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For your assignment this week, in 2-3 pages think of a work-related failure that you experienced or you are aware of and after describing it, answer the following questions:

  1. What individual and/or organizational factors might have contributed to the failure?  
  2. What was the manager’s or organization’s reaction to the failure?  How does that reaction compare to what you learned in this week’s lesson?
  3. Did it become a learning experience?  If so, in what way? If not, why not?
  4. Based on what your learned would you describe this organization as innovative?  Why or why not?

+++++++++++++++++++++++++++++++++++++++++++++++++++++++

Lecture Reading

Last week we learned that we minimize risk associated with innovation by managing a portfolio of innovations.  That risk results when innovative ideas don’t result in marketable products or reduced costs.  This week we focus on the culture of failure.

There are many legends about the innovative success of companies and their founders, including great financial rewards.  Microsoft and Google both started life in a garage and their founders are now billionaires!

It’s easy to assume that the products or processes in these stories were “light bulb” ideas, generated in full form and ready for the market.  What we don’t usually hear about are products that were tested by these same companies but were not successful, about the financial investments made in trial products that never earned a return.

  • Apple, often considered the most innovation-driven companies in the world, and certainly, the company that has launched the most disruptive innovation in the last decade, has also acquired experience in innovation failure. A few years ago, it launched its Maps application which caused controversy, leading CEO Tim Cook to publicly apologize.
  • Dannon has invested millions in developing a new kind of yogurt, one that claimed to offer benefits to the skin. The result? Essentiswas retired from the market.
  • Microsoft has failed many times as well, such as with its Zune Player. And, even in its core business, the operating systems Windows Vista and Windows 8 have caused controversy.
  • French automobile maker Renault has also failed to penetrate the high-end market segment with its VelSatis.
  • Google, often considered to be a paragon of innovation, has failed many times. Its product meant at competing against Wikipedia, called Knol, has been discontinued. Google Reader and Google Buzz failed (Links to an external site.)Links to an external site., as well. Most of its successful innovations were, in fact, start-up acquisitions such as YouTube.

Today the conventional wisdom is that innovative companies need to be prepared for failures.  Author Langdon Morris stated “A healthy percentage of projects should fail, because failure is an indication that we are pushing the limits of our current understanding hard enough to be sure that we are extracting every last bit of value from every situation and at the same time preparing for a  broad range of unanticipated futures.”

Innovative companies should expect failure.  In fact, the following quick reads suggest (1) those organizations that don’t accept failure stifle innovation and (2) employees are naturally innovative. 

https://www.forbes.com/sites/theyec/2016/07/27/why-failure-is-the-key-to-workplace-culture-success/#1f1045bf48f4 (Links to an external site.)Links to an external site.

http://www.innovationmanagement.se/imtool-articles/failure-is-the-mother-of-innovation/ (Links to an external site.)Links to an external site.

Innovative companies should also accept that the innovation process is messy.  Bill Coyne, who led R&D at 3M for over a decade understands both the messiness and misguided impulse to clean it up. His quote was referenced by Bob Sutton:

Finally, don’t try to control or make safe the fumbling, panicky, glorious adventure of discovery. Occasionally, one sees articles that describe how to rationalize this process, how to take the fuzzy front end and give it a nice haircut. This is self-defeating. We should allow the fuzzy front end to be as unkempt and as fuzzy as we can. Long-term growth depends on innovation, and innovation isn’t neat. We stumble on many of our best discoveries. If you want to follow the rapidly moving leading edge, you must learn to live on your feet. And you must be willing to make necessary, healthy stumbles (citation (Links to an external site.)Links to an external site.)

Jeff DeGraff, professor at University of Michigan, wrote a great piece below that in a few words neatly explains innovation and its inherent messiness. (citation (Links to an external site.)Links to an external site.)

Starbucks provides a real-life example about the messiness of innovation. An interesting quote by Starbucks chief digital officer Adam Brotman:  “We don’t want to wait on innovation,” Brotman explained. “Because if we waited until we could make it perfect across every single experience of every single store, we would have to move much more slowly for the vast majority of our customers. So we’ve taken an approach that’s not always perfect, but we think it’s the best thing for our brand and customers.”  After reading this article, what do you think? (citation (Links to an external site.)Links to an external site.)

Can you imagine working for an organization that celebrates failure? Some of the most innovative companies out there celebrate failure on a daily basis. As I write this, it makes me want to work for one! 

The following information is quoted from Acton (2017) and her article: “The Most Creative Companies Are the Ones That Celebrate Failure. Here’s How To Do It Effectively.” (citation (Links to an external site.)Links to an external site.)

The Silicon Valley mantra, failing is a good thing, has taken the corporate world by storm. Just look at how we idolize people like Elon Musk for his kaleidoscopic career of failures, pivots, and reinventions. The failing mantra has taken on many variations:

  • Failures are really just lessons on the path to success
  • Failing fast is economical in the long-run
  • Only through failure can you discover greatness and great risk begets great failure or great reward.

But, unless a company has policies in place to support and celebrate failures, then these mantras become vacuous company values, living only in strategic documents; not in the fabric of the company, and not felt in the day-to-day of employees throughout. A company that embraces, celebrates and rewards failure doesn’t happen accidentally; there needs to be systems, behaviors, and structures in place to incentivize, encourage and make room for flops.

Here are four ideas you, as a business manager, can implement immediately to make your work environment a better place to fail.

1. Actively Kill Ideas

Most organizations don’t take time to actively kill ideas. Often, they confuse prioritizing initiatives with killing ideas, but this is a separate thing to laying ideas to rest. When you take items off your task list, you can focus on the ones that really matter. Focusing on a few things allows you to do them well, and is a critical success factor. Steve Jobs famously slashed Apple’s pipeline from 150 products to just 4 when he returned to take the reigns in 1997 (one desktop and one portable device for both consumers and professionals). Jobs famously said, “Deciding what not to do is as important as deciding what to do”. And it’s a skill that requires practice.

Try: Hosting a monthly ‘Kill’ meeting where you actively kill, not just prioritize, ideas that are not delivering. Each department should aim to have no more than 4 key initiatives in play at any one time.

2. Host Idea Funerals

Killing an idea or initiative presents a chance to learn from it, and steal its most potent properties to incorporate into other initiatives. Hosting an “Idea Funeral” may sound extreme, but it’s a sticky initiative that sends a strong message to the company that failures are not just tolerated but actively welcomed. At an Idea Funeral, a team should: share what parts of the idea they’d like to keep, identity what prevented the initiative from really delivering and finally brainstorm ways to incorporate the ‘best of’ the idea into other initiatives that are still in play. This is also an opportunity to acknowledge team members who not only brought the idea this far but most importantly, had the audacity to kill it.

Try: Idea Funerals should feel more like a wake, and represent a chance for teams to bond and create a safe space for people to feel they can fail in. Bring music, snacks, and keep it light.

3. Create a “Failed Ideas Hall Of Fame”

This is an easy-to-implement idea that packs a big punch. In the same way, many companies pay tribute to their most successful launches and achievements, this is your opportunity to create a similar one for product, marketing, sales, and innovation failures. Similarly to Idea Funerals, this sends a very strong and public message to all employees that failing is OK and actually welcomed. Under each idea, there is an opportunity to capture shared learnings. For example, you can write an obituary for the idea that spells out what its strong points were, and how these now lives on in other initiatives. In killing one idea, it freed the team up to focus on a potential new blockbuster. This sentiment should be captured in the obituary.

Try: Creating a “Hall of Failure'” that showcases some monumental failures loudly and proudly. You can even intersperse other epic failures from history to reinforce the message. For example, Decca Records didn’t sign the Beatles because guitar music was on its way out, the Leaning Tower of Pisa took 177 years to build and only ten to start tiling or Fox Studios gave George Lucas all Star Wars merchandising rights for just $20,000 in 1977.

4. Change KPIs to Reward Risk and Failure

Most KPIs are tied exclusively to productivity, efficiency and boosting the bottom line. However, without incentivizing risk taking, and making allowances for the inevitable outcomes that comes with taking risks (failure), innovation quickly becomes all talk and no action. To truly make trying new things part of the culture, employees must be measured against it. A simple way of doing this is to hold employees accountable for trying a new approach to one of their tasks each quarter. Some of the initiatives they try differently might be close-in and relatively safe. However, at least one should feel intimidating and unknown.

Try: Adding a KPI that explicitly encourages employees to try new things; including an allowance for a grandiose failure and sharing the lessons they learned with their team.

 
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For Your 1st Paper (Paper 1a Due Monday 10/21/19) I am looking for a critical summary and evaluation of the editorial linked above.  I will not be providing hard copies of these papers to you.  You must read and/or print them from the website.  You have until 11:59 to upload your paper to Blackboard.  You do not need to bring a copy of this paper to me in class.

As you complete this assignment, you may also want to look at the following editorial:

Who Should Pay for Higher Education?

By HOWARD COHEN

http://www.nytimes.com/ref/college/collegespecial2/coll_aascu_povcohen.html (Links to an external site.)

Two Parts:

Part One; Critical Summary:

Summarize the article:

A.) Outline the Major thesis that the author is attempting to establish. (What is the Conclusion he is trying to establish?  What’s his Big Point?)

B.) Outline what reasons he gives to support this. (What are his premises?)

Part Two; Critical Evaluation:

Evaluate the argument:

A.) Support Question- If his premises were true, would they support the conclusion? Would the make the conclusion more likely?  Would they give one good reason to accept his conclusion?

B.) Content Question- Are his premises good (clear, true, non-controversial /reasonable)?

Clarity: To be a good premise it must be clear.  It must not contain vagaries and ambiguities which prevent the reader from understanding what is being asserted.  One cannot deterime if the premise is true if it admits of multiple interpretations.  However, note two things:

  1. It is not enough to merely claim that a premise is vague or contains a vague term. If you make such a claim, you must defend it.  Why do you say the premise is vague?  What is the troublesome term or terms and why are they troublesome?  Why does this vagueness prevent you from determining whether the sentence is true or reasonable?
  2. As we discussed in class, where an author uses a vague term, it is appropriate to extend to him or her the “principle of charity” and try to guess what a reasonable, intelligent person might have meant by the term. It is a weakness of the argument is the author is vague, but in the interest of advancing the dialog it becomes the reader’s responsibility to try to “fill in the blanks.”

Truth:  Of course the premise must be true.  False premises support nothing.  However, be careful here.  That a premise is false, in and of itself, is no reason for thinking that the conclusion is false.  Only that the conclusion is not supported by this argument.

Reasonableness:  Since the work of an argument is to persuade, one must make use of premises that are acceptable to the general public if one is to persuade the general public (you).  It is a weakness of an argument if it makes use of a premise which is controversial, whether, it turns out to be true or not.  However, it is not enough to merely claim that a premise is controversial.  If you are asserting that this is a claim that the author is being unreasonable and that reasonable people would reject his premise(s), you then must say who the reasonable people are/ or what rational grounds they could give you for rejecting the author’s claim(s).

For Example: Consider the argument

God ExistsIf God exists then this is the best of all possible worlds.

Therefore

This is the best of all possible worlds.

Support:

The premises would supply excellent support for the conclusion if true.  In fact, if the premises were true they would raise the probability of the conclusion to 1.  There is no way the premises could be true and the conclusion be false. (Formally Valid)

Content:

There is a problem with the content of this argument.

It is not the clarity (because the premises are very clear) and not the truth (since I do not claim to know that the premises are false).

The problem is that the first premise is not good because it is so controversial.  There are many who reject premise one as false (atheists) or who doubt premise 1 (agnostics) claiming that there is insufficient evidence to know that premise 1 is true.  Indeed some suggest that the amount and degree of suffering and evil in the world is sufficient evidence to know that premise one is false.

Therefore, as it stands, the argument is unpersuasive.  Thus is does not “work” (as an argument).  People who doubt the conclusion will also doubt the 1st premise. And anyone who does not doubt the first premise will in all likelihood, would not have doubted the conclusion in the first place.  Therefore the argument can accomplish no persuasive work.

Stray notes:

  1. I want you to begin your paper with something like this as your opening statement:

“The author of the article claims that (insert the conclusion here) and offers various reasons in support of this position.  In my paper I shall summarize and evaluate the argument.  In the end I believe that it is (successful/unsuccessful) and will explain and defend my assessment.

It would be nice to see something similar in the way of a summary at the end to bookend your essay.

  1. The paper should be 4-5 pages double spaced in length however, I will not count pages or grade on the basis of number of pages.  I will however grade based on completeness of the assignment.  Doing an adequate-good paper would only earn and average-good grade (C-B).  An Excellent Paper (A) will do more than the minimum.  For instance, one might consider implications of the view or how the issue may be resolved.

Here is a rough rubric to follow:  You might also look at my colleague’s (Dr. Kenneth Henley) directions to his classes “Writing a philosophy paper for Prof. Kenneth Henley (Links to an external site.)” a link to which you will find on the left hand side of his webpage.

Unsatisfactory

Poor

Average

Good

Excellent

I

Spelling and grammar mistakes that prevent the reader from understanding the author’s meaning.

Spelling and grammar mistakes that distract the reader and detract from the author’s meaning.

Very few or no spelling or grammar mistakes.

No spelling or grammar mistakes

Well-constructed sentences and good use of phrases.

No spelling or grammar mistakes

Well-constructed sentences and good use of phrases which powerfully and clearly express the author’s meaning.

II

Poorly articulated  or unarticulated thesis and no evidence of logical development within the paper.

Poorly articulated  or unarticulated thesis.

Clearly articulated thesis which is roughly followed throughout the paper.

Clearly articulated thesis followed throughout the paper.

Clearly articulated thesis that is adhered to and referred to throughout the paper.

III

Unorganized, weak or shallow ideas showing little internal relations or logical development.

Unorganized, ideas showing little internal relations or logical development.

Logical Development within the paper.

Well organized paper where the theme is articulated and developed.

Well organized paper where the theme is articulated and developed and brought to a final conclusion.

IV

Misidentifies or mischaracterizes the author’s position on the issue and the reasons the author supplies in support of that position.

Correctly identifies and characterizes the authors position on the issue, but mischaracterizes or omits  the reasons that the author supplies in support of his or her position.

Correctly identifies and characterizes the author’s position on the issue and the reasons the author supplies in support of that position.  Offers only a cursory or weak critical evaluation.

Correctly identifies and characterizes the author’s position on the issue and the reasons the author supplies in support of that position.  Provides a thoughtful critical evaluation.

Correctly identifies and characterizes the author’s position on the issue and the reasons the author supplies in support of that position.  Provides a thoughtful critical evaluation.  Introduces additional  considerations or relates this issue to other issues not directly covered by the author.

 
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For you initial post, create a problem requiring a Simple Linear Regression and write the corresponding model that goes with it. *nothing fancy!!(Please put answer to example problem below, thank you!)

Assuming the data comprising two variables namely x and y, between x is called the predictorvariable and y is called the criterion variable.Basing on the values of the predictor variable, we…

 
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for years luxury goods are priced between 25% and 40% higher in china than in Europe excluding tax. However as more chinese customer travel overseas and have access to internet, chinese consumers are shifting their purchases of luxure goods feom within china to overseas to take advantage of the more affordable prices. as a result, luxury sales within china fell 11% in 2014, but similar purchases made by chinese consumers overseas grew by 9%. you are hired as an economist by the word’s largest luxury company, lvmh, to help determine its pricing strategy in china to recover revenue. what would you recommend?( hint; utilize the concept of elasticity and market’s geographical boundary)

 
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For  years, 28 year old Lou Sohn has been trying to make it as a musician.   He has played bars from Maine to California.  He has had some songs he  wrote and recorded played on college radio.  He was a first round  contestant on American Idol, but was cut before making it to Hollywood.   He is getting ready to give up the business when a friend arranges an  audition for Lou with Ashley Alan Dicker, of ADD Records, a twenty year  old record label that has had a few hits, but never broken into the big  time.

Lou’s  audition seems to go well.  Ashley called Lou up a week later and gave  him the good news.  “Lou, baby,” Ashley said, “I think you’ve got “IT”  ADD is going to make you a big star.  Who are your manager and lawyer.

Lou  tells Ashley he has never had a manager or lawyer before.  “That’s a  good thing,” says Ashley, “they just waste time and money.  Trust me  baby, I will be the one looking out for you.”

Lou  can’t believe his good fortune.  Ashley hands him a 15 page contract  and says, “Just sign it baby.  It is a standard contract.  We advance  the money for the recordings, we distribute, you get the first $5,000  gross income and then we split everything down the middle .”  Ashley  hands Lou a shiny gold pen.  Lou hesitates.  “What’s the matter baby?”  Ashley asks.  “Well, honestly, I am broke,” says Lou, “Is it possible to  get any money up front?’

Ashley  pulls out his checkbook.  “I like you baby, we are going to do great  things.  Sign right now and I will give you a $500 advance.”  That was  all Lou needed to hear.  He didn’t even read the contract, he just  signed it on the spot.

Lou  recorded his first CD for ADD, “Out of My Cave.”  It got some  alternative rock air play, but never caught on with Itunes.   After six  months, total sales were only $8,500.  Lou wasn’t thrilled, but still,  he could use the money.  He wrote to ADD and asked for his $5,000 in  first royalties plus 50% of the remaining $3,500 for a total of $6,750.   ADD’s accounting department responded by sending him a bill:

INVOICE

Recording costs

Studio time $   3,700

Engineers             $   2,700 

Producer advance $   5,000

Total Recording costs             $ 11,400 

Promotion costs                        $ 3,700 

Total Costs                              $15,100

Less credit for sales $  6,750 

TOTAL BALANCE DUE $  8,350

The  hottest movie this summer is the block buster super hero film “The  White Knight Ascends.”  Lou goes to see it and is shocked to find that  “Out of My Cave” is played several times in the movie.  It appears ADD  licensed Lou’s song to the film for $100,000.  When Lou calls ADD to ask  about it, he is told that all the licensing money belongs to ADD.  

Lou  comes to you asking for help. He brings his contract with him.  By now  he has tried to read it, but cannot make heads or tails of it.  In  looking it over, you see that some of the relevant provisions are as  follows:

 “17 C – Sohn agrees to pay, or to reimburse ADD, for all recording  costs including, without limitation, all costs related to the use of the  studio, hiring of engineers and producers, and all promotion costs.” 

“41  F – Sohn grants ADD all rights to the songs written by artist and the  Master recordings of such songs as are included on any recordings  produced pursuant to this agreement. Without limitation, this shall  include the right to license such masters and underlying songs for use  in motion pictures.  And Sohn hereby waives any claim to the income from  such license”

What can Lou do (with your help, of course)?  Analyze the strengths and weaknesses of his case.

 
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For years, 28 year old Lou Sohn has been trying to make it as a musician. He has played bars from Maine to California. He has had some songs he wrote and recorded played on college radio. For years, 28 year old Lou Sohn has been trying to make it as a musician. He has played bars from Maine to California. He has had some songs he wrote and recorded played on college radio. He was a first round contestant on American Idol, but was cut before making it to Hollywood. He is getting ready to give up the business when a friend arranges an audition for Lou with Ashley Alan Dicker, of ADD Records, a twenty year old record label that has had a few hits, but never broken into the big time. Lou’s audition seems to go well. Ashley called Lou up a week later and gave him the good news. “Lou, baby,” Ashley said, “I think you’ve got “IT” ADD is going to make you a big star. Who are your manager and lawyer. Lou tells Ashley he has never had a manager or lawyer before. “That’s a good thing,” says Ashley, “they just waste time and money. Trust me baby, I will be the one looking out for you.” Lou can’t believe his good fortune. Ashley hands him a 15 page contract and says, “Just sign it baby. It is a standard contract. We advance the money for the recordings, we distribute, you get the first $5,000 gross income and then we split everything down the middle .” Ashley hands Lou a shiny gold pen. Lou hesitates. “What’s the matter baby?” Ashley asks. “Well, honestly, I am broke,” says Lou, “Is it possible to get any money up front?’ Ashley pulls out his checkbook. “I like you baby, we are going to do great things. Sign right now and I will give you a $500 advance.” That was all Lou needed to hear. He didn’t even read the contract, he just signed it on the spot. Lou recorded his first CD for ADD, “Out of My Cave.” It got some alternative rock air play, but never caught on with Itunes. After six months, total sales were only $8,500. Lou wasn’t thrilled, but still, he could use the money. He wrote to ADD and asked for his $5,000 in first royalties plus 50% of the remaining $3,500 for a total of $6,750. ADD’s accounting department responded by sending him a bill: INVOICE Recording costs Studio time $ 3,700 Engineers $ 2,700 Producer advance $ 5,000 Total Recording costs $ 11,400 Promotion costs $ 3,700 Total Costs $15,100 Less credit for sales $ 6,750 TOTAL BALANCE DUE $ 8,350 The hottest movie this summer is the block buster super hero film “The White Knight Ascends.” Lou goes to see it and is shocked to find that “Out of My Cave” is played several times in the movie. It appears ADD licensed Lou’s song to the film for $100,000. When Lou calls ADD to ask about it, he is told that all the licensing money belongs to ADD. Lou comes to you asking for help. He brings his contract with him. By now he has tried to read it, but cannot make heads or tails of it. In looking it over, you see that some of the relevant provisions are as follows: “17 C – Sohn agrees to pay, or to reimburse ADD, for all recording costs including, without limitation, all costs related to the use of the studio, hiring of engineers and producers, and all promotion costs.” “41 F – Sohn grants ADD all rights to the songs written by artist and the Master recordings of such songs as are included on any recordings produced pursuant to this agreement. Without limitation, this shall include the right to license such masters and underlying songs for use in motion pictures. And Sohn hereby waives any claim to the income from such license” What can Lou do (with your help, of course)? Analyze the strengths and weaknesses of his case.

 
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For year-end 2013, Max Corporation shows a pretax financial income of $3,000,000.$900,000 Depreciation deducted for tax purposes in excess of depreciation $150,000 $240,000 30% What amount is the current federal tax liability for Max Corp. for 2013?

 
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For your Final Visual Analysis Paper, review the feedback and grading on your Week 4 Thesis and Outline submission. Apply the feedback comments in your written analysis paper. This paper needs to be at least six pages in length using APA formatting; this length does not include images or the APA title/reference pages.

Be sure to substantiate your analysis ideas with quotes and information from at least four academic sources.

These four academic sources may include any of the following:

  • Robin Landa’s etextbook,
  • Additional readings located under each module, and/or articles you find in our LLS – for additional help finding research articles click here to set an appointment.

In your final paper, remember to consider the effects the visual elements have on the viewers:

  1. Sensory Response – When analyzing the viewer’s sensory response to a particular visual, it is important to consider the visual elements that attract the eyes. Close your eyes when considering a visual. When you open your eyes, what are the first visual elements that you see? When analyzing a viewer’s Sensory Response, you may consider analyzing at least two of the following effects:
    1. Colors
    2. Lines
    3. Shapes
    4. Balance
    5. Contrast
  2. Perceptual Response – When analyzing a viewer’s perception of visuals, it is important to consider the audience. Consider who is or is not attracted to this type of visual communication. When analyzing a viewer’s Perceptual Response, consider at least two of the following effects:
    1. Target audience specifics (age, profession, gender, financial status, etc.)
    2. Cultural familiarity elements (ethnicity, religious preference, social groups, etc)
    3. Cognitive visuals (viewer’s memories, experiences, values, beliefs, etc.)
  3. Technical Response – When analyzing a viewer’s response to certain visuals, we need to consider the technical visual aspects that may affect perception. Describe how visuals affect the interpretation of the intended media communication message. Address specific technological elements that impact perception. When analyzing the Technical Response, consider the Laws of Perceptual Organization (similarity, proximity, continuity, common fate, etc), and at least two of the following types of visuals:
    1. Drop-down menus
    2. Hover-over highlighting
    3. Animations
    4. Quality of visuals
  4. Emotional Response – When analyzing a viewer’s Emotional Response, it is important to consider the targeted audience preferences and emotional intelligence. Discuss what the viewer might want to see and what type of visual presentation will set the tone for that response. When analyzing the Emotional Response, consider the effects of at least two of the following types of visuals:
  5. Mood setting colors
    1. Mood setting lighting
    2. Persuasive images
    3. Positioning of search or purchase buttons
    4. Social media icons and share options
  6. Ethical Response – When analyzing a viewer’s Ethical Response, it is important to consider the targeted audience values and beliefs. Identify any negative messages about certain ideas, groups, or cultures. Describe and pinpoint images that may be inappropriate for a variety of viewers. Keep in mind that your website can be accessed by all ages and groups. When analyzing the Ethical Response, consider at least two of the following types of visuals:
    1. Visual stereotypes
    2. Limitations in diversity
    3. Inappropriate images for all audiences
    4. Digital alterations
    5. False representation or advertising

Save your assignment as a Microsoft Word document.

 
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For your final submission, you are to submit the research paper you have been working on throughout the course. The research paper should be at least eight pages, double spaced, Times New Roman 12 point font, with appropriate APA style writing. The research paper must contain a minimum of five scholarly references supporting your argument surrounding your topic, answering your research question(s), or supporting your points about the need for further research on this topic.

I will provide past assignments to help guide you to a good grade. 

 
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For your Final Project, you will select three case studies from the given set. Each case scenario represents a different type of offender  (e.g., mentally disordered offender, sex offender, violent offender, family violence  offender, female offender, white-collar criminal, cybercriminal, or terrorist).   For each case, you will:

  1. Apply a specific theoretical approach to the criminal       behaviors displayed in each case.
  2. Determine if the crime or crimes presented would be categorized       as expressive or instrumental. Explain your rationale.
  3. Evaluate whether developmental risk factors and       correlates of criminal behavior influence criminal behavior. Evaluate       whether the offender in each case scenario is a criminal. Note: Although assessment is an       integral step in the tasks you complete in this Final Project, for the       purposes of this course and Final Project, you will not assess the       offenders in the case scenarios you select. 

Your Final Project may be presented via one of the following  options:

  • A 10- to 12-page (not       including references, title page, or abstract), double-spaced,       APA-formatted paper.
 
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