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Week 9 Discussion Response- Managing People and Promoting Collab

Colleague 1

Angela Eaker

While coordinating an adult education program, I assumed that implementing a new digital learning platform would automatically enhance student engagement and performance. I believed that because the platform offered interactive features and flexible access, learners would readily adopt it and instructors would seamlessly integrate it into their teaching. However, this assumption proved to be only partially accurate. While some students adapted quickly, others struggled with digital literacy, and several instructors were hesitant due to a lack of training and support. This assumption impacted my behavior—I focused more on the technical rollout than on preparing stakeholders for the change. As a result, initial usage rates were low, and some learners felt frustrated or excluded. According to Fullan (2007), successful educational change requires attention to both the innovation and the human factors involved in implementation. If I were to face a similar situation again, I would invest more time in professional development, stakeholder feedback, and gradual integration. However, I would not abandon the use of technology altogether, as it ultimately expanded access and improved learning outcomes once properly supported. The experience taught me that assumptions about readiness must be validated through inclusive planning and ongoing communication.

References
Fullan, M. (2007). The new meaning of educational change (4th ed.). Teachers College Press.

Colleague 2

Leslie Allen

One experience in my professional life was working alongside a small team of engineers during the commissioning stage of an industrial project. I was the youngest on the team and quickly learned that the window of opportunity to capture defects during the warranty period, which fed into a report to the awarded supplier, was paramount for rectification. Although I primarily worked along with two engineers to populate the corrective maintenance management software, there was the assumption that I didn’t need to backcheck their work because they are experts in the field. I considered tech savvy, and in researching how the software works, I contributed to restructuring mismatched locations and identifying equipment with the agreed tree structure.

Leaders tend to place restrictions on those that they lead (Finkelstein, 2017). This fundamental procedure could have led to poor data retrieval, which could have cost thousands of dollars in defects and buried historical data. If placed in a similar situation, I would not assume that senior staff cannot make errors. I should ask clarifying questions when given a task that requires collaboration, even if I am the least experienced person.

Resources:

Finkelstein, S. (2017, July 13). 4 ways managers can be more inclusive. Harvard Business Review Digital Articles, 2–5. http://hbr.org

    Clinical Reflection Journal #5- community health nurse teaching health promotion

    Based on your knowledge of the population you serve (Miami, FL); a community health nurse teaching health promotion must include the social determinants of health into the caring for clients, planning any activity or health interventions. Social Determinants of Health – Healthy People 2030 | health.govLinks to an external site.

    https://odphp.health.gov/healthypeople/priority-areas/social-determinants-health

    1. Please provide at least one intervention that is most likely to positively influence the client's adoption of a new healthy behavior.

    2. Relate the intervention you chose to one of the Social Determinants of Health, why you chose this topic?

      Improving Business Performance- Discussion 9 Response

      Colleague 1

      Femi Owoeye

      Hello everyone.

      Chapters 17 through 28 of The Goal vividly demonstrate the effectiveness of applying systems thinking, as Alex Rogo's team implements the Theory of Constraints (TOC) to revolutionize the Bearington plant. This section reveals how to manage constraints and why defying traditional business rules is essential for optimizing an entire system. The novel's accessible format powerfully illustrates how these abstract concepts translate into tangible, real-world improvements, reinforcing their direct relevance to effective business management.

      The techniques employed by the team prove successful precisely because they fundamentally shift focus from isolated efficiencies to the holistic flow of the system, challenging conventional management wisdom. Goldratt and Cox highlight the crucial need for quality control before the bottleneck, explaining, "Make sure the bottleneck works only on good parts by weeding out the ones that are defective. If you scrap a part before it reaches the bottleneck, all you have lost is a scrapped part. But suppose you scrap the part after it's passed the bottleneck. In that case, you have lost time that cannot be recovered" (Goldratt & Cox, 2014, p. 67). This "breaks the rule" of inspecting all parts equally, prioritizing pre-bottleneck quality to prevent the most constrained resource from wasting precious time on defects, which align with Noga, Pant & Shaw (2011) discussion on how "fixes that fail" often miss the critical point of intervention, thereby safeguarding the system's throughput.

      The practical application of exploiting the bottleneck and subordinating non-bottleneck resources is detailed through the "red tag" system: "A red marker means the work attached to it has priority. The red tags go on any materials needing to be processed by a bottleneck. When a batch of parts with that color marker arrives at your workstation, you are to work on them right away" (Goldratt & Cox, 2014, p. 75). This "breaks the rule" of typical first-in, first-out (FIFO) or local departmental scheduling. By visually mandating immediate priority for bottleneck-bound work, it ensures the constraint is continuously supplied, disciplined subordination, which is a key reason why the team's techniques begin to work so effectively (Stroh, 2014), resulting in the team's improved throughput.

      Finally, strategies for elevating the bottleneck's capacity are outlined by Jonah: "Then make the bottlenecks work only on what will contribute to throughput today… not nine months from now," says Jonah. "That's one way to increase the capacity of the bottlenecks. The other way you increase bottleneck capacity is to take some of the load off the bottlenecks and give it to non-bottlenecks" (Goldratt & Cox, 2014, p. 68). This quote challenges the conventional focus on rigid, long-term scheduling. It advocates "breaking the rule" of producing based solely on distant forecasts, instead directing the bottleneck to focus on immediate throughput-contributing orders. This flexibility in scheduling and strategic load-balancing ensures the plant's current output is maximized and responsive to market demand, optimizing the system's revenue generation. This aligns with Hernández et al.'s (2017) highlight of systems thinking for strategic improvement.

      If I had only known this while managing a software development team, our approach to releasing new features would have been very different. We prioritized individual developer "utilization," ensuring everyone was coding, but our constraint was the quality assurance (QA) and deployment pipeline. This created a backlog of untested features ("inventory") while developers pushed more code. I would have strategically slowed upstream coding if I understood the principle of prioritizing the bottleneck and ensuring it only processed "good parts" (error-free code submitted for QA). This "breaking of rules" for individual productivity would have ensured the QA/deployment teams were never overwhelmed, dramatically increasing the throughput of thoroughly tested and deployed features, delivering value faster and more predictably.

      References

      Goldratt, E. & Cox, J. (2014). The goal: A process of ongoing improvement (3rd ed.) [VitalSource Bookshelf version]. North River Press. vbk://9780884272755.

      Hernández, A., Ruano, A. L., Marchal, B., San Sebastián, M., & Flores, W. (2017). Engaging with complexity to improve the health of indigenous people: A call for the use of systems thinking to tackle health inequity. International Journal for Equity in Health, 16(1), 26–31. https://doi.org/10.1186/s12939-017-0521-2Links to an external site.

      Noga, T., Pant, L. W., & Shaw, L. (2011). Recalibrating ethical dilemmas using the "fixes that fail" archetype. Journal of Business Ethics Education, 8(1), 115–118.

      Stroh, D. P. (2014). Systems thinking for social change: Making an explicit choice. Reflections, 14(3), 35–42.

      Colleague 2

      Angela Eaker

      In The Goal, Eliyahu M. Goldratt (1984) presents a transformative approach to business management through the Theory of Constraints (TOC), particularly evident in the middle chapters of the book (pp. 124–236). One of the most compelling insights during this section is the structured five-step process for improving system performance: “Step 1. Identify the system’s bottlenecks… Step 2. Decide how to exploit the bottlenecks… Step 3. Subordinate everything else to the above decision… Step 4. Elevate the system’s bottlenecks… Step 5. If, in a previous step, a bottleneck has been broken go back to step 1” (Goldratt, 1984, pp. 127–130). This framework is revolutionary because it shifts the focus from maximizing efficiency in every department to optimizing the entire system. The team’s success in the novel stems from applying these steps, even when it means breaking traditional rules—such as skipping lunch breaks for bottleneck machines or using outdated equipment to relieve production pressure.

      Another critical passage that underscores the importance of systems thinking is: “The capacity of the plant is equal to the capacity of its bottlenecks” (Goldratt, 1984, p. 135). This statement challenges the conventional wisdom that improving any part of the system will improve the whole. Instead, Goldratt emphasizes that only improvements at the bottleneck will increase overall throughput. This realization leads the team to focus their efforts where it matters most, rather than spreading resources thinly across all operations. Their ability to prioritize bottlenecks results in significant gains in productivity and delivery performance.

      A third essential concept is the distinction between activation and utilization: “Utilizing a resource means making use of the resource in a way that moves the system toward the goal. Activating a resource is like pressing the ON switch… it runs whether or not there is any benefit” (Goldratt, 1984, p. 197). This insight is particularly relevant in modern business environments where busy work is often mistaken for productivity. The team in The Goal learns that keeping machines or people busy does not necessarily contribute to the organization’s goal. Instead, they begin to measure success by how effectively each action contributes to throughput, inventory reduction, and operational expense control.

      Reflecting on these lessons, I find myself thinking: “If I had only known this back when I was coordinating adult education programs with limited instructors and high enrollment, I would have focused on identifying and managing the real constraints—like classroom space and instructor availability—instead of trying to optimize every part of the process equally. That would have allowed us to serve more students effectively without overwhelming the system.” Goldratt’s work remains a powerful reminder that sometimes breaking the rules of traditional management is the most effective path to achieving meaningful results.

      References
      Goldratt, E. M. (1984). The Goal: A Process of Ongoing Improvement. North River Press.

      2

      The Goal – Part 2

      Lakenya Campbell

      Walden University

      Improving Business Performance

      Prof Stauffer

      July 23rd, 2025

      The Goal – Part 2

      In The Goal, Goldratt emphasizes how systems thinking and focusing on constraints over local efficiencies drive effective business management. Three passages from Chapters 17–28 illustrate these principles.

      First, Goldratt (2014) states, “We can’t release materials according to a schedule if the bottlenecks can’t handle it” (p. 133). This passage is compelling because it challenges the traditional push-production mindset. By aligning material release with the capacity of bottlenecks, the Bearington team prevents excess inventory and work-in-progress, which aligns with throughput accounting principles that prioritize system flow over local efficiencies (Corbett, 2006). Effective business management requires managers to synchronize inputs with system constraints to prevent hidden inefficiencies and delays in customer delivery.

      Second, Goldratt (2014) observes, “Activating a non-bottleneck to its maximum is an act of irresponsibility” (p. 137). This challenges the common belief that high local utilization equals productivity. Instead, non-bottlenecks should be activated only as needed to support the system’s flow. This aligns with systems thinking, where sub-optimization can damage overall performance (Hudson, 2017). It demonstrates that “breaking the rules” of maximizing utilization makes sense when prioritizing system throughput and delivery performance.

      Third, the statement, “The bottleneck should never be idle,” (Goldratt, 2014, p. 161) is vital in managing constraints. It highlights the need to protect bottleneck uptime to maximize throughput, even if it means deviating from standard practices like fixed lunch breaks or rigid job classifications. This passage shows why the team’s techniques, including process reorganization and priority shifts, are effective. It also aligns with the principle that managing constraints, not eliminating them, enhances system performance (Weiss, 2004).

      Reflection

      “If I had only known this back when I was managing cross-functional projects, I would have prioritized identifying and managing system constraints rather than pushing teams for constant activity. This approach would have reduced burnout and bottlenecks during critical project phases and allowed us to deliver quality work on time. I also would have challenged the belief that busyness equals productivity, fostering a culture of flow, continuous improvement, and focus on the true organizational goal.”

      References

      Corbett, T. (2006). Three-questions accounting. Strategic Finance, 87(10), 48–55.

      Goldratt, E. M., & Cox, J. (2014). The goal: A process of ongoing improvement (4th ed.). North River Press.

      Hudson, J. D. Jr. (2017, October). CL6 allows three shots at better improvement: Instead of bickering over methodologies, find synergies between theory of constraints, lean and six sigma. Industrial and Systems Engineering at Work, 49(10), 43–47.

      Weiss, E. N. (2004, February 20). A brief note on the theory of constraints. Darden School Foundation, University of Virginia. https://hbsp.harvard.edu/

      ,

      Improving Business Performance

      Week 9 Learning Resources

      System Thinking and Social Change

      Using these resources, you will explore how applying systems thinking principles can be used to promote positive social change. As you review these resources, consider how you might apply systems thinking to create change. How might these concepts benefit the greater good?

      · Hernández, A., Ruano, A. L., Marchal, B., San Sebastián, M., & Flores, W. (2017).  Engaging with complexity to improve the health of indigenous people: A call for the use of systems thinking to tackle health inequityLinks to an external site. International Journal for Equity in  Health16(1), 26–31. https://doi.org/10.1186/s12939-017-0521-2

      · Stroh, D. P. (2014).  Systems thinking for social change: Making an explicit choiceLinks to an external site. Reflections14(3), 35–42.

      · Stroh, D. P., & Zurcher, K. (2012).  A systems approach to increasing the impact of grantmakingLinks to an external site. Reflections11(3), 31–43.

      Ethical Consideration

      Through these resources,  you will investigate how the application of systems thinking principles and tools can assist managers in understanding and mitigating ethical dilemmas. As you review these resources, consider some ethical concerns that you may have encountered in your personal and professional life. Can you think of any ways in which systems thinking principles could have done anything to address or alleviate those concerns?

      · Bardoel, E. A., & Haslett, T. (2006).  Exploring ethical dilemmas using the “drifting goals” archetypeLinks to an external site. Journal of Management Education30(1), 134–148. http://dx.doi.org/10.1177/1052562905280836

      · Noga, T., Pant, L. W., & Shaw, L. (2011).  Recalibrating ethical dilemmas using the “fixes that fail” archetypeLinks to an external site. Journal of Business Ethics Education8(1), 115–118.

      · Steele, R., & Derven, M. (2015).  Diversity & inclusion and innovation: A virtuous cycleLinks to an external site. Industrial and Commercial Training, 47(1), 1–7.

      · Werhane, P. H. (2002).  Moral imagination and systems thinkingLinks to an external site. Journal of Business Ethics38(1/2), 33–42. https://doi.org/10.1023/A:1015737431300

      Important Documents and Resources for the Week

      Goldratt, E. & Cox, J. (2014).  The goal: A process of ongoing improvement (4th ed., pp. 124–236). North River Press. Note: This resource will be used for this week’s Discussion.

      How do federal health agencies help?

      • Choose a federal healthcare agency (e.g., CDC, FDA, NIH) and discuss briefly how it promotes or contributes to public health.
      • Then, picture yourself as a manager at the agency. What managerial function that you have been introduced to would you use to promote one of its missions? Why? Support your ideas with facts and details about the organization.
      • Be sure to respond to at least TWO of your classmates' posts.

      Public Healthcare Agency Management

      While many factors determine policy and decision-making in federal agencies, one that is significant and often shared among them, is how they are organized and managed. Next week's assignment asks you to evaluate a federal healthcare agency's initial response to the Covid 19 pandemic. In this activity, you build a foundation to make that evaluation by researching the management structure of a federal healthcare agency of your choosing.

      Preparation

      1. Choose a federal healthcare agency that has had direct involvement in the Covid-19 pandemic response such as the National Institutes of Health (NIH), Centers for Disease Control (CDC), Department of Health and Human Services (HHS), Food and Drug Administration, U.S. Public Health Service, et cetera. Research the organization's pandemic-related responsibilities and management structure. During your research, you may want to explore early public messaging disseminated by the agency as you will be asked to evaluate it in next week's assignment.
      2. In this activity, you will draw an organization chart [Example of Health and Human Services Organization Chart] using MS Word, Visio, or another graphics program to create an infographic to paste into a Word document. If you are using Word:
        1. Open Microsoft Word.
        2. Click on the Insert tab located on the top-left side.
        3. Click on SmartArt and choose and modify a graphic of your choosing.

      Scenario

      Think back to January 2020 when the United States reported its first Covid-19 infection. Federal (as well as local) public healthcare agencies scrambled to understand the virus and its possible impact on the population. The government's response and information releases were at best uneven during the ensuing months. Each agency needed to provide messaging to inform and direct the public. Many were frustrated by the uneven messaging among these agencies. An initial step to a better understanding of policies and decision-making is to understand the organization making them.

      Instructions

      Identify a federal healthcare agency that had a direct and significant role in the nation's pandemic response and do the following:

      1. Describe 3 roles that the organization played in the pandemic response that capture its main responsibilities or contributions (1 page). Examples include areas such as:
        • Information sharing or outreach.
        • Research.
        • Response efforts.
        • Medical assistance.
        • Vaccine distribution.
      2. Draw a diagram that accurately depicts agency personnel/positions or departments that are directly related to pandemic policy and public outreach. Paste the diagram into your submission Word document with your answer from bullet point 1. Include a brief description of responsibilities for key areas or personnel in your chart.

      TOPIC : Enhancing Diabetes Self-Management to Improve Glycemic Control

      TOPIC : Enhancing Diabetes Self-Management to Improve Glycemic Control and Quality of Life in African American Adult Women with Type 2 Diabetes in Englewood, Illinois.

      with the emphasize on the disease process (pathophysiology), epidemiology (in the US and your chosen community), diagnostic measures (including pertinent lab tests), diagnosis (including differential diagnoses), evaluation, management (including pharmacology), and the role of the nurse practitioner in the management of this patient utilizing the Shuler framework. Make sure your interventions are specific to the FNP role.  You should add clinical practice guidelines and evidence based practice. The paper must be in APA format (current 7th edition) with all the references and bibliography in the correct format. The paper must be at least 10 pages long, excluding the references and bibliography.

      Addresses the importance of the work, contextualize it within the existing literature , and states the aims of the work. Specific population focus.

      Include social determinants of health, cultural and ethnic diversity. Include PICO statement, healthy people 2030 OBJECTIVES AND GOALS

      CATEGORY

      Unacceptable (Below Standards)

      Acceptable

      (Meets Standards)

      Good (Occasionally Exceeds)

      Excellent

      (Exceeds Standards)

      SCORE

      Abstract and Introduction

      Addresses the importance of the work, contextualizes it within the existing literature, and states the aims of the work. Specific population focus.

      Includes social determinants of health, cultural and ethnic diversity. Include: PICO statement, Healthy People 2030 objectives and goals.

      Does not adequately convey the topic and fails to describe the subtopics to be reviewed.

      Lacks adequate thesis statements.

      It does not address determinants of health or is not population-focused.

      Conveys topic, but not key question(s). Describes subtopics to be reviewed. General thesis statement .

      Superficial discussion on determinants of health or focus on a specific population.

      Conveys topic and key question(s).

      Clearly delineates subtopics to be reviewed. General thesis statement. Addresses determinants of health and is population-focused

      Strong introduction of

      the topic’s key question(s) and terms. Clearly delineates subtopics to be reviewed. Specific

      thesis statement. Addresses determinants of health and is population-focused

      5

      Focus & Sequencing

      .

      Little evidence – material is illogically organized

      into topic, subtopics, or not related to the topic.

      Many transitions are unclear or nonexistent.

      Most material is clearly related to the subtopic and the main topic. Material

      not organized within subtopics.

      Limited variety of Transitions.

      All material is clearly related to the subtopic, main topic, and logically organized within subtopics.

      Clear, varied transitions linking subtopics and the main topic.

      All material is clearly related to the subtopic and the main topic. Strong organization and integration of material within subtopics. Strong transitions linking

      subtopics and main topic.

      20

      Support

      Paragraphs support the main topic and argument. Synthesis of research and theory with application to the problem statement. Current (within 5 years) peer-reviewed and evidence-based research.

      There are only a few sources that support the thesis.

      Sources are insignificant, unsubstantiated, or not peer reviewed.

      Minimum peer-reviewed and evidence-based research in

      support of the thesis. Did not integrate the application of Shuler’s model.

      Sources are well selected to support the thesis, with peer-reviewed and evidence-based research in

      support of the thesis.

      Strong peer-reviewed research-based support for the thesis. Explicitly delineates the process and application of utilizing the Shuler NP Model in clinical practice.

      20

      SCHOLARLY PAPER RUBRIC

      1

      Up-to-date clinical practice guidelines included. Inclusion of Shuler’s NP practice model in the theoretical framework. With application to specific FNP interventions.

      evidenced-based research.

      Did not integrate the application of Shuler’s NP model.

      Limited discussion and application of Shuler’s NP model

      Conclusion and/or Discussion

      Does not summarize evidence concerning the thesis statement.

      Does not discuss the impact of the research

      material on the topic.

      Review of key conclusions. Some integration with the thesis statement. Discusses the impact of research

      material on the topic.

      Strong review of key conclusions. Strong integration with thesis statement. Discusses the impact of research

      material on the topic.

      Strong review of

      key conclusions. Strong integration with thesis statement. An insightful discussion of the impact of the researched material on the topic.

      5

      Grammar & Mechanics

      Page headers, font, line spacing, margins, paragraph alignment and indentation, and paper length and page limitation as stipulated. The abstract has the correct word number and is not included in the

      page limitation.

      Grammatical errors or spelling & punctuation

      substantially detracts from the paper. Major errors in paper format: Page headers, font, line spacing, margins, paragraph alignment and indentation, or paper length.

      Few grammatical, spelling, or punctuation errors that interfere with

      reading the paper. Page headers, font, line spacing, margins, paragraph alignment and indentation, or paper length has three or more errors.

      Grammatical errors or spelling & punctuation is few and do not detract from the paper. Page headers, font, line spacing, margins, paragraph alignment and indentation, or paper length has one or two errors.

      The paper is free of grammatical errors, spelling

      & punctuation. Page headers, font, line spacing, margins, paragraph alignment and indentation, and paper length are correct.

      20

      Communication Scholarly writing is clear, concise, and precise; uses critical thinking and inclusive language (gender, sexuality, race, ethnicity, age, health, and similar characteristics).

      The word choice is informal in tone. The writing feels choppy, containing numerous awkward or unclear passages.

      Presence of biased language or stereotypical connotation. Use of numerous quoted information.

      Word choice is occasionally informal in tone. Writing has a few awkward or unclear passages.

      Presence of biased language or stereotypical connotations. Use of numerous quoted information.

      Scholarly writing style. Writing has a minimum of awkward or unclear passages. Wordiness and redundancy. Writing is bias-free. Very little quoted information.

      Scholarly writing style. Writing is

      logical, orderly, and easy to follow, with a smooth flow of ideas. Writing is bias-free.

      20

      Citations & References APA Style 7th edition

      In-text citations and reference list with sources. Credible, valid, recent sources.

      References within the last 5 years (unless they are classic research or clinical practice guidelines). 10 references.

      Three or more errors in APA style detract substantially from

      the paper. Reference and citation errors significantly undermine the paper. Not the requisite number of references.

      Errors in APA style are noticeable. Two references or citations are missing or incorrectly written.

      Minimum number of errors in APA

      style that do not detract from the paper. One reference or citation is missing or incorrectly written.

      All references and citations are correctly written

      and present. There are no errors in the APA style.

      10

      Revised 05/2025 RB

      Journal 7: Week 8 Professor Instruction

      Week 8 APA 

      Professor Instruction 

      After your readings it’s to sit down and reflect back on what you were reading not just giving me a summary but connecting it to you either personally or professionally. Connecting how this information can impact you as a clinician later on. 

      sustainability

      Review

      Token Economy for Sustainable Education in the Future: A Scoping Review

      Kim Hua Tan 1,* , Mathura Kasiveloo 1 and Imran Ho Abdullah 2

      ���������� �������

      Citation: Tan, K.H.; Kasiveloo, M.;

      Abdullah, I.H. Token Economy for

      Sustainable Education in the Future:

      A Scoping Review. Sustainability 2022,

      14, 716. https://doi.org/10.3390/

      su14020716

      Academic Editor: Jordi Colomer Feliu

      Received: 10 November 2021

      Accepted: 4 December 2021

      Published: 10 January 2022

      Publisher’s Note: MDPI stays neutral

      with regard to jurisdictional claims in

      published maps and institutional affil-

      iations.

      Copyright: © 2021 by the authors.

      Licensee MDPI, Basel, Switzerland.

      This article is an open access article

      distributed under the terms and

      conditions of the Creative Commons

      Attribution (CC BY) license (https://

      creativecommons.org/licenses/by/

      4.0/).

      1 Faculty of Education, Universiti Kebangsaan Malaysia, Bangi 43600, Malaysia; [email protected] 2 Faculty of Social Sciences & Humanities, Universiti Kebangsaan Malaysia, Bangi 43600, Malaysia;

      [email protected] * Correspondence: [email protected]; Tel.: +60-192-735-440

      Abstract: This research aims to examine the use of a token economy for education sustainability. It presents a recent review and evaluation of the token economy used among young learners and learners with special needs for behavior management and learning engagement in teaching. Online articles from Google Scholar, ERIC, and UKMLibrary were used. The terms used for reviewing the articles were token economy, token systems, positive reinforcement, and rewards. The scoping review protocol was used for this study. A total of 60 relevant articles published from 2000 to 2020 were filtered and grouped into three major themes for review: behavior management, learning engagement, and types of tokens. Findings suggested that although previous research had examined the impact of a token economy on behavior management and learning engagement, there was limited research on the correlation between teaching methods and social fairness. Teachers as the main participants in assessing the effectiveness of a token economy, were also lacking. Additionally, the use of social and physical reinforcers was found to assist in obtaining the desired behaviors and learning engagement from participants, thereby enabling them to sustain learners’ interest in future lessons.

      Keywords: token economy; token systems; positive reinforcement; rewards; young learners

      1. Introduction

      A token economy is frequently used to monitor pupil behavior, particularly among young learners and pupils with special needs. A token economy is thought to aid educators in controlling pupils’ disruptive behavior and is frequently utilized to attract students’ attention. When participants meet the desired behavior, they are given tokens as a form of positive reinforcement. Among the numerous types of token economy are tangible incen- tives, intangible benefits, positive reinforcements, and negative reinforcements. Despite its widespread use, only minimal research has been conducted on learner engagement in the use of a token economy. This scoping review provides a systematic investigation of the use of a token economy for behavior management and learner engagement in diverse classroom contexts. The implementation of a token economy in different classroom settings provides equal opportunities for learners to develop themselves. Likewise, sustainable education is related to providing equal opportunities for young learners to gain education. The use of a token economy is seen to be a vital tool to motivate learners to come to education institutions to gain knowledge. Motivating learners to want to continue learning is crucial for sustaining interest in education.

      The token economy is based on Skinner, B.F. [1]’s operant learning theory, which suggests that rewards and punishments influence behavior. Positive and negative rein- forcements are used in Skinner’s theory to encourage good and desired behaviors, while discouraging undesirable and unwanted ones. Skinner [1] indicated that every action has a consequence; if the outcome is positive, then a person benefits. In this case, this person will be rewarded. However, if the outcome is less than ideal, then the individual is more likely to be demotivated and avoid repeating the process in the future. Through this

      Sustainability 2022, 14, 716. https://doi.org/10.3390/su14020716 https://www.mdpi.com/journal/sustainability

      Sustainability 2022, 14, 716 2 of 19

      process, we develop our behaviors and come to learn what is proper and useful and what is not. When teachers commend students for their good behavior, students will eventually emulate such behavior again in the future. When students are not rewarded for their actions, they will begin to act in ways that can be rewarded. In this case, teachers should not allow students to wait for prizes for an extended period because they will become frustrated if they are not rewarded as promised. This situation may cause children to resist achieving the teachers’ expectations because they feel deceived or exploited.

      Rewards are another component of the token economy system. Participants will be regularly rewarded only when they exhibit the required behavior. This situation will encourage participants to continue exhibiting the desired behavior that will qualify them for the prizes [1]. The term “rewards” is also used in Skinner’s operant condition theory [1], which states that rewards are utilized to increase participants’ desired response. When indi- viduals are rewarded for their actions, they will continue to act in the same way to receive additional incentives employed to boost or intensify the teacher’s intended response.

      Another form of token economy is positive reinforcement. For example, a token economy can entail giving praise immediately after children put away their toys. Praise can also be offered by acknowledging the desired behavior and rewarding children for doing so. This strategy will encourage young people to repeat the same activities in the future. Anything that promotes or improves the desired behavior, such as specific material prizes, events, or situations, is considered positive reinforcement. Praise, getting out of unpleasant work, token rewards, candy, additional downtime, and pleasurable activities are examples of positive reinforcement in classrooms. In Western classrooms, this type of token economy is extensively used.

      Sustainable education pedagogies encourage students to ask questions, analyze, think critically, and make decisions. These pedagogies shift from teacher-centered to student- centered lessons, as well as from rote memorization to active learning. These pedagogies are frequently centered on problems or issues. Critical thinking, social critique, and studies of local contexts are encouraged by these pedagogies. They strive for constructive change and assist students in developing a sense of social justice and community self-efficacy.

      UNESCO recognized 10 fundamental components of quality education related to individual learners and educational systems. Five of these factors are at the level of learners. First, learners should be located. Second, learners’ expertise and experiences should be acknowledged. Third, content must be made relevant. Fourth, numerous teachings and learning processes should be used. Lastly, the learning environment must be improved. These elements of quality education are crucial for sustainable education for the future, which is evidenced by the implementation of a token economy in the classroom. By using a token economy, pupils are recognized for their effort during teaching and learning sessions. Moreover, they are given the opportunity for self-improvement by creating a competitive learning environment.

      Sustainable education ensures that all students receive a high-quality education that is inclusive and equitable, and that lifelong learning opportunities are available to all. Quality education and opportunities for lifelong learning are critical to ensuring a full and productive life for all people in achieving sustainable development. The period of early childhood is crucial for a child’s cognitive development. Primary education has been found to improve a child’s social, emotional, and intellectual development, as well as their readiness for further learning. The implementation of a token economy at this stage is seen as crucial to develop the learner’s cognitive and social skills.

      With reference to the United Nations’ (UN) Sustainable Development Goals, there are a few points that can be linked to the implementation of a token economy in our education institutions. Out of their 17 goals, three goals can be linked to the token economy system, which are providing quality education, enforcing gender equality, and reducing inequality. The token economy is a form of positive reinforcement. It does not penalize learners for their mistakes. It motivates them to perform better. The implementation of a token economy is able to motivate learners from different backgrounds to learn. A token

      Sustainability 2022, 14, 716 3 of 19

      economy provides the opportunity for all to be rewarded for their positive actions. Equal opportunities are given to the learners to perform and be rewarded by their teachers. A quality education is assessed by the outcome of the learners. Motivating the learners to gain knowledge using a token economy is seen as crucial for the learners’ behavior management and learning engagement towards achieving quality education.

      Skinner [1] explained that any reinforcing stimulus that strengthens the targeted behavior is called a positive reinforcer. Therefore, a token economy is a positive method to obtain desired behaviors from participants in a safe manner, without negatively affecting them physically or emotionally. The intervention using a token economy that this study selected is a method from Skinner’s operant conditioning theory (Figure 1). In this theory, the response mentioned is when participants can show the desired behavior needed by the researcher. They should be able to feel motivated and intrinsically triggered to show the desired behavior expected by the researcher.

      Sustainability 2021, 13, x FOR PEER REVIEW 3 of 25

      system, which are providing quality education, enforcing gender equality, and reducing inequality. The token economy is a form of positive reinforcement. It does not penalize learners for their mistakes. It motivates them to perform better. The implementation of a token economy is able to motivate learners from different backgrounds to learn. A token economy provides the opportunity for all to be rewarded for their positive actions. Equal opportunities are given to the learners to perform and be rewarded by their teachers. A quality education is assessed by the outcome of the learners. Motivating the learners to gain knowledge using a token economy is seen as crucial for the learners’ behavior man- agement and learning engagement towards achieving quality education. Skinner [1] explained that any reinforcing stimulus that strengthens the targeted behavior is called a positive reinforcer. Therefore, a token economy is a positive method to obtain desired behaviors from participants in a safe manner, without negatively affecting them physically or emotionally. The intervention using a token economy that this study selected is a method from Skinner’s operant conditioning theory (Figure 1). In this theory, the re- sponse mentioned is when participants can show the desired behavior needed by the re- searcher. They should be able to feel motivated and intrinsically triggered to show the desired behavior expected by the researcher.

      Figure 1. Skinner’s operant conditioning theory.

      Reinforcement is defined as a “process of enhancing the rate or probability of a be- havior in the form of a response by delivery either immediately or shortly after completing the activity” [1] in operant conditioning and behavior analysis. The reinforcement theory of motivation emphasizes a person’s emotional and psychological state of mind. Rein- forcement theory focuses on changes that occur in each person as a result of performing certain acts or engaging in certain behaviors. Consequently, Skinner explained that “the external environment must be structured properly and positively to drive the participants towards the desired behavior.” The theory of reinforcement motivation is a significant tool for controlling people’s activities and behaviors. This view disregards the reasons behind people’s actions.

      In theory, the two main types of reinforcements are positive and negative reinforce- ments (Table 1). A token economy is classified as positive reinforcement because it gives incentives to participants rather than giving punishments. Incentives motivate the partic- ipants to continue portraying the same behavior in order to be rewarded frequently. Nu- merous types of positive reinforcement are commonly used in various settings. As seen in this review, numerous research papers have discussed many of these reinforcement techniques under the title of “token economy”.

      Figure 1. Skinner’s operant conditioning theory.

      Reinforcement is defined as a “process of enhancing the rate or probability of a behav- ior in the form of a response by delivery either immediately or shortly after completing the activity” [1] in operant conditioning and behavior analysis. The reinforcement theory of motivation emphasizes a person’s emotional and psychological state of mind. Rein- forcement theory focuses on changes that occur in each person as a result of performing certain acts or engaging in certain behaviors. Consequently, Skinner explained that “the external environment must be structured properly and positively to drive the participants towards the desired behavior.” The theory of reinforcement motivation is a significant tool for controlling people’s activities and behaviors. This view disregards the reasons behind people’s actions.

      In theory, the two main types of reinforcements are positive and negative reinforce- ments (Table 1). A token economy is classified as positive reinforcement because it gives incentives to participants rather than giving punishments. Incentives motivate the par- ticipants to continue portraying the same behavior in order to be rewarded frequently. Numerous types of positive reinforcement are commonly used in various settings. As seen in this review, numerous research papers have discussed many of these reinforcement techniques under the title of “token economy”.

      Sustainability 2022, 14, 716 4 of 19

      Table 1. Positive and negative reinforcements.

      Operant Behavior

      Positive reinforcement • Praise • Monetary rewards • Natural reinforcers • Social reinforcers • Tangible reinforcers • Token reinforcers

      Negative reinforcement

      • Taking away • Removing

      A token economy often comes together with more than one stimulus. This system uses a few types of positive reinforcement to achieve desired behaviors. Commonly, researchers use tokens and tangible reinforcers as stimuli for their study. Other flexible strategies also use token economy systems based on the setting and on specific targeted participants.

      Researchers can follow the steps to achieve effective outcomes with the use of the token economy system (Figure 2). Accordingly, researchers should follow these steps to ensure the effectiveness of the implementation of a token economy.

      Sustainability 2021, 13, x FOR PEER REVIEW 4 of 25

      Table 1. Positive and negative reinforcements.

      Operant Behavior Positive reinforcement • Praise • Monetary rewards • Natural reinforcers • Social reinforcers • Tangible reinforcers • Token reinforcers

      Negative reinforcement • Taking away • Removing

      A token economy often comes together with more than one stimulus. This system uses a few types of positive reinforcement to achieve desired behaviors. Commonly, re- searchers use tokens and tangible reinforcers as stimuli for their study. Other flexible strat- egies also use token economy systems based on the setting and on specific targeted par- ticipants.

      Researchers can follow the steps to achieve effective outcomes with the use of the token economy system (Figure 2). Accordingly, researchers should follow these steps to ensure the effectiveness of the implementation of a token economy.

      Figure 2. Basic token economy cycle (Miltenberger, 2008).

      The first step is to decide on the desired behavior that researchers intend to achieve at the end of the research. The second step is introducing the targeted behavior to partic- ipants. This step aims to ensure that they are aware of the behaviors they must portray to achieve the tokens. The third step is the implementation of the intervention. The interven- tion in a token economy should be consistent with the participants’ needs. In other words, rewards or tokens should attract the participants’ interest. If this method fails, then the intervention will be a failure because it will be unable to boost participants’ motivation to engage in the targeted behaviors. Therefore, the various elements of a token economy should be considered to obtain effective outcomes.

      Figure 2. Basic token economy cycle (Miltenberger, 2008).

      The first step is to decide on the desired behavior that researchers intend to achieve at the end of the research. The second step is introducing the targeted behavior to participants. This step aims to ensure that they are aware of the behaviors they must portray to achieve the tokens. The third step is the implementation of the intervention. The intervention in a token economy should be consistent with the participants’ needs. In other words, rewards or tokens should attract the participants’ interest. If this method fails, then the intervention will be a failure because it will be unable to boost participants’ motivation to engage in the targeted behaviors. Therefore, the various elements of a token economy should be considered to obtain effective outcomes.

      2. Materials and Methods

      A scoping review is a relatively new approach to evidence production and differs from systematic reviews in purpose and aims. Grant and Booth [2] defined scoping reviews as “an initial evaluation of potential scale and scope of available research literature”. This approach seeks to determine the nature and extent of research evidence (i.e., often including

      Sustainability 2022, 14, 716 5 of 19

      ongoing research). Arksey and O’Malley [3] explained that scoping reviews are crucial for four reasons: (1) to determine the scope, range, and type of existing research on a given topic or question; (2) to assess the benefit of conducting a comprehensive examination; (3) to synthesize and disseminate research findings over a large body of evidence; and (4) to identify research gaps in the literature to facilitate future research planning and procurement. Scoping reviews are used to organize and chart the available literature on a topic. An overview of these scoping review steps are simplified in Figure 3 below.

      Sustainability 2021, 13, x FOR PEER REVIEW 5 of 25

      2. Materials and Methods A scoping review is a relatively new approach to evidence production and differs

      from systematic reviews in purpose and aims. Grant and Booth [2] defined scoping re- views as “an initial evaluation of potential scale and scope of available research litera- ture”. This approach seeks to determine the nature and extent of research evidence (i.e., often including ongoing research). Arksey and O’Malley [3] explained that scoping re- views are crucial for four reasons: (1) to determine the scope, range, and type of existing research on a given topic or question; (2) to assess the benefit of conducting a comprehen- sive examination; (3) to synthesize and disseminate research findings over a large body of evidence; and (4) to identify research gaps in the literature to facilitate future research planning and procurement. Scoping reviews are used to organize and chart the available literature on a topic. An overview of these scoping review steps are simplified in Figure 3 below.

      Figure 3. Overview of scoping review steps [4].

      A total of 60 journal articles were chosen to examine the various instruments, ap- proaches, and tactics for implementing a token economy among learners. These articles were published in various settings between 2000 and 2021. The articles chosen were re- lated to education settings only. The Prisma flow diagram is shown in Figure 4. A total of 102 articles were found from the database, with a combination of journal articles, research papers, and duplicate citations. Relevant articles were systematically chosen to conduct this scoping review.

      Figure 3. Overview of scoping review steps [4].

      A total of 60 journal articles were chosen to examine the various instruments, ap- proaches, and tactics for implementing a token economy among learners. These articles were published in various settings between 2000 and 2021. The articles chosen were re- lated to education settings only. The Prisma flow diagram is shown in Figure 4. A total of 102 articles were found from the database, with a combination of journal articles, research papers, and duplicate citations. Relevant articles were systematically chosen to conduct this scoping review.

      Sustainability 2021, 13, x FOR PEER REVIEW 6 of 25

      Figure 4. Prisma flow diagram.

      Table 2 shows the inclusion and exclusion criteria for the articles chosen. In general, a few inclusion criteria were applied when choosing the articles. First, the articles had to be published in 2000–2021. Second, the articles had to focus on education settings. Third, articles had to be based on positive reinforcement interventions (token economy) applied to the participants. Lastly, the findings of the articles had to be able to explain the out- comes of implementing a token economy among learners.

      Excluded articles were mainly those that did not meet the timeframe. Articles that did not focus on participants from education settings were excluded. The articles chosen had to be linked to education settings. This was the main exclusion criterion. Some of the articles were found have employees as their participants, rather than those from the edu- cation setting. Some excluded articles did not follow the format of a well-designed study, while a few lacked vital information.

      Table 2. Inclusion and exclusion criteria.

      Criteria Inclusion Criteria Exclusion Criteria Focus of study Token economy in education Token economy in different settings

      Participants Learners/students/pupils Non learners/students/pupils Types of

      intervention Positive reinforcement Negative reinforcement

      Context of study Types of token

      economy/intervention procedure

      No information on types of token economy used

      Types of outcomes

      Behavior management and learning engagement

      No information on behavior management and learning

      engagement

      From the 80 articles retrieved, 60 were chosen for the scoping review after full-text screening and data screening. • Scoping review research questions

      Figure 4. Prisma flow diagram.

      Sustainability 2022, 14, 716 6 of 19

      Table 2 shows the inclusion and exclusion criteria for the articles chosen. In general, a few inclusion criteria were applied when choosing the articles. First, the articles had to be published in 2000–2021. Second, the articles had to focus on education settings. Third, articles had to be based on positive reinforcement interventions (token economy) applied to the participants. Lastly, the findings of the articles had to be able to explain the outcomes of implementing a token economy among learners.

      Table 2. Inclusion and exclusion criteria.

      Criteria Inclusion Criteria Exclusion Criteria

      Focus of study Token economy in education Token economy in different settings

      Participants Learners/students/pupils Non learners/students/pupils

      Types of intervention Positive reinforcement Negative reinforcement

      Context of study Types of token economy/intervention procedure No information on types of token economy used

      Types of outcomes Behavior management and learning engagement No information on behavior management and learning engagement

      Excluded articles were mainly those that did not meet the timeframe. Articles that did not focus on participants from education settings were excluded. The articles chosen had to be linked to education settings. This was the main exclusion criterion. Some of the articles were found have employees as their participants, rather than those from the education setting. Some excluded articles did not follow the format of a well-designed study, while a few lacked vital information.

      From the 80 articles retrieved, 60 were chosen for the scoping review after full-text screening and data screening.

      • Scoping review research questions

      Research questions constitute an attempt to articulate our curiosity. Curiosity should not lead to questions being asked in a random manner [5] but in relation to what is currently known about the topic of concern.

      The guiding questions for this research were as follows: What is the relationship of using a token economy for behavior management and learning engagement in young learners? How could the use of a token economy help in achieving education sustainability and its goals? This review was conducted to evaluate the method of token economy used to engage young learners in learning and the possible outcomes of the research.

      3. Results

      Research trends based on the articles collected were categorized according to their year (Figure 5). The highest number of articles (34) on the token economy was collected from 2015 to 2020, which covered over half of the total articles analyzed. This result shows that the token economy is a current trend among education researchers.

      The different regions of the articles collected were divided into three categories: Asian, European, and other countries. The analysis indicated that 31 articles described research conducted in Asian countries, which mainly included Indonesia, Thailand, India, Malaysia, and Vietnam. Only four articles were acquired from Malaysia. Meanwhile, there were 25 articles from non-Asian countries, such as Canada, the UK, and the US. A total of four articles were from other countries, such as Tehran and Saudi Arabia. These articles showed that the implementation of the token economy is popular in Asian and European countries.

      Different settings were identified on the basis of the articles ana

      Imagine you are a product manager at Chips Amor Cookie Company

      Respond to the following in a minimum of 175 words:

      Imagine you are a product manager at Chips Amor Cookie Company and you want to test how accurate the claim is that your cookies have more chocolate chips than the those produced by a local grocery store brand.

      To do this, you gather a team of consumers to compare the cookies. You give each participant a Chips Amor cookie in a bag labeled A and a local grocery store brand cookie in a bag labeled B. They are asked to count the number of chocolate chips in the Chips Amor cookie and to count the number of chocolate chips in the local grocery store brand. You have 30 participants.

      • What parameters would they be comparing?
      • How can you write a null hypothesis and an alternative hypothesis?
      • What are the populations from which the samples came?
      • Based on your hypothesis, is this a one-tailed or two-tailed test?

      Write a null hypothesis and a research hypothesis:

      • So, are the samples of cookies random?
      • Are the two samples independent of each other?

      (Although we might not meet all assumptions, we will continue for the sake of illustration.)

      Below is the data for the # of Chips in each cookie observed:

         Observer #

      Cookie A

      Cookie B

         1

      25

      23

         2

      23

      24

         3

      26

      20

         4

      22

      20

         5

      25

      23

         6

      24

      23

         7

      18

      22

         8

      28

      23

         9

      23

      23

         10

      21

      22

         11

      22

      20

         12

      23

      20

         13

      24

      20

         14

      23

      22

         15

      24

      21

         16

      23

      21

         17

      22

      21

         18

      22

      23

         19

      24

      22

         20

      25

      23

         21

      24

      23

         22

      24

      20

         23

      23

      21

         24

      22

      21

         25

      20

      20

         26

      24

      20

         27

      25

      21

         28

      23

      22

         29

      24

      20

         30

      24

      21

      Create a histogram to see if your distribution is normal. Identify the p-value, the value of the test statistic (t-test).

      Share your results and your responses to the following:

      • Explain what this data would mean to you as a product manager with Chips Amor.
      • What other types of real-world conclusions could you make from this research?
      • In what other situations do you think this type of data might be useful?
      • Where have you seen this type of data/experiment used?

      Remember to cite your resources according to the APA guidelines.

      If you use AI to complete the discussion response or reply, include a statement describing the specific AI tool(s) or resources you used and how you used them, and you must cite it properly according to the American Psychological Association (APA) guidelines.

      Platinum Essays