DISCUSSION ASSIGNMENT INSTRUCTIONS The student must post 2 replies of at least

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The student must post 2 replies of at least 175 words each. Each reply must incorporate at least 1 scholarly citation(s) in APA format. Any sources cited must have been published within the last five years. Acceptable sources include scholarly or government resources (the textbook, the Bible, etc.).
Reply 1: Adrian Ford:
In organizational communication, a grapevine refers to an informal network of communication that operates outside the formal channels of an organization Kishore (2021). Based on rumors, gossip, and speculation, and can spread information quickly, sometimes accurately but often inaccurately.
To counteract the negative effects of a grapevine, organizations can implement several strategies, such as improving the clarity and rate of recurrence of official communication, creating an open and transparent work environment, promoting teamwork and collaboration, and providing opportunities for employees to express their concerns and ideas. Additionally, it can be useful to identify and address the underlying issues that give rise to the grapevine, such as a lack of trust or communication breakdowns. By improving the proper communication networks and addressing the root causes of the grapevine, criminal justice organizations can minimize its negative impact and enhance their overall communication effectiveness.
Individuals who received the communication directly were less likely to commit crimes (Ariel, Englefield, and Denley (2021). The article “I heard it through the grapevine” describes a randomized controlled trial that examines the effects of preventative specific deterrence initiatives in criminal justice networks. The study found that such schemes, which involve communicating legal consequences to potential offenders, can have direct and sympathetic effects on the behavior of individuals within criminal networks. Exclusively, individuals who received the communication directly were less likely to commit crimes, and individuals who were indirectly exposed to the communication through their social networks also showed reduced criminal behavior. The study suggests that preventative specific deterrence initiatives can be an effective tool in reducing crime and improving public safety. According to the study by Ariel, Englefield, and Denley. (2021), preventative specific deterrence initiatives can have direct and indirect effects on the behavior of individuals within criminal networks.
Spiritual leaders teach the bible does provide guidance on the importance of honest and truthful communication, avoiding gossip and slander, and treating others with respect and fairness, which can be relevant to all types of organizations, including those within the criminal justice system. According to Bibles (2014), the Lord detests lying lips, but he delights in people who are trustworthy” (Proverbs 12:22). The scripture emphasizes the importance of honest communication, evading gossip and slander, and treating others with respect and fairness, which are initial standards for any organization, as well as within the criminal justice system.
ARIEL, B., ENGLEFIELD, A., & DENLEY, J. (2019). “I Heard It through the Grapevine”: A Randomized Controlled Trial on the Direct and Vicarious Effects of Preventative Specific Deterrence Initiatives in Criminal Networks. Journal of Criminal Law & Criminology, 109(4), 819–867.
Bibles, E. (2014). ESV Study Bible, Large Print (Large type / Large print). Crossway.
Kishore, K. (2021, August 13). Grapevine Communication In Various Business Scenarios. Harappa. https://harappa.education/harappa-diaries/what-is-grapevine-communication/Links to an external site.
Reply 2: Gabriel Nedler:
This discussion will focus on the Senior Executive Series (SES) and its founding, current state, and future outlooks. First, to define SES, this is a classification in terms of civil service within the United States federal government, which was initially created and signed into effect by President Jimmy Carter in 1979. In the beginning, it was believed that the SES would be helpful in improving programs, but also the performance of certain agencies and the employees that are operating within them (Sabharwal, 2015). When it was put into effect, the focus of the SES was to involve a multitude of executives who had a significant form of leadership and experience, which referred to their own key positions. In addition, this also related to how it is currently seen as executives who are seen in being just as important as individuals appointed by the Presidential leader himself (Abraham, Chatterjee, & Sims, 2019). In a manner to reward executives but to also give them the protections of civil agents is the exact representation of the positions that were being offered, but this was then updated over an extended period of time sort of speak.
When looking into the SES now, the basis of it is to continue to remain offering executive positions, which are different in terms of its main focus. For example, these positions can either be managerial in nature, involve supervision of some support, or thirdly proceed with the notion of accepting and deciding certain policies on behalf of the United States (Doherty, Lewis, & Limbocker, 2019). As previously presented, one benefit of those who are appointed by the SES have protections because of their civil service, while in the process also being benefited monetarily and seriously. A general gist, is that these are career federal employees who are seen to hold executive positions in terms of managing different federal agencies. This is still seen today in a manner that will ensure stability for all. As for the future, the future goal of the SES is to continue to establish positions that will ensure stability, but also becoming a more determinant link between the employees of the federal workforce, managers, and thirdly the appointees that are in question (Huang, Chau, Chien, & Shen, 2020). Each of these focuses are important because it will ensure the success of the United States federal government and the positions that it offers to those who are there to enact fruitful and beneficial changes.
Abraham, C., Chatterjee, D., & Sims, R. R. (2019). Muddling through cybersecurity: Insights from the US healthcare industry. Business horizons, 62(4), 539-548.
Doherty, K. M., Lewis, D. E., & Limbocker, S. (2019). Executive control and turnover in the senior executive service. Journal of Public Administration Research and Theory, 29(2), 159-174.
Huang, S. Z., Chau, K. Y., Chien, F., & Shen, H. (2020). The impact of startups’ dual learning on their green innovation capability: the effects of business executives’ environmental awareness and environmental regulations. Sustainability, 12(16), 6526.
Sabharwal, M. (2015). From glass ceiling to glass cliff: Women in senior executive service. Journal of public administration research and theory, 25(2), 399-426.

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