must also be prepared to look for signs of repressed grief. Some individuals choose to withhold and fail to express grief and therefore develop problems later in life often developing manias, paranoia and demonstrate abuse towards other people. At times, the feelings of grief or multiple losses of loved ones may lead to a grief overload that would cause an individual to delay grief (Worden, 2003, p. 91) The community as a social system can provide a network of support. Given the right leadership, empathy and sensitivity, it can also become a safe place where people can come to terms with their grief and slowly move on toward recovery. In the cases of Johnnie and Stephen, it took time before they were able to face and admit their anger, anxiety and grief at the bad things that they experienced and fear. Sometimes, self-reflection and a ready ear is all thats necessary. As clinically trained counselors and diagnosticians, social workers are tasked with the duty of helping people recognize and understand what problems they may have. Community-wise, social workers should have enough knowledge of the communitys demographics in order to unify and create a solid network of safety and interaction that may assist troubled and grieving individuals particularly in conflict filled times such as war. Death at wartime comes in many forms. It could be the actual death of a loved one, anxiety at the possible death, loss at whether somebody is dead or not, or even those who continue to physically live but have broken spirits and permanent disabilities as a result of war wounds. Much as death is a big thing that affects not only the family but also the community as a whole, war brings with it so much more problems and issues that will undoubtedly challenge most social workers. Undertaking social work means one must be in sync with the community. By in sync, it covers everything from issues, key people, and resources that may be mobilized in times of need. War is a time of immense crisis and tragedy that the social worker must be prepared to face head on and ably lead and facilitate the processes by which the community may be transformed into a supportive societal system that each member may be able to depend on. This does not mean however that social workers cannot be affected or lose their sense of self in dealing with all these tragedies. Tsui and Cheung (2003) recommend a self-reflection on the part of the social worker in order to understand and come to terms with their own reactions and feelings to tragedies they both witness and hear about from their clients before attempting to deal further with the grief of others. They also stress that once social workers attend to their duties, they should do so intellectually yet with empathy and focus on assessing and addressing the needs of the community rather than ones own (Tsui Cheung, 2003) References Aiken, L. R. (2001). Dying, Death, and Bereavement (4th ed. ). Mahwah, NJ: Lawrence Erlbaum Associates. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=22091057 Bannerman, S. (2007, March). Broken by This War. The Progressive, 71, 26+. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5021139792 Carpenter, J. (2002). Mental Health Recovery Paradigm: Implications for Social Work. Health and Social Work, 27(2), 86+. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5000778618 Gilbert, K. R. (2005). 1 When a Couple Loses a Child. In Family Stressors: Interventions for Stress and Trauma, Catherall, D. R. (Ed. ) (pp. 5-30). New York: Brunner Routledge. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=109184971 Catherall, D. R. (Ed. ). (2005). Family Stressors: Interventions for Stress and Trauma. New York: Brunner Routledge. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=109184958 Clements, P. T. , Deranieri, J. T. , Vigil, G. J. , Benasutti, K. M. (2004). Life after Death: Grief Therapy after the Sudden Traumatic Death of a Family Member. Perspectives in Psychiatric Care, 40(4), 149+. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5008586582 Hardcastle, D. A. , Powers, P. R. , Wenocur, S. (2004). Community Practice: Theories and Skills for Social Workers. New York: Oxford University Press. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=104722138 Roysircar, G. (2004). Child Survivor of War: A Case Study. Journal of Multicultural Counseling and Development, 32(3), 168+. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5012181947 Sims, M. , Hayden, J. , Palmer, G. , Hutchins, T. (2000). Working in Early Childhood Settings with Children Who Have Experienced Refugee or War-Related Trauma. Australian Journal of Early Childhood, 25(4), 41. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5001127890 Smith, S. , Reynolds, C. (2002). Innocent Lost: The Impact of 9-11 on the Development of Children. Annals of the American Psychotherapy Association, 5(5), 12+. Retrieved November 21, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5002560442 Tsui, M. , Cheung, F. C. (2003). Dealing with Terrorism: What Social Workers Should and Can Do. Social Work, 48(4), 556+. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=5002045024 Worden, J. W. (2003). Grief Counselling and Grief Therapy: A Handbook for the Mental Health Practitioner. Hove, England: Brunner-Routledge. Retrieved November 28, 2007, from Questia database: http://www. questia. com/PM. qst? a=od=108479290

The Ethics of Nanotechnology Essay -- Nanotechnology Science Research

The Ethics of Nanotechnology Introduction Imagine a world in which cars can be assembled molecule-by-molecule, garbage can be disassembled and turned into beef steaks, and people can be operated on and healed by cell-sized robots. Sound like science fiction? Well, with current semiconductor chip manufacturing encroaching upon the nanometer scale and the ability to move individual atoms at the IBM Almaden laboratory, we are fast approaching the technological ability to fabricate productive machines and devices that can manipulate things at the atomic level. From this ability we will be able to develop molecular-sized computers and robots, which would give us unprecedented control over matter and the ability to shape the physical world as we see fit. Some may see it as pure fantasy, but others speculate that it is an inevitability that will be the beginning of the next technological revolution. Laboratories, such as the Stanford Nanofabrication Facility (SNF), have already been researching nanofabrication techniques with applications in fiber optics, biotechnology, microelectromechanical systems (MEMS), and wide variety of other research fields relevant to today's technology. MEMS, "tiny mechanical devices such as sensors, valves, gears, mirrors, and actuators embedded in semiconductor chips", are particularly interesting because they are but a mere step away from the molecular machines envisioned by nanotechnology. MEMS are already being used in automobile airbag systems as accelerometers to detect collisions and will become an increasing part of our everyday technology. In 1986, a researcher from MIT named K. Eric Drexler already foresaw the advent of molecular machines and published a book, Engines of Creation, in ... ...searchers in this field put together an ethical set of guidelines (e.g. Molecular Nanotechnology Guidelines) and follow them, then we should be able to develop nanotechnology safely while still reaping its promised benefits. References Drexler, K. Eric Engines of Creation. New York: Anchor Books, 1986. Drexler, K. Eric Unbounding the Future. New York: Quill, 1991. Feynman, Richard P. There's Plenty of Room at the Bottom. 03 March 2002. http://www.zyvex.com/nanotech/feynman.html The Foresight Institute. 03 March 2002. http://www.foresight.org/ Institute for Molecular Manufacturing. 03 March 2002. IMM.org National Nanotechnology Initiative. 03 March 2002. http://www.nano.gov/ Thibodeau, Patrick. "Nanotech, IT research given boost in Bush budget". 03 March 2002. (April 11, 2001) CNN.com [Definitions]. 03 March 2002. Whatis.com

Literature Review on Business Ethics Essay

Abstract A review of the current literature regarding business ethics was conducted analyzing scholarly peer-reviewed articles about business ethics and their relation to leadership, managerial decision making, corporate social responsibility and overall corporate structure. Increased corporate scandals and the discovery of a rise in unethical business practices have thrown the topic of business ethics into the spotlight. Organizations are expected by their stakeholders to implement strong ethics within their corporate structure and culture. This expectation could be accomplished through strong ethical leadership, formal structures and regulations that place emphasis on ethics, and by making a commitment to corporate social responsibility. Using these guidelines will help organizations overcome the various challenges allowing the business to build a strong ethical foundation that will ultimately benefit the company through increased customer and employee satisfaction, which could result in in creased profits, organizational sustainability and social status. The review of the literature reveals that there is still plenty of room for exploration on the topic of business ethics and particularly with the topic of ethical leadership. It is recommended that more focus be placed on understanding the influence of strong ethical leadership within an organization and how this influence flows down the organizational structure. Once this flow of influence is understood, exploration is necessary to identify the best procedures for developing and sustaining strong influential leadership ethics within the organizational structure. Organizational Design & Business Ethics: A Literature Review: Outline 1) Title Page 2) Abstract 3) Introduction a) Introduction to business ethics and why it is important in current literature. b) Themes present in literature (Thesis) Definition of ethics Ethical leadership Formal structures and regulations Benefits of business ethics 4) Overview of Business Ethics a) Definition of Ethics b) Types of Ethics i) Individualistic ii) Corporate/Business Ethics c) Managerial Ethics i) Relationship Between Laws and Ethical Standards ii) Ethical Decision Making d) Corporate Social Responsibility 5) Implementing Business Ethics Through Leadership a) Values-Based and Ethical Leadership i) Need for Value-Based/Ethical Leaders ii) Characteristics of Values-Based/Ethical Leaders iii) Role of Ethical Leadership in Business Ethics 6) Integrating Ethics Using Formal Structure and Systems a) Codes of ethics b) Programs and other policies to enforce ethical behaviors 7) Benefits of Ethical Organizations Employee Satisfaction/Productivity Increased Profits Social Status Sustainability 8) Conclusion and Recommendations Needs to be more exploration in the topic of ethical leadership Focus on understanding how ethical leadership influences corporate culture and how it flows down the corporate structure Research should attempt to identify the best procedures for developing and sustaining strong influential leadership ethics within the organizational structure. Organizational Design & Business Ethics: A Literature Review Ethics, and particularly the role it should play in business, continues to be a topic of hot discussion in today’s society. Increased corporate scandals and the discovery of a rise in unethical business practices have thrown the topic of business ethics into the spotlight. Over the past few decades many successful, prominent companies have collapsed due to corporate scandals, which resulted not only in the loss of jobs of many employees, but also led to large financial losses of thousands of shareholders. This cascading effect of unethical behavior by company executives led to increased expectations from all stakeholders of an organization. Stakeholders, who include employees, investors, shareholders, and customers, expect organizations to do more than just maximize the bottom line profit; organizational management is expected to accomplish this goal both legally and ethically, while also implementing some sort of program or policy that seeks to benefit society or the environm ent at large. Companies are expected to implement ethics within their organizational structure and culture. This expectation could be accomplished through strong ethical leadership, formal structures, and regulations that place emphasis on ethics, and by making a commitment to corporate social responsibility. Following the implemented ethical procedures and guidelines will help organizations overcome the various ethical dilemmas and challenges, allowing the business to build a strong ethical foundation that will ultimately benefit the company through increased customer and employee satisfaction, which could result in increased profits, organizational sustainability and social status. A review of the current literature regarding business ethics reveals that am emphasis is placed on defining and understanding business ethics, understanding how ethical leadership is used to implement ethics into an organization, identifying how ethics are integrated into the organizational structural, and finally reviewing the benefits of operating an ethical business. Overview of Business Ethics Ethics is a complex construct. One must first understand what ethics is before understanding the important role it plays in business and leadership. The current literature offers many different definitions for ethics, which will be explored, as well as the various types of ethics and their  integrations with organizational management and policies. Definition of Ethics Merriam-Webster (2014) defines ethics as â€Å"rules of behavior based on ideas about what is morally good and bad.† People have varying concepts of what is considered right or wrong or good and bad. For this reason, ethics becomes difficult to define and comply with (De Cremer & de Bettignies, 2013). Oates and Dalmau (2013) define ethics as â€Å"the body of knowledge that deals with the study of universal principles that determine right from wrong† (p. 38). Racelis (2010) further explains that ethics is different from morality in that while morality deals with the principles of right and wrong in general, ethics focuses on the standards of conduct that are generally acceptable to a large group. Therefore, it is important to note, that ethical behavior focuses on what is good for others rather than on what is good for oneself. Mihelic, Lipicnik, and Tekavcic (2010) add to this definition noting that â€Å"ethical behavior is both legally and morally acceptable to the larger community† (p. 32). Business ethics, therefore; is a branch of applied ethics as it relates to the various business activities of human beings (Keller-Krawczyk, 2010). Being able to understand and implement good ethical principles into the business setting is key to developing a strong organizational culture nurtured by ethical principles. Types of Ethics Many times when people speak or write about ethics they refer to one of two types, individual ethics and/or organizational (group) ethics. Scholars have studied both types of ethics in an attempt to understand how individual and organizational ethics intertwine and connect with one another. Accurately interpreting the relationship between the two is crucial to understanding how strong ethical values could be successfully instilled into an organization’s environment. Individualistic ethics. The concept of right and wrong is something that is instilled in individuals from the time of their birth. Individuals may learn what it right and wrong from their parents, teachers, religious  education, or life experiences. They then take what they learn and create their own personal values which help to shape and develop their individual sense of ethics. Elango, Paul, Kundu, and Paudel (2010) explain the various research works that supports the argument that an individual’s personal values and ethical standards are the main driver of a person’s intention to practice ethical behavior. The authors explain that there is strong evidence to support the theory linking an individual’s attitude toward a behavior to the actual behavior of that individual (Elango et al., 2010). Corporate/organizational ethics. Just as individuals create and develop their own ethical standards, groups of individuals may also develop a shared sense of what is considered ethical. Many literary works support the idea that the culture of an organization, including the belief systems, have a profound influence on an employee’s thinking and ultimately on his/her professional behavior (Elango et al., 2010). The ethical behavior of an organization is defined by the corporate culture. Racelis (2009) defines corporate culture as the â€Å"assumptions, beliefs, goals, knowledge and values that are shared by organizational members† (p. 252). The culture of an organization defines the behavior patterns of the employees, profoundly influencing their actions and choices in a given situation. Much research is focused on studying the relationship between corporate ethical values and an individual’s personal ethical values. Elango et al. (2010) hypothesized that employees will have greater ethical intentions if they perceive a high level of organizational ethics. The findings of the study conducted by Elango et al. (2010) indicated that there was a significant relationship between organizational ethics and an individual’s ethical intentions, supporting the notion that organizations could build an ethical business by focusing on creating a positive ethical culture. Likewise, a study conducted by Racelis (2010) also concluded that there is an interaction between individual ethical perceptions and values and the organization’s value systems, providing â€Å"evidence to the theory that an organization’s ideology and culture is indeed likely to shape decision-making and action in that organization† (p. 257). Managerial Ethics An important aspect of business ethics is managerial ethics, which refers to  the decisions, actions, and behaviors of mangers and whether they are considered right or wrong (Daft, 2013). Individuals in positions of management must make the decision every day whether or not to act in an ethical manner. As discussed earlier, deciding what is considered right or wrong ethically, is not always black and white. Many times managers find themselves pushing the limits and entering the grey area of ethics. De Cremer and de Bettignies (2013) explain that in the business environment there are many implicit expectations and norms that motivate managers and ultimately may push them to cross the boundaries and behave unethically. Many times competiveness and greed could push managers into the ethical grey area. According to De Cremer and de Bettingnies (2013), â€Å"This attitude of pushing the limits effectively clouds our own moral limits and, as a result, increases the chances that we eventually will cross the boundaries† (p. 65). Many managers believe if they are not doing anything illegal, than they are acting ethically. This is not always the case; therefore, it is important for managers to understand the difference between laws and ethical standards. Once managers have a fair understanding of what is considered appropriate ethical behavior, they can focus on making good ethical decisions for the organization. Relationship between laws and ethical standards. Keller-Krawczyk (2010) explain that laws are rules of conduct set by a governing body that either requires or prohibits individuals or businesses from performing certain actions. Failure to comply with the set laws may result in punishments such as financial penalties and/or imprisonment. As mentioned previously, it is not uncommon for individuals to believe that if they are operating within the boundaries of the law, then they are behaving ethically. Unfortunately, there are many actions that may be considered legal, but are not considered ethical. Keller-Krawczyk (2010) supports this notion stating that usury (charging high interest rates in countries that do not set a legal limit on rates) is a good example of a behavior that is legal but also considered unethical. Business managers must attempt to understand the relationship and differences between laws and ethics if they wish to help implement ethics within their organization. Managers are often times aware of the laws and regulations because they are formally written and failure to comply  with them will result in some sort of sanctioned punishment, whereas ethical standards are socially construed and failure to comply with these standards is not always punishable under state or federal sanctions. Cameron (2011) explains that ethical standards do not always serve as adequate fixed points for managers because they â€Å"often change over time and circumstance† thus they â€Å"frequently to do not remain stable because they are socially construed† (p. 30). Although laws and regulations are different than ethical standards, managers need to understand how the two can be integrated and used within their organization to help build a solid ethical foundation. Blodgett (2012) acknowledges that many philosophers and legal scholars have attempted to explain the complicated relationship that exists between laws and ethics and although it is still not easily understood, it is evident that there is indeed a connection between the two. A study conducted by Blodgett (2012) explored the idea of â€Å"substantive ethics† (an integration of law and ethics) and how it could be applied to corporate governance as well as the managerial decision-making process. This idea of substantive ethics and how it could be integrated into the formal corporate structure is discussed in greater depth later in this paper. Ethical decision making. One of the major tasks of a manger is to make decisions. The decisions they make not only reflect back on them as an individual, but on the organization as well. Oates and Dalmau (2013) point out that the decisions of managers have a far greater impact on the world today as compared to years ago since technology has allowed for the inter-connection of economies. They go on to explain that a poor decision by a manger in one part of the world can have dramatic consequences for people in another part of the world (Oates & Dalmau, 2013). It is obvious that good decision making is an important part of organizational success. What factors control or influence managerial decision making? Findings of a study conducted by Elango et al. (2010) indicate that both individual ethics and organizational ethics played a role in guiding managers into making ethical choices. This means that managers are influenced by their own ethical values and experiences as well as the ethical standards, practices and procedures discerned in their workplace. These findings were also supported by the study conducted by Racelis (2010) which indicated that an  organization’s culture plays an instrumental role in the decision making process. Oates and Dalmau (2013) explain that ethical decision making is not solely about ensuring that a manger’s decision will not have an adverse affect on others, it also requires that those in positions of management actively look to make decisions that will benefit others. Choosing to make ethical decisions on a daily basis has proven a difficult task for many managers. Managers are constantly faced with ethical dilemmas in the workplace. Mihelic et al. (2010) review various literary works regarding the topic of ethical leadership and identify an important concept stating that ethical managers â€Å"incorporate ethical dimension in the decision-making process, consider the ethical consequences of their decisions and above all try to make fair choices† (p. 33). Corporate Social Responsibility A topic that is closely related and intertwined with the concept of business ethics is corporate social responsibility (CSR). Low and Ang (2013) explain that each organization may have their own definition of CSR; however, each of the definitions seems to share common ground and themes. World Business Council for Sustainable Development (2000) offers the following definition of CSR: Corporate social responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large. (as cited in Low & Ang, 2013, p. 33). As evident from this detailed definition, CSR plays an instrumental part in the ethical arena of a business. Benn, Todd and Pendleton (2010) theorize that although the concept of CSR is to benefit the society at large, the underlying reason for an organization to implement CSR strategies is to satisfy stakeholder expectations. The authors explain that corporate scandals, fraud and an increase awareness of environmental, social and health concerns has led many stakeholders to lose credibility in corporations (Benn et al., 2010). Low and Ang (2013) emphasize that many external stakeholders are beginning to take a more thorough interest in the activities of an organization by concentrating on not only what the company has done with its products and/or services, but also on how the company has  impacted the environment or local community. As a way to rebuild credibility and satisfy the interests of stakeholders, many organizations are using CSR strategies that seek to create a positive impact on society. Regardless of the motivation behind implementing the CSR strategies, many scholars agree that in order to implement successful CSR policies, organizations need to have a strong ethical foundation (Low & Ang, 2013; Benn et al., 2010). An empirical study conducted by Benn et al. (2010) provided strong evidence that corporate leadership and structure play an instrumental role in embedding CSR strategies and policies across the organization. Thus, since business ethics and CSR are intrinsically intertwined it is imperative that one understands how ethics and CSR could be incorporated within an organization through leadership, formal structures, and systems. Implementing Business Ethics through Leadership Now that the construct of business ethics has been defined and explained, focus needs to be placed on how leadership could be instrumental in strengthening or implementing business ethics within an organization’s culture. Just as there are several different definitions for ethics, there are also many definitions and interpretations of leadership. Noriega and Drew (2013) cite several different definitions of leadership before ultimately arriving at a generalized definition that states â€Å"leadership deals with persuading, inspiring, motivating others, and spearheading useful changes† (p. 34). Likewise, Mihelic et al. (2010) emphasize that the role of a leader is to help direct the behavior of his/her followers toward a desired goal. There are many different types and methods of leadership that allow leaders to accomplish their goals and objectives. The main focus of this paper is on value-based and ethical leadership and how these types of leadership are instrumental i n promoting ethical behavior among employees within their organization. Value-Based and Ethical Leadership Ethics had previously been described as a body of knowledge concerning itself with moral principles that govern the behavior of individuals. Leadership was defined as the act of persuading or influencing individuals toward a desired goal. Therefore, by combining these two definitions, Oates  and Dalmau (2013) derived the following simple definition for ethical leadership: â€Å"the art of helping, guiding, and influencing people to achieve a common goal in a morally acceptable way† (p. 38). Similarly, Busch and Wennes (2012) explain that value-based leadership focuses on two primary leadership dimensions: 1) ensuring the visibility and meaningfulness of values and 2) generating moral engagement within an organization. Although many scholars argue that value-based leadership and ethical leadership are synonymous, Morrison and Mujtaba (2010) review various studies that acknowledge that while the two types of leadership do tend to overlap, there are also major differences that cannot be ignored. Brown and Trevino stress that one significant difference between the two is that â€Å"ethical leadership focuses on the content of the values† while value-based leadership tends to ignore the content, focusing instead on the sharing of values between the leader and followers (as cited in Morrison & Mujtaba, 2010). Taking this into consideration it could be construed that effective ethical leaders are also influential value-based leaders that inspire and enable their followers to make the right choices and adopt the same ethical values embraced by the leader. Viinamaki (2012) supports this idea, explaining that value-based leaders carry the responsibilities of setting ethical goals and standards, rewarding those that achieve the desired outcome of ethical conduct, and penalizing anyone that strays from the set ethical values and standards. In order to comprehend the role ethical and value based leadership plays in business ethics, it is essential that one first understands why there is a need for ethical leadership and is able to identify the characteristics of an effective and influential ethical leader. Need for value-based and ethical leaders. Oates and Dalmau (2013) point out that the need for ethical leadership is most evident is situations where it is absent. Recent corporate scandals such as the collapse of Enron and Arthur Andersen has shed light on the issues of corruption, power and greed revealing that these conditions could wreak havoc on organizations that do not have strong ethical leaders. According to Noriega and Drew (2013), in today’s high-pressured business environment, organizations would find it difficult to meet daily challenges and overcome obstacles if they lacked ethical leadership. The authors explain that more attention has been  focused on ethical leadership because individuals, particularly company stakeholders, are more aware of unethical practices and seek for a way to achieve managerial accountability (Noriega & Drew, 2013). When detailing why value-based leadership was important in organizations, Viinamaki (2012) explains â€Å"values are a m eans of influencing behaviors without the need to resort to formal structures, systems, strategies, or control mechanisms† (p. 29). Characteristics of ethical leaders. There are many traits and qualities that characterize strong ethical leaders. Mihelic et al. (2010) write â€Å"a strong character plays an important role in effective self-leadership and in the process of leading others† (p. 35). The most common traits that scholars have attributed to ethical leaders are integrity, honesty, and trustworthiness (Mihelic et al., 2010; Noriega & Drew, 2013). These three traits are necessary in order to build trusting relationships with followers offering credibility and consistency. Other characteristics of ethical leaders include: responsible, fair, humble, encouraging and respectful of others, shows concern for greater good, innovative and courageous (Mihelic et al., 2010; Noriega & Drew, 2013). Mihelic et al. (2010) explain that in addition to the above characteristic traits it is crucial that ethical leaders embody the following five values: pride, patience, prudence, persistence and perspective. An ethical leader should also use values-based leadership to emphasize and strengthen these ethical values within the organizational structure. Finally, Noriega and Drew (2013) emphasize that high regard of human worth and dignity are at the core of an ethical leader’s belief system. All the decisions and actions are made in accordance with the beliefs and actions of the ethical leader. Role of ethical leadership in business ethics. By definition, leaders persuade or influence their followers toward a desired goal. One of the main goals of ethical and values-based leadership is to motivate their followers to share and embody the same ethical values that they themselves are portraying. A majority of scholars are in agreement that the ethical conduct of an organization is primarily influenced by the leaders who are also responsible for creating and enforcing the codes of conduct to be  followed by the employees (Mihelic et al., 2010). In order for ethical leadership to be successful within an organization, all leaders, especially those that hold senior leadership positions must be committed to the ethical principles they profess and more importantly they must also exemplify these principles through their own actions (Wickham & Donohue). The relationship of a leader and follower could be compared to that of a parent and a child. A child is likely to follow and imitate the actions of the parent, performing in a manner that will likely receive the parent’s approval. Parents wishing to teach their child how to behave properly will want to be a good role model for that child by modeling the desired behavior. Likewise, leaders need to be role models for their employees. Employees who see their leaders modeling the desired ethical behavior will be more likely to act in the same manner, which helps the behavior and ethical principles become a strong part of the corporate culture. Wickham and O’Donahue (2012) support this theory stating â€Å"Leadership, both formal and informal, in the firm needs to be perceived as ‘walking the walk’ as much as ‘talking the talk’ of ethical decision-making and behavior† (p. 23) with internal employees as much as external customers and stakehold ers. Integrating Ethics Using Formal Structure and Systems Creating an ethical business requires that ethics be incorporated into all aspects of the organization. Not only must leaders and employees practice ethical principles, but ethics must be built into the organizational structure. Part of implementing ethics within the organizational structure starts with making sure that ethical leadership begins at the top of the organization and then flows down through all levels of the hierarchy (Oates & Dalmau, 2013O. It was briefly mentioned earlier that a major role of an ethical leader was to enforce the code of conduct that would guide employee behavior within the organization. Creating a code of conduct that emphasizes the important ethical principles the organization wishes to portray is one of several ways ethics could be integrated into an organization. It would also prove beneficial to incorporate ethics into corporate governance laws and policies, particularly by implementing and enforcing a code of ethics. According to Oates and Dalmua (2013), it is necessary for the ethical values and standards to be â€Å"articulated in the  wider context of the organization, society, culture and regulations† (p. 40). Once a solid foundation for business ethics is laid within the structure, organizations need to make sure they implement polices and programs that will continue to help teach and enforce good ethical behavior. Corporate Structure and Ethics Oates and Dalmua (2013) also claim â€Å"Ethical leadership starts at the top, with the company’s board of directors†¦above all, it must be present in the CEO† (p. 40). This is an important notion for implementing business ethics because if ethical leadership does not start at the highest level of management and work its way down, it is highly unlikely that it would be possible to fully integrate ethics within the organizational corporate culture. In addition to instituting ethical leadership at all levels of management, an experimental study conducted by Ellman and Pezanis-Christou (2010) revealed that the decision-making structures of organizations also have a significant effect on the ethical behavior of employees. The study provided evidence to support the theory that subordinates within an organization who were given a voice in the decision making process felt more responsible for the actions of the organization and were thus more inclined to exhibit better ethical behavior than when they were not given a say in the decision-making process (Ellman & Pezanis-Christou, 2010). Therefore, as this study indicates, open communication between leaders and subordinates is a key concept in the ethical implementation process. As discussed earlier, CSR continues to be a popular topic that aligns itself with discussions on business ethics. A major focus of CSR is on creating a sense of shared value between the business, its shareholders, and society. Michelini and Fiorentino (2011) explain that â€Å"from a shared value viewpoint, companies must integrate a social perspective into the core frameworks that they use to understand competition and develop business strategy† (p. 562). In other words, companies need to be sure that they are using an effective business model that will help support their CSR strategies and achieve shared value. Business models refer to the design of a business in regards to how it will create, deliver and capture value (Michelini & Fiorentino, 2011). The research conducted by Michelini and Fiorentino (2011) compared  and contrasted the social and inclusive business models in reference to how they each allow an organization to achieve their goal of shared value. Codes of Ethics It has been stressed that the actions of those in positions of leadership helps to institute ethical behavior in employees. Although this is true, actions are not the only resource that should be used to communicate management’s expectations of proper ethical behavior. Racelis (2010) places emphasis on the fact that individuals are more likely to feel like a vital part of an organization and will more strongly associate themselves with the mission of the company if the organization’s shared perceptions and values are clearly defined. Often times to accomplish this objective, organizations will develop a corporate code of ethics or code of conduct. Blodgett (2012) explains that corporate ethics codes are self-selected statements of laws and ethics that communicate the values and expressions of a corporation. Many corporate ethics codes incorporate the universal business ethical values of honesty, integrity, responsibility, fairness and trust; but they also may contain legal compliance statements to address general business concerns (Blodgett, 2012). It has been proposed by Blodgett (2012) that integrating general laws and procedures into a corporate code of ethics will help businesses see the ethical value in obeying laws and also help them understand that they have a broader responsibility than just strictly following legal laws. Overall, Noriega and Drew (2013) reiterate that ethical codes of conduct are structured by members of senior management and should seek to clarify company expectations, assist employees in the decision-making process and foster appropriate ethical behavior. Programs and Other Policies to Enforce Ethical Behavior In addition to creating a corporate code of ethics and communicating them to all employees within the organization, managers must also find ways to promote, teach, and enforce these ethical principles. Wickham and O’Donahue (2012) suggest that in order to build an ethically intelligent organization, an organization must develop HRM strategies, polices and procedures that center on recruiting, developing, and retaining employees that embody  cognitive, moral, social and emotional intelligence. A focus need to be put on learning how to develop and retain ethically motivated employees. Trapp (2011) shares that organizations could help endure ethical behavior through various business ethics programs such as workshops and e-training. A study by Trapp (2011) revealed that employees were more prone to embrace ethical standards when they were given the opportunity to openly voice their concerns and address the ethical grey areas they may encounter. Organizations can offer open forums or have ethical help hotlines where employees can openly communicate with others when they are faced with ethical dilemmas or areas of grey. Benefits of Ethical Organizations Although many businesses are feeling the push from their stakeholders to run their business on ethically sound principles, ethical business have seen many advantages and benefits as a result of instituting ethical behavior. Some of these benefits may include: increased employee satisfaction and productivity, increased and sustainable profitability, improved social status, and customer/shareholder loyalty and appreciation (Wickham & O’Donohue, 2012). According to Morrison and Mujtaba (2010), companies that follow unethical practices and are managed by unethical leaders diminish and destroy shareholder value due to the high cost associated with unethical actions such as fines and penalties, audit costs and costs associated with loss of customers and reputation; whereas, leaders that operate highly ethical corporations are able to increase shareholder. A positive correlation has been found between a firm’s investment in CSR and an increase in shareholder wealth (Morrison & Mujtaba, 2010). Finally, not only did the collapse of many prominent business due to unethical behavior result in a loss of credibility between stakeholders and businesses, it also resulted in governmental interference and the passage of laws such as the Sarbanes-Oxley Act of 2002 (SOX). He and Ho (2010) explained that this law â€Å"introduced significant reform in the corporate governance, accounting, auditing, and reporting environment of publicly traded firms† (p. 624). Compliance with SOX has proven costly for many organizations. He and Ho (2010) believe that organizations led by ethical leaders who institute proper ethical standards and practices do not need to  invest in expensive monitoring programs because they could meet governmental regulations in a more efficient manner with minimal monitoring. Conclusion and Recommendations Organizations continue to be confronted with increased ethical challenges as leaders are continually tempted to exchange ethical behavior for increased money and power. Individuals in society continue to be appalled by the number of large and powerful corporations that have collapsed and fallen due to corporate fraud and scandal. This has led many stakeholders to become skeptical of business operations, leading them to demand an incorporation of ethics into every day business practices. Corporations wishing to satisfy this new expectation and regain the confidence and trust of not only external stakeholders but if their own employees must seek to find ways to implement business ethics within their organizational culture. Ethics is a complex construct to interpret and understand. Each individual has his/her own opinion regarding what constitutes good ethical behavior. There is no single definition for ethics, although most of the definitions provided by scholars revolve around common themes. Regardless of the debate about what truly constitutes ethics, there is a strong consensus that an indisputable need for ethics exists inside organizations. For this reason, there is much focus placed on ethics and how it pertains to business throughout literary works. Scholars continue to research and conduct various studies regarding the best way to institute ethics within an organization. Much of this literature was reviewed and evaluated to identify common themes that existed among the works. The literature includes explanations of various studies that provide support showing it is possible for organizations to meet the ethical expectations of the stakeholders by instituting strong ethical leadership within the organizations from the top down. These ethical leaders need to possess the important ethical qualities of honesty, integrity and trustworthiness and should practice the ethical behavior they profess, serving as exemplary role models for their followers. In addition, these ethical leaders are responsible for creating and enforcing formal policies and programs within their organization that place emphasis on the ethical values and standards  the business desires to convey. These formal structures include implementing and communicating a corporate code of ethics for the organizations and instituting programs that will help educate and develop the employees in r egards to the ethical standards and values. Organizations that are successfully able institute ethical leadership and use it to build a strong ethical foundation find that ethics inevitably become a part of the organizational culture. Ethical companies create shared value between the business, shareholders and society through CSR initiatives. Highly ethical organizations also see that their ethical practices benefit them through increased employee satisfaction and productivity, customer and shareholder appreciation, increased sustainable profitability, and social status. A detailed review of the literature on ethics reveals that there is still plenty of room for exploration on the topic of business ethics and particularly with the topic of ethical leadership. Since it appears that ethical leadership is the key to integrating ethical behavior within an organization, more studies should be conducted to determine the best approaches for leaders to do this. Leadership is all about persuasion and influence. It is recommended that more focus be placed on understanding the influence of strong ethical leadership within an organization and how this influence flows down the organizational structure. Once this flow of influence is understood, exploration is necessary to identify the best procedures for developing and sustaining strong influential leadership ethics within the organizational structure. References Benn, S., Todd, L. R., & Pendleton, J. (2010). Public relations leadership in corporate social responsibility. Journal of Business Ethics, 96(3), 403-423. doi:http://dx.doi.org/10.1007/s10551-010-0474-5 Blodgett, M. (2011). Substantive ethics: Integrating law and ethics in corporate ethics programs. Journal of Business Ethics, 99(1), 39-48. doi:http://dx.doi.org/10.1007/s10551-011-1165-6 Busch, T., & Wennes, G. (2012). Changing values in the modern public sector: The need for value-based leadership. The International Journal of Leadership in Public Services, 8(4), 201-215. doi:http://dx.doi.org/10.1108/17479881211323599 Cameron, K. (2011). Responsible leadership as virtuous leadership. Journal of Business Ethics, 98(1), 25-35. doi:http://dx.doi.org/10.1007/s10551-011-1023-6 Daft, R. L. (2013). Organization theory & design. Mason, OH: South-Western Cengage Learning. De Cremer, D. and de Bettignies, H.-C. (2013), Pragmatic business ethics. Business Strategy Review, 24(2), 64–67. Retrieved from http://onlinelibrary.wiley.com.ezproxy.liberty.edu:2048/doi/10.1111/j.1467-8616.2013.00950.x/pdf Elango, B., Paul, K., Kundu, S. K., & Paudel, S. K. (2010). Organizational ethics, individual ethics, and ethical intentions in international decision-making. Journal of Business Ethics, 97(4), 543-561. doi:http://dx.doi.org/10.1007/s10551-010-0524-z Ellman, M., & Pezanis-Christou, P. (2010). Organizational structure, communication, and group ethics. The American Ec onomic Review, 100(5), 2478-2491. doi:http://dx.doi.org/10.1257/aer.100.5.2478 Ethic – Definition and More from the Free Merriam-Webster Dictionary. (2014). Retrieved May 4, 2014, from http://www.merriam-webster.com/dictionary/ethic Keller-Krawczyk, L. (2010). Is business ethics possible and necessary? Economics & Sociology, 3(1), 133-142,149. Retrieved from http://search.proquest.com/docview/1038947534?accountid=12085 He, L., & Ho, S. K. (2011). Monitoring costs, managerial ethics and corporate governance: A modeling approach. Journal of Business Ethics, 99(4), 623-635. doi:http://dx.doi.org/10.1007/s10551-010-0672-1 Low, P. K. C., & Ang, S. L. (2013). Confucian ethics, governance and corporate social responsibility. International Journal of Business and Management, 8(4), 30-43. Retrieved from http://search.proquest.com/docview/1327711156?accountid=12085 Michelini, L., & Fiorentino, D., (2012). New business models for creating shared value, Social Responsibility Journal, 8(4 ), 561-577. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=17058148 Mihelic, K. K., Lipicnik, B., & Tekavcic, M. (2010). Ethical leadership. International Journal of Management and Information Systems, 14(5), 31-41. Retrieved from http://search.proquest.com/docview/819649567?accountid=12085 Morrison, H., & Mujtaba, B. G. (2010).

Social Emotional Learning Competencies

There are many different ways students experience stress in schools, from standardized or high stakes testing to bullying. In order to better  equip students with the emotional skills they will need while they are in school, once they leave school and enter the workforce. Many schools are adopting programs to help support  Social-Emotional Learning (SEL).  Ã‚   The definition of  Social-Emotional Learning or SEL is as follows:   (SEL) is the process through which children and adults acquire and effectively apply the knowledge, attitudes, and skills necessary to understand and manage emotions, set and achieve positive goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible decisions.   In education, SEL has become the way schools and districts have coordinated activities  and programs in character education, violence prevention, anti-bullying, drug prevention, and school discipline. Under this organizational umbrella, the primary goals of SEL are to reduce these problems enhancing the school climate and improve students’ academic performance. Five Competencies for Social-Emotional Learning Research shows that in order for students to develop the knowledge, attitudes, and skills described in SEL, students need to be  competent,  or have  abilities, in five areas: self-awareness, self-management, social awareness, relationship skills, responsible decision making. The following criteria for these skills could serve as an inventory for students to self-evaluate as well. Collaborative for Academic,  Social, and Emotional Learning (CASEL) defines these areas of ability as: Self-awareness:  This is the students ability to accurately recognize emotions and thoughts and the influence  of emotions and thoughts on behavior. Self-awareness means that a student can accurately assess his or her own strengths as well as limitations. Students who are self-aware possess a sense of confidence and optimism.  Self-management:  This is the ability of a student to regulate emotions, thoughts, and behaviors effectively in different situations. The ability to self-manage includes how well the student manages stress, controls impulses, and  motivates himself or herself — the student who can self-manage, set and work toward achieving personal and academic goals.Social awareness:  This is the ability for a student to use another lens or another persons point of view. Students who are socially aware can empathize with others from diverse backgrounds and cultures. These students can understand diverse social and ethical norms for behavior. Students who are socially aware can recognize and know where to find family, school, and community resources and supports.  Relationship skills:  This is the ability for a student to establish and maintain healthy and rewarding relationships with diverse individuals and groups. Students who have strong relationship skills, know how to actively listen and  can communicate clearly. These students are cooperative while resisting inappropriate social pressure and have the ability to negotiate conflict constructively. Students with strong relationship skills can seek and offer help when needed.Responsible decision making:  This is a students ability to make constructive and respectful choices about his or her own personal behavior and social interactions. These choices are based on consideration of ethical standards, safety concerns, and social norms. They respect the realistic evaluations of situations. Students who exhibit responsible decision making respect the consequences of various actions , the well-being of themselves, and the well-being of others. Conclusion The research  shows that  these competencies are taught most effectively within caring, supportive, and well-managed learning environments.   Incorporating social-emotional learning programs (SEL) in the school curriculum is considerably different than offering programs for math and reading test achievement. The goal of SEL programs is to develop students to be healthy, safe, engaged, challenged, and supported beyond school, well into college or career. The consequence, however, of good SEL programming,  is that the research shows that it results in a general improvement in academic achievement. Finally, the students who participate in social-emotional learning programs offered through schools learn to identify their individual strengths and weaknesses in dealing with stress. Knowing individual  strengths or weaknesses can help students develop the social-emotional skills they need to be successful in college and/or career.