A Promising Treatment Modality For Cancer - 2056 Words

Immunotherapy is a promising treatment modality for cancer as it can promote specific and durable anti-cancer responses. Systemic adoptive cell therapy (ACT) is an emerging form of cancer immunotherapy showing tremendous potential in clinical studies aimed at treating solid cancers. The success of promising anti-cancer adoptive cell therapies relies on the abilities of the perfused CD8+ T lymphocytes to gain access to and persist within the tumor microenvironment to carry out their cytotoxic functions. The success of cancer adoptive cell therapies depends on the expansion of tumor infiltrating lymphocytes (TIL) from patient derived tumors for their personalized systemic infusion back into individual patients, along with the capacity of†¦show more content†¦Hypotheses: The implantation of 3D T cell cultures will provide a means for conveyance of a continuous feed of these cells towards the reduction of tumor burden or of tumor reoccurrence near the site of tumor resection. To that end, the molecular architecture of the scaffold must permit the expansion and release of functional T cells whose activation state can be affected by the surrounding conditions, allowing activating and chemo attractant signatures from the tumor microenvironment to accelerate the proliferation, escape, and immunogenicity of the encapsulated cells. It must also allow its precise, local administration in a minimally invasive way (through catheter or needle), its jellifying ahead of its dispersion, and must provide it with the ability to withstand in vivo stress and degradation for the duration of treatment. Aim: The aim of this research is to develop a new method for local injection of concentrated, three dimensional (3D) TIL (tumor infiltrating lymphocytes) cultures into the tumor microenvironment akin to adjuvant postoperative radiation therapy currently applied to cavities formed from tumor resection in cases of advanced tumor stage and margin positivity, and also with the intent to mimic naturally occurring tertiary lymphoid structures associated to positive patient prognosis. In this study,

Fashion as a Medium of Communication - 1305 Words

Since the Industrial Revolution of the 19th century, the function of fashion as a medium of communication is becoming of a new significance for modern society. Introduction. Clothing has always had place in society. Ever since the primitive society people were dressing for variety of reasons: at first, simply to cover naked parts of human bodies, to protect one from bitter frost or extreme heat; centuries later--to become an indicator of one’s well-being and social position, a sign of royalty and the rich or poverty. Before the Industrial Revolution of the 18th--19th centuries, that had profound effect on almost all aspects of daily life, the importance attached to the way people dress was huge--it defined the rights and†¦show more content†¦Its first Known Use was 14th century. Of course, It does not mean, that people did not dress before 14th century and were walking around uncovered, but it might mean that only around those times it was becoming of such significance in society, that people needed a special word for it. According to Marcel Danesi, Fashion is â€Å"prevailing dress style or custom of an era, group of people, or entire society† (â€Å"Encyclopedic Dictionary of Semiotics, Media, and Communications†, Marcel Danesi. University of Toronto Press Inc., 2008). As â€Å"functions† of clothing fashion he mentions Fashion as ideological statement. The certain way some groups of people dress has a message in it, their clothes â€Å"says†, what those groups want to communicate to other non-members. For example, Hippies in the middle of twentieth Century were dressing to â€Å"tell† people around them that there’s too much cruelty and other negative emotions in the world and that that generation wanted freedom, love and peace. Skinhead movement’s members always have shaved heads, they wear military boots and dress in way that represents violence and hatred. They are â€Å"saying† to everyone else â€Å"We hate you: white, coloured, Asian, C aucasian, Arab, etc people!†. Although no one knows the reason for this hatred (and, most likely, they don’t know either), the society understands their message. There are many more examples of fashion as an ideological statement, but it is not its onlyShow MoreRelatedIs Fashion Art? (Information and Interpretation)1651 Words   |  7 PagesIs Fashion Art? Everybody questions art. You would think art is merely created for admiration, but its not. The average person would describe art as a drawing on a piece of paper, and this quote by Clement Greenberg (1909-1991) suggests why: The task of self-criticism became to eliminate from the effects of each art, any and every effect that might conceivably be borrowed from or by the medium of any other art. Thereby, each art would be rendered ‘pureÂ… Painting is not sculpture Ââ€" it is two-dimensional;Read More TV MYTHS Essay1585 Words   |  7 Pages TELEVISION AS A MEDIUM FOR MODERN DAY MYTHS Throughout the 1950s and 1960s television programming developed rapidly into more than an assortment of fact and fiction narratives; it became itself a social text for an increasing population, â€Å"functioning as a kind of code through which people gleaned a large portion of their information, intellectual stimulation, and distraction† (Danesi, 240). Since its inception in the mid-1930s, many of television’s programs have become the history of many culturesRead MoreCriticism Of Media Convergence1031 Words   |  5 PagesMedia convergence in the digital era constructs a global ‘flat earth’, allowing for interaction of old and new mediums across various media platforms. Technology has become an increasingly dominant means of communication as it allows for information to be stored and shared across great distances. Flew (2005) suggests that this globalisation permissible through digital and online communication has effected cultural change. Individuals can communicate from any part of the world, irrespective of physicalRead MoreKey Communiation Processes939 Words   |  4 PagesCommunication is the process of transferring information and meaning between senders and receivers (Bovà ©e Thill, 2012,p. 35). Communication is important, as it allows human to share vital information of each other and allows exchange of ideas. In business, good communication sends a message of your company’s product and your vision to consumers, the government, and potential and existing investors. When you are communicating, there is a complex process involved. According to Bovà ©e and Thill (2012Read MoreDelivering Sources of Value (channels) To what extent does the organisation use multiple channels1400 Words   |  6 PagesDelivering Sources of Value (channels) To what extent does the organisation use multiple channels to deliver sources of value (can be product/service related, process related or communication related) to its customers? Zara offers many sources of value to their customers, with heavy focus on the social and hedonic benefits of their product lines. Customer value is hard to define, and thus have many different ways of understanding from person to person. Generally, values may refer to: low price,Read MoreUnderstand the Business of Retail Essay examples976 Words   |  4 Pagesstore- Marks and Spencers are smaller in outlets and towns, and bigger in cities. E.g. small in junction 32 outlet, medium in Wakefield town centre and large in Leeds city centre. Understanding The Business of Retail Outcome 2 Understand the range of retail occupations A. State how retail occupations differ between small, medium and large retail business. Small | Medium | Large | Mobile hairdresser | Town Salon | City Salon | Village salon | | Cruise Ship | | | Chain salonsRead MoreCaroline Le Bon s Fashion Marketing Essay1402 Words   |  6 PagesCaroline Le Bon’s Fashion Marketing and Harriet Posner’s Marketing Fashion, defines fashion marketing and its elements. Fashion marketing and advertising is the process of analyzing, developing and marketing current fashion trends to satisfy consumer needs. Both or the readings discuss the role of marketing in the fashion industry and its differences to marketing other products. Fashion products are often trended items, temporary items based on design color, fabric and pattern. Le Bon and PosnerRead MoreMarketing And Advertising Of Fashion Marketing Essay1413 Words   |  6 Pagesplay a critical role in the fashion industry; they are various activities involved in building consumer relationships and stimulating consumer purchases by satisfying their needs. The primary goal of fashion marketing is evident: supplying the right merchandise, to the right customers, at the right time, in the right place. Often confused as marketing, Advertising is a subset of marketing; it is a single component of promotion in the marketing mix. The process of fashion marketing is difficult dueRead MoreBackground into Social Media790 Words   |  3 PagesThe concept of social media is defined and explained. Then, we will talk about blogs, the effect of bloggers on the fashion industry and the last part of this chapter is related to consumer behavior. Social media are the online means of communication, conveyance, collaboration, and cultivation among interconnected and interdependent networks of people, communities, and organizations enhanced by technological capabilities and mobility. Like traditional media, social media include several channelsRead MoreMarketing Brief1012 Words   |  5 PagesOBJECTIVES CORPORATE Nudie Jeans (â€Å"Nudie†) strive to share their passion for denim with the fashion community and demonstrate socially responsible business practices. Nudie strives to deliver the best quality from material choice to craftsmanship and design coupled with a vision for change in manufacturing practices in the fashion industry. This is illustrated in their firm supporter of Amnesty International in their fight for ethical human rights practices in the garment manufacture industry

Exam Notes Free Essays

Chapter 1- PRE MID Study Questions : 1) What are the challenges of working in the new economy 2) What are the organizations like in the new workplace? 3) Who are the managers and what do they do? 4) What is the management pricess? 5) How do you learn the essential managerial skills and competencies? Overview of the 21st century workplace -Organizations must adapt to rapidly changing society -Economy is global and driven by innovation and technology -High performing companies gain extraordinary results from people working for them -Interdependent, knowledge based STUDY QUESTION 1 Intellectual Capital- People are the ultimate foundations of organizational performance, it is the collective brainpower or shared knowledge of a workforce that can be used to create value. A knowledge worker adds to the intellectual capital of an organization. Globalization- National boundaries of world business have largely disappeared. We will write a custom essay sample on Exam Notes or any similar topic only for you Order Now Globalization is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy. Technology- There is an increasing demand for knowledge workers with the skills to full utilize the technology such as (internet computers and information technology) Diversity- Workforce diversity reflects differenes with respect to gender, age, race, ethnicity, religion, sexual orientation, and able bodiednes. Creates a diverse and multicultural workforce but challenges and offers opportunities to employers. Ethics- Code of moral principles, society requires business to operate according to high moral standards. Emphasis today is on restoring the strength of corporate governance. STUDY QUESTION 2 Some Critical skills for success in the workplace are; mastery, contacts, entrepreneurship, love of technology, marketing, passion for renewal. Organization- A collection of people working together to achieve a common purpose. Organizations provide useful goods and or services that return value to society and satisfy customer needs. Organizations are Open Systems- Composted of interrelated parts that function together to achieve a common purpose and interact with their environments. They transform resource inputs into product outputs(goods and services). Environmental feedback tells organization how well it is meeting the needs of customers and society. Organizational Performance- value is created when an organization’s operations ads value to the original cost of resource inputs. Value creation occurs when businesses earn a profit or nonprofit organizations add wealth to society. Organizational Performance -Productivity: an overall measure of the quantity and quality of work performance with resource utilization taken into account -Performance Effectiveness: An output measure of task or goal accomplishment -Performance Efficiency: An input measure of the resource costs associated with goal accomplishment Workplace changes that provide a context for studying management; belief in human capital, demise of â€Å"command and control†, emphasis on teamwork, Preeminence of technology, Embrace of networking, New workforce expectations, concern for work-life balance, focus on speed. STUDY QUESTION 3 Importance of human resources and managers; toxic workplaces that treat employees as costs, High performing organizations treat people as valuable strategic assets, managers must ensure that people are treated this way. Manager- a person in an organization who supports and is responsible for the work of others, they are the ones who help those whose tasks represent the real work of the organization. Levels of Management: a)Top Managers- responsible for performance of an organization as a whole or for one of its larger parts. b) Middle managers- in charge of relatively large departments or divisions. c) Project managers- coordinate complex projects with task deadlines d) Team Leaders or supervisors- in charge of a small work group of non-managerial workers. Reponsibilities of team leaders: Plan meetings and work schedules, clarify goals and tasks, and gather ideas for improvement, appraise performance and counsel team members, recommend pay raises and new assignments, recruit, develop and train team members, encourage high performance and teamwork, inform team members about organization goals and expectations, inform higher levels of work unit needs and accomplishments, co-ordinate with others teams and support the rest of the organization. Types of Managers: a)Line Managers: responsible for work activities that directly affect organizations outputs. )Staff managers: use technical expertise to advise and support the efforts of line workers c) Functional managers: responsible for a single area of an activity d) General managers: responsible for more complex units that include many functional areas. e) Administrators: work in public and nonprofit organizations. Managerial Performance and Accountability- accountability is the requirement o f one person to answer to a higher authority for relevant performance results. Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work. Quality of work life (qwl) – an indicator of the overall quality of human experiences in the workplace. Some indicators are: fair pay, safe working conditions, opportunities to learn and use new skills, room to grow and progress into a career, protection of individual rights, pride in work itself and in the organization. High performing managers: build working relationships with others, help others develop their skills and performance competencies, foster teamwork, create a work environment that is performance driven and provides satisfaction for workers. The organization as an upside down pyramid: each individual is a value-added worker. A managers job is to support workers’ efforts. The best managers are known for helping and supporting. STUDY QUESTION 4 Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals. All managers are responsible for the four functions, and they are carried on continually. Functions of management a) Planning – the process of setting objectives and determining what actions should be taken to accomplish them. ) Organizing- the process of assigning tasks, allocating resources and arranging the coordinated activities of individuals and groups to implement plans c) Leading- the process of arousing people’s enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives. d) Controlling- the process of measuring work performance, comparing results to objectives and taking corrective action as ne eded Managerial activities and roles a) Interpersonal roles- involve interactions with persons inside and outside the work unit b) Informational roles- Involve giving, receiving, and analyzing of information. ) Decisional Roles- involve using information to make decisions in order to solve problems or address opportunities Characteristics of managerial work: Managers work long hours, work at an intense pace, work at a fragmented and varied tasks, work with many commutation media, work largely though interpersonal relationships. Agenda setting- Development of action priorities for ones job, includes goals and plans that span long and short Networking- The process of building and maintaining positive relationships with people whose help may be needed to implement ones work agendas STUDY QUESTION 5 Essential managerial skills: Skill-the ability to translate knowledge into action that results in desired performance Technical skill- the ability to apply a special proficiency or expertise to perform particular tasks* lower level managers have more of this Human skill- the ability to work well in cooperation with others Conceptual skill- the ability to think critically and analytically to solve complex problems. * top level managers have more of this Managerial Competency- A skill-based capability that contributes to high performance in a management job. Managerial competencies are implicit in: Planning, organizing, leading and controlling. Informational, interpersonal, an decisional roles. Agenda setting and networking. Chapter 7-PRE MID Study Questions: 1) How is information technology changing the workplace? 2) What is the role of information in the management process? 3) How do managers use information to make decisions? 4) What are the steps in the decision-making process? 5) What are the current issues in managerial decision making? STUDY QUESTION 1 Knowledge and knowledge workers provide a decisive competitive factor in today’s economy. Intellectual Capital- shared knowledge of a workforce that can be used to create wealth * irreplaceable organizational resources* Electronic commerce- the process of buying and selling goods and services electronically through use of the internet. Implications if IT within organizations: Facilitation of communcation and information sharing, operating with fewer middle managers, flattening of organizational structures, faster decision making and increased coordination and control. How IT is changing the office: progressive organizations activiely use it to help achieve high performance in uncertain environments. Key developments in networked offices are instant messaging and peer to peer sharing (p2p) STUDY QUESTION 2 Data- raw facts and observations Information- Data made useful for decision making drives management functions Characteristics of useful info: timely, high quality, complete, relevant, understandable. Information system- Use of the latest IT to collect, organize and distribute data for use in decision making. Management Information System (MIS)- specifically designed to meet the information needs of managers in daily decision making. Decision to support syste (DSS)- An interactive information system that allows users to organize and analyze data for solving complex and sometimes unstructured problems. Group Decision Support System (GDSS)- facilitates group efforts to solve complex and unstructured problems. *use groupware Artificial Intelligence (AI)- computer systems with the capacity to reason the way people do. Expert Systems (ES)- Software systems that use AI to mimic the thinking of human experts. Managerial advantages of IT utilizations 1) Planning advantaes- better and more timely access to useful information, involving more people in planning. 2) Organizing advantages- more ongoing and informed communication among all parts of the organization, improved coordination and integration 3) Leading advantages- improved communication with staff and stakeholders, keeping objectives clear. 4) Controlling advantages- more immediate measure of performance results, allows real-time solutions to performance problems STUDY QUESTION 3 Performance deficiency- actual performance being less than desired performance Performance opportunity- actual performance being better than desired performance Problem Solving- the process of identifying a discrepancy between actual and desired performance and taking action to resolve it. Decision- a choice among possible alternative course of action. Programmed decisions- apply solutions that are readily available from past experiences to solve structured problems, these problems are ones that happen often and are familiar. Nonprogrammed decisions- develop novel solutions to meet the demands of unique situation that presents unstructured problems. Commonly faced by higher-level management Crisis Decision making – a crisis involves an unexpected problem that can lead to disaster if not resolved quickly and appropriately. Certain Environment- offers complete info about possible action alternatives and their outcomes Risk Environment- lacks complete info about action alternatives and their consequences, but offers some estimates of probabilities of outcomes for possible action alternatives. Uncertain Environments- Information is so poor that probabilities cannot be assigned to likely outcome of known action alternatives. Systematic v/s intuitive thinking- systematic thinking approaches problems in a rational step by step and analytical fashion. Intuitive thinking approaches problems in a flexible and spontaneous fashion. Multidimensional thinking applies both intuitive and systematic thinking. Effective multidimensional thinking requires skill at strategic opportunism. STUDY QUESTION 4 Decision making Process Step 1- Identify and define the problem: focuses on information gathering, info processing and deliberation. Decsion objectives should be established Step 2- Generate and evaluate possible solutions; potential solutions are formulated and more info is gathered, data are analyzed, the advantages and disadvantages of alternative solutions are identified. Step 3-decide on a preferred course of action; classical decision model managers act rationally in a certain world, managers face clearly defined problems and have complete knowledge of all possible alternatives and their consequences this results in an optimizing decision. OR behavioral decision model; managers act in terms of what they perceive about a given situation, recognizes limits to human information-processing capabilities, they will choose the first satisfactory alternative Step 4- Implement the decision solution; involves taking action to make sure the solution decided upon becomes a reality, managers need to have willingness and ability to implement action plans. Step 5- evaluate results; involves comparing actual and desired results, positive and negative consequences of chosen course of action should be examined. STUDY QUESTION 5 Availability Heuristic- people use information â€Å"readily available† from memory as a basis for assessing a current event or situation Representativeness Heuristic- People assess the likelihood of something happening based upon its similarity to a stereotyped set of occurrences Anchoring and adjustment Heuristic- People make decisions based on adjustments to a previously existing value or starting point. Ethics double check- any decision should follow this ethics rule ask yourself â€Å" how would I feel if my family found out about this decision? â€Å"how would I feel if this was published in the newspaper† *ethical decisions satisfy the following criteria : utility, rights, justice, caring. Chapter 2- POST MID Study Questions 1) what can be learned from classical management thinking? 2) What ideas were introduced by the human resource approaches? 3) What is the role of quantitative analysis in management? 4) What is unique about the systems view and contingency thinking? 5) What are the continuing management themes of the 21 century? STUDY QUSTION 1 Classical Approaches to management: 1) Scientific Management-(Frederick Taylor) Decelop rules of motion , standardized work implements and proper working conditions for every job. Carefully select workers with the right abilities for the job. Carefully train workers and provide proper incentives. Support workers by carefully planning their work and removing obstacles. (The Gilbreths) Motion study, science of reducing a job or taskt to its basic physical motions. Eliminating wasted motions imporves performance. ) Administrative Principles ( Henri Fayol) – RULES OF MANAGEMENT a) foresight- co complete a plan of ation for the future b) organization- tp provide and mobilize resources to implement the plan c) coordination- to fit diverse efforts together and ensure information is shared and problems are solved. d) Control- to make sure things happen according to plan and to take necessary corrective action PRINCIPLES OF MANAGEMENT a) Scalar chain- there should be a clear and unbrok en line of communication from the top to the bottom of the organization. ) Unity of command- each person should receive orders from only one boss c) Unity of direction- one person should be in charge of all activities with the same performance objective. MARY PARKER FOLLET Group and human cooperation; Groups are mechanisms through which individuals can combine their talents for a greater good, Organizations are cooperating communities of managers and workers. Mangagers job is to help people in the organization cooperate and achieve an integration of interests. Forward-looking management insights; making every employee an owner creates a sense of collective responsibility (precursor of employee ownership, profit sharing, an gain sharing). Business problems involve a variety of inter-related factors. Private profits relative to public good (precursor of managerial ethics and social responsibility) 3) Bureaucratic Organization (max Weber)- Bureaucracy is an ideal intentionally rational and very efficient form of organization. Based on principles of logic, order, and legitimate authority. Characteristics of Bureaucratic organizations : clear division of labor, clear hierarchy of authority, formal rules and procedures, impersonality, careers based on merit. STUDY QUESTION 2 Human resource approaches include : 1) Hawthorne Studies – initial tudy examined how economic incentives and physical conditions affected worker output. No consistent relationship found. â€Å"Psychological factors† influenced results. Relay assembly test room studies manipulated physical work conditions to assess impact on output, was designed to minimize the â€Å"psychological factors† of previous experiment. Factors that accounted for increased productivity : group atmosphere and participative supervision. Employee attitutes, interpersonal relations and group processes- some things satisfied some workers but not others, people restricted output to adhere to group norms. Lessons from the Hawthorne Studies: Social and human concerns are keys to productivity, hawthorne effect-people who are singled out for special attention perform as expected. 2) Maslows theory of human needs- a need is a physiological or psychological deficiency a person feels compelled to satisfy. Need levels: physiological, safety, social, esteem, self actualization. Deficit principle- a satisfied need is not a motivator of behavior Progression principle- a need becomes a motivator once the preceding ower level need is satisfied. *Both principles cease to perate at a self actualization level 3) McGregors Theory X assumes that workers: dislike work, lack ambition, are irresponsible, resist change, prefer to be led. McGregors Theory Y assumes that workers are: willing to work, capable of self control, willing to accept responsibility, imaginative and creative, capable of self direction. Implications of Theory x and y : managers create self fulfilling prophecies, theory x managers create situations where workers become dependent and reluctant. Theory Y managers create situations where workes respond with initiative and high performance * central to notions of empowerment and self management 4) Argyris’s theory of adult personality – classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality. Management practices should accommodate the mature personality by: increasing task responsibility, increasing task variety, using participative decision making. STUDY QUESTION 3 Management science (operations research) foundations – scientific application of mathematical techniques to management problems. Techniques and applications include: mathematical forecasting, inventory modeling, linear programming, queuing theory, network models, simulations. Quantitative analysis today- use of staff and specialists to help managers apply techniques, software and hardware developments have expanded potential quantitative applications to managerial problems. Good judgement and appreciation for human factors must accompany use of quantitatitve analysis. STUDY QUESTION 4 System-collection of interrelated parts that function together to achieve a common purpose. Subsytem- A smaller component of a larger system Open systems- organizations that interact with their environments in the continual process of transforming resource inputs to outputs. Contingency thinking- triest to match managerial respinses with problems and opportunities unique to different situations. * espically indicidual or environmental differences. No â€Å"one best way† to manage. Appropriate way to manage depends on the situation. STUDY QUESTION 5 Quality and performance excellence- managers and workers in progressive organizations are quality conscious. * wuality and competitive anaylsis are linked Total Qaulity Management (TQM) – Comprehensive approach to continupus quality improvement for a total organization, creates context for the value chain. Global Awareness- pressure for quality and performance excellence is created by a highly competitie global economy. Has promoted increasing intrest in new management concepts: process engineering, virtual organizations, Agile factories, network firms. Adoption of the theory Z management practices. Core Factors of a leraning Organization -mental models -personal mastery -systems thinking -shared vision -team learning In the 21st century managers must be Global strategists, masters of technology, inspiring leaders and models of ethical behaviour. How to cite Exam Notes, Essay examples

Negotiation Skills Knowledge Creations and Transfer

Question: Discuss about theNegotiation Skillsfor Knowledge Creations and Transfer. Answer: Introduction Negotiation skills are one of the most prized assets in employees and are repeatedly listed by employers in job descriptions (Kelchner, 2017). Since not every employee possesses a mastery of these skills, it is imperative that organizations provided avenues for their personnel to attain them. A 2003 study titled: Learning Negotiation Skills: Four Models of Knowledge Creations and Transferreviewed literature in a bid to establish the most effective and commonly used methods of training negotiation skills followed by an examination of the efficacy of different learning methods in the improvement of negotiation skills. Four commonly used learning negotiation skills that were put to the test included:learning via information revelation, principle-based learning, analogical learning and observational learning (Nadler, Thompson Van Boven, 2003). An in-depth outline- in theory, and with empirical evidence- of the techniques provides employers with an opportunity to put in measures for empl oyees to horn their negotiation skills. The author provides an outline of the learning techniques using the findings of related studies thus providing audiences with a summary of the already existent information on the selected techniques.To begin with, Principle-based learning, variously referred to as didactic learning and regarded as the most used educational tool in negotiation has various features and the most important is as follows:It is based on the premise that in order to attain a solution that is integrative, negotiators need to conceptualize the situation(Nadler, Thompson Van Boven, 2003). Further, the author explains that Learning via information revelation encompasses that access to the other partys information regarding their priorities and preferences in a prior negotiation allows negotiators to correct their interpretation of their negotiated agreement. The above description is accurate, and Takemura (2014) agrees to explain that outcomes follow from peoples initial judgments and predictions, which are th en used to determine actions and choices. Moreover, an in-depth description of observational learning which is based on the idea that observation of other negotiators can improve the negotiating skills of employees is provided. The social learning theory, psychological mechanisms and the critical processes involved in observational learning are just but a few of the evidence outlined in support of the technique(Nadler, Thompson Van Boven, 2003).Lastly, a theoretical background of analogical learning is provided. Cited are the findings on the relevance of analogy in learning and understanding and the standard approaches to the techniques(Nadler, Thompson Van Boven, 2003). In addition to the above, the author outlines some of the limitations to the technique that will be expounded on when analyzing the findings and conclusions from the article. In a bid to establish which of the above-mentioned techniques is the most effective, four different learning conditions were created in correspondence to the four subject techniques. The following groups of subjects are used to establish effectiveness: all participants in the study population were engaged in negotiation with no formal learning, then divided the sample population into those who will receive no further learning and those that will be subjected to the different techniques. These groups were compared in the end. Performance on the task (negotiation) was used as a key measure of learning. In accordance with the findings, various ideas are put across in the article. Firstly, individuals with either of observational training and analogical training performed better in negotiations as compared to those subjected to the other two forms of training and those who received no training whatsoever- the baseline group. This is in line with Albert Banduras assertion that by observing someone elses activity learning could occur and reproduced when faced with a similar situation (Huitt, 2004). Secondly, individuals subjected to observational and analogical techniques exhibited more creativity in their negotiations. Wyer, (2014) agrees with this fact basing his reasons on cognitivesocial psychology citing the individual subjected to the two methods of learning normally exhibit superiority. A particular example of this fact is the construction of profitable tradeoffs in that the individuals subject to the above mentioned constructed profitable tradeoffs.Thirdly, an idea that contrad icts prior research was in relation to the absence of a significant difference between the performances of individuals subjected to analogical and didactic techniques. Such a deduction is baffling considering the current study concludes that in addition to observational training, analogical training was effective. It is important to note that the techniques were reviewed using findings from other studies and theoretical descriptions from scholars in order to form a basis for comparison. However, some of the findings outlined in the article contradict some of the features and the perceived outcomes of the of the training as per the theoretical descriptions of the techniques. For instance, learning via information revelation technique stipulates that negotiators are receiving information regarding the priorities and preferences of their opponents in the first encounter post desirable results in subsequent negotiations since they are able to transfer the acquired knowledge (Takemura, 2014). This was not the case as indicated by the findings. Again, a similar outcome was observed among the individuals that were subjected to a didactic technique where the definitions indicated by literature are not in line with the findings. This either points to a flaw in the methodology or an indication of the ne ed for more research in the training technique. Regardless, the above deductions from a review of the findings outlined in the article are not suggestive of the fact the study is a failure but only point to the fact that a more vigorous research design is needed. Also, this doesnt take away the revelation that a couple of beneficial lessons are manifest from the findings in the article being critiqued.Some of the lessons include, analogical and observational training are effective. Hence, provided is a look into some of the mechanisms used in learning within organizations (Moran, Bereby-Meyer, Bazerman, 2004). Even more, the breakthrough regarding the techniques mentioned above establishes a link to cognitive- social psychology thus encouraging the incorporation of related principles in the developments of professional skills such as negotiation. References Huitt, W. (2004). Observational (social) learning: An overview. Educational Psychology Interactive. Valdosta, GA: Valdosta State University. Retrieved [date], from https://www.edpsycinteractive.org/topics/soccog/soclrn.html Kelchner, L. (2017). Top Ten Effective Negotiation Skills. Smallbusiness.chron.com. Retrieved 26 May 2017, from https://smallbusiness.chron.com/top-ten-effective-negotiation-skills-31534.html Nadler, J., Thompson, L., Boven, L. V. (2003). Learning negotiation skills: Four models of knowledge creation and transfer. Management Science, 49(4), 529-540. Takemura, K. (2014). Behavioral Decision Theory and Good Decision Making. In Behavioral Decision Theory (pp. 167-202). Springer Japan. Moran, S., Bereby-Meyer, Y., Bazerman, M. H. (2004). Getting more out of analogical training in negotiations: Learning core principles of creating value. (2004) Wyer, R. S. (2014). The automaticity of everyday life: Advances in social cognition (Vol. 10). Psychology Press.