Stony Brook Mission Statement Reflection

Stony Brook Mission Statement Reflection

Stony Brook Mission Statement Reflection

Stony Brook Mission statement reflection 

Stony Brook Mission statement reflection From an early age, I’ve had a strong desire to care for and look after others. I am a firm believer that everyone deserves the greatest possible quality of life, which is what drew me to occupational therapy as a professional choice in the first place. It is so simple to take all of our daily chores for granted, and we rarely contemplate the consequences of not being able to perform them. As an occupational therapist, I would be able to make a good difference in someone’s life and enable them to enjoy it. I’ve always wanted to be able to help others, to help them acquire independence, and to see them grow more confidence in their own abilities. I wish to be a part of such a fulfilling profession. When I discovered the importance of occupation in people’s lives, including my own, I knew occupational therapy was for me. I am fascinated with how people function physically, mentally, and emotionally. These are all parts of Occupation, and therefore part of our clinical reasoning process that I am drawn embraces the mind-body connection more than any other field, and actually uses that understanding systematically to help people achieve their goals. This mentality provided me with a valuable insight into the work environment and everyday responsibilities of an occupational therapist, and it helped me realize that I have the personality qualities and talents required for this profession.

As I was reading through the stony brook occupational therapy program’s mission statement, I came to a realization that it somewhat reflects my own life experiences. The occupational therapy faculty’s vision for the program recognizes a changing world that necessitates practitioners having the knowledge, skills, and training to be leaders in addressing global, community, and individual health concerns while also promoting the human need to engage in life activities and maintain a quality of life throughout the lifespan. One part of the mission statement states that the program aims to providing present and future occupational therapy practitioners with comprehensive graduate and professional education of the highest quality in order to meet the needs of 21st-century practice throughout the life span, boosting their development as critical reflective thinkers and lifelong learners. I personally believe that learning is an indispensable tool that nourishes our minds and soothes our soul. It is a necessity for both personal and professional career as it makes us capable of understanding and handling things in a better way in life. It aids in acquiring critical thinking skills and discovering numerous ways in which we can relate with people from different cultures. It is the only way to deal with the continuous change in our life so that we can move forward with ease.

The program also aims at participating in research and intellectual efforts of the highest international standards. Research, in my opinion, is what drives mankind forward. Curiosity fuels it: we get interested, ask questions, and immerse ourselves in learning everything there is to know. Learning is flourishing. Without inquiry and investigation, development would stall and our lives as we know them would be drastically altered. A leader cannot lead or use their authority to effect change without the recognition and support of their title and authority by the team or individuals.i believe that strong leadership within healthcare is vital because the complexity of the healthcare system requires the qualities of a good leader who can link the world of management to the world of medical/clinical practice, while understanding people’s needs and accommodating and developing the broad array of health services needed by them and I was overjoyed to learn. That the stony brook occupational program aims at educating occupational therapists to deliver cutting-edge creative health treatment to support people in engaging in meaningful occupations and full engagement in society.

Lastly, with a new era in diversity management already begun, it is evident that globalization has altered culture, economics, and politics, and has had a significant impact on workplace demographics. A multi-cultural, global workforce represents a new way of approaching diversity and inclusion activities. It made me overjoyed to find out the program aims at promoting diversity in local and global contexts by involving itself in regional, national, and global community projects and opportunities.

Psychological Foundation of Leadership

Psychological Foundation of Leadership

Psychological Foundation of Leadership Identify ways that a leader could use symbolic acts to strengthen a cultural value of teamwork and collaboration.

Organizational culture is a necessary component of organizational success and a source of long-term competitive advantage. Organizational culture is critical in unifying diverse business cultures within the corporate group structure. Corporate executives can create an effective corporate culture in order to integrate the culture and increase performance.Maintaining good communication and boosting performance requires successful cultural integration within the business group. To increase performance and productivity, the business group must establish an effective organizational culture. A lack of effective organizational culture and inadequate cultural integration in the corporatemgroup have a negative impact on organizational performance and shareholder return (Tedla, 2016). For managers and leaders to avoid such a situation, they need to foster a good cultural value of teamwork and collaboration.

Fostering cooperation is an important component of developing a collaborative work culture. Rather than fostering rivalry, a collaboration culture encourages employees to collaborate and use all available resources and abilities to achieve company-wide goals. It requires more than just placing people on teams or urging them to collaborate to foster a collaborative work environment. Teamwork must become a valued element of your company culture, beginning in the executive suite and working its way down to daily encounters with consumers. Leaders should encourage an open communication culture. Employees who are at ease with one another, who communicate readily, and who believe management is listening to them are more equipped to collaborate. Make leaders and managers available to answer inquiries, solve problems, and mentor new hires. Establish explicit reporting procedures and systems for dealing with employee concerns.

Leaders might also invest in technology that connects teams. High-performing employees may now enjoy a collaborative workplace culture more easily than ever before, thanks to advances in technology. Because digital tools like messaging apps and employee experience centers have the ability to increase productivity, streamline procedures, and open up lines of communication, technology has the potential to encourage cooperation across businesses (Slack, 2019). The leader may swiftly finish critical tasks and increase the ongoing performance of their business through good communication amongst team members. for instance, the leader may enable their team members to log in and access all of the data they require to complete key business activities by building a cloud computing platform. Employees may collaborate with cloud computing whether they are at home, at their office workstation, or wherever in between. Team leaders can also assist team members in forming bonds. Building a collaborative culture entail developing a work atmosphere that allows employees to interact openly and honestly with one another, as well as form meaningful relationships with one another (Slack, 2019). Employees who feel secure voicing their thoughts and sharing their ideas are more likely to establish high-performing teams, as a result, putting in place a basic policy is a good place to start. Regular offsite meetings, as well as particular chances for learning and experimentation, may also help staff feel valued for their efforts.Leaders should also provide constructive criticism on a regular basis. It is a leader’s responsibility to recognize and support workers who learn how to collaborate at work, but this does not necessarily have to happen in formal evaluations. Creating a collaborative culture involves more than just splitting people into groups.

Finally, leaders should prioritize teamwork. Giving team members business collaboration tools may enhance communication and help firms seem more honest. Meaningful cooperation amongst coworkers is unlikely if supervisors do not communicate with them or listen to their ideas, and the introduction of a new tool may have little effect (HEATHFIELD, 2019).

  1. Identify the qualities of a change leader. Also, explain how leaders can serve as role models for change.

Change management is defined by the Baldrige Criteria as a leadership-initiated process that incorporates transformative organizational change that leadership controls and supports. It necessitates commitment, engagement of employees at all levels, and continuous communication. In other words it is about collaborating to develop a shared understanding of the change necessary to carry out the plan and how to best make it happen. Communication, facilitation, and project management are three key qualities for an effective change leader (Connell, 2019). A compelling business case for change and a clear call to action must be communicated throughout the company by an effective change leader. The organization’s vision, values, and strategic strategy should be aligned with the transformation initiative. The change initiative must be conveyed on a regular basis, with a well-defined approach. with action plans and key indicators cascaded and distributed to each department and person Change progress must be monitored consistently and reported on a regular basis in relation to the defined objectives or targets. Unsuccessful leaders tended to concentrate on the “what” of the change. Successful leaders convey both the “what” and the “why.” (Connell, 2019). Leaders who articulate the objective of the change and link it to the organization’s values, or who explain the advantages, will increase buy-in and urgency for the change.

A successful change leader displays the facilitation, influence, and cooperation abilities required to gain support, remove barriers, and minimize opposition to change (Connell, 2019). The change leader must be able to create the systems and structures required to drive the necessary change, reward desired behaviors, and avoid organizational backsliding. They identify important stakeholders and use influence methods to obtain their support in modeling the behaviors that produce the experiences required to alter beliefs, resulting in actions that achieve desired results. It is essential to bring individuals together to plan and implement change. Successful leaders push people to break out of their silos and refuse to accept unhealthy rivalry. Employees should also be involved in decision-making early on, which will in turn strengthen their commitment to change.

A successful change leader must be able to mobilize the resources and competences required to support the change, react to obstacles, and keep the change project on track and under budget (Connell, 2019). Leaders that are successful always ensure that their personal views and practices support change as well. Change is tough, but leaders who successfully navigated it were resilient, tenacious, and willing to move outside their comfort zone. They also should commit more of their own time to the transformation endeavor and emphasized the larger picture. The change agent should adhere to a documented change strategy or framework that includes the techniques, resources, and technical help required to lead the process and coach people through change. The Change Management 101 Model, the GE Change Acceleration Process, and the Kotter 8-Step Change Model are three typical models of a change management process. Being an effective change leader entails assisting others in finding reasons to contribute their own energy.

Effective leaders guide the process from beginning to end. Leading the process requires three essential competencies: initiating, planning, and executing (Leading Effectively, 2020). Effective change leaders begin by presenting the case for the change they desire after recognizing the need for it. This might entail assessing the company environment, comprehending the reason of the change, creating a clear vision and intended outcome, and establishing a unified goal. Furthermore, effective leaders creat a strategy and a detailed action plan, which included priorities, timeframes, tasks, structures, behaviors, and resources. They recognize what will change as well as what would remain constant (Leading Effectively, 2020). One of the most essential things leaders can do is translate strategy into implementation. Successful change agents should concentrate on putting important individuals in critical positions. They should also divide large initiatives down into tiny wins in order to gain early victories and create momentum (Leading Effectively, 2020). In addition, they should create metrics and monitoring tools to track success.


Connell, S. (2019, June 27). Change Leadership. Retrieved from Quality in Mind:

HEATHFIELD, S. M. (2019). Build Teamwork Into Your Company Culture. THE QUALITIES OF A GOOD MANAGER.

Leading Effectively. (2020, November 24). How to Be a Successful Change Leader. Retrieved from centre for creative leadership:

Slack. (2019, January 11). In good company: How to create a culture of collaboration at work. Retrieved from slack:

Tedla, T. B. (2016). The Impact of Organizational Culture on Corporate Performance . Walden Dissertations and Doctoral Studies Collection, 1.

Obesity in Children

Obesity in Children

Obesity in Children

The primary cause of overweight and obesity is an energy imbalance caused by ingesting more calories while exerting less energy (Swan, 2019). Because of the more sedentary character of many types of job, changing modes of transportation, and rising urbanization, there has been a rise in the consumption of energy-dense meals and a reduction in physical activity throughout the world. Obesity is defined as “a chronic, relapsing, multifactorial, neurobehavioral disease in which an increase in body fat promotes adipose tissue dysfunction and abnormal fat mass physical forces, resulting in adverse metabolic, biomechanical, and psychosocial health consequences” (Obesity Medicine Association, 2018).

Obesity in Children

Body mass index (BMI) is a popular method for determining childhood weight status (Obesity Medicine Association, 2018). The body mass index (BMI) is a common, affordable, if imprecise, measure of obesity that is calculated by dividing a person’s weight in kilograms by the square of his or her height in meters. A BMI of 25 kg/m2 is considered overweight, a BMI of 30 obese, and a BMI of 40 extremely (morbidly) obese (Swan, 2019). The BMI of a person is calculated by dividing their weight in kilograms by their height in meters squared. BMI is age- and sex-specific for children and teenagers and is commonly referred to as BMI-for-age (CDC, 2021). The weight status of a kid differs from the BMI categories of adults. The body composition of children changes with age and differs between boys and girls. As a result, BMI values in children and adolescents must be presented relative to other children of the same age and gender (CDC, 2021). BMI is a viable alternative to direct measurements of body fat (CDC, 2021). Regular, opt-in population-level surveys of children’s height and weight enable for the tracking of historical trends, geographical distributions, and, if measurements can be connected to de-identified personal data, correlations with socioeconomic status, surroundings, and health consequences (Swan, 2019).

Obesity in Children


CDC. (2021, June 21). Defining Childhood Weight Status: BMI for Children and Teens. Retrieved from Centers for Disease Control and Prevention:

Obesity Medicine Association. (2018). Definition of obesity. Retrieved from OMA: 

Swan, J. (2019, March 26). Obesity in America: Management and Treatment in Children, Adolescents, and Adults. Retrieved from Wild Iris Medical Education: