Heinz Kohuts Theories and Practice

Heinz Kohuts Theories and Practice Heinz Kohut: The Man and His Work Although not as well known as his contemporary Sigmund Freud, Heinz Kohut is equally famous among his peers for his exploration of narcissism and the client’s need for empathy and understanding from his or her therapist. The aim of this paper is to describe the theory and practice of Heinz Kohut and his influence over the author’s practice, both describing the psychological mechanisms that drove Kohut to this line of thinking along with brief vignettes of the author’s own psychobiography that led her to include some of his theory into her work with clients. Usually, far more is known about a psychoanalyst’s work than about his life or persona. Scholars have found it useful to examine the life of a theorist to gain insight into how he may have come to the conclusions he had, especially as there is currently no grand unified theory of therapy. In one of Kohut’s biographies, Siegel (1996) described him as a walking contradiction that has more than a healthy dose of self-love. â€Å"Kohut seemed a strange mixture of aloof, aristocratic and almost puritanical austerity in a warmly responsive and considerate person. He was a very private person and was careful how he let himself appear in public. I never saw him sloppily dressed and I know that he corrected and edited his writings again and again before he was satisfied to release them for publication. He was properly discreet about his health and few of his friends knew that during the last decade of his life he was suffering from a chronic leukaemia in remission. Long before the contemporary popularity of exercise and jogging, Kohut ran, not jogged, his prescribed miles several times a week. He ate sparingly to maintain a trim figure.† Another biographer described him as someone with a profound zest for life that often ‘enraged people or hurt them badly with his intense narcissism (Strozier 2004, p. 12). Perhaps he noticed these traits quite strongly in himself which is why he became fixated on creating a theory of development with narcissism at the core. As a perfectionist, he carefully controlled how others would perceive himself as Siegel stated above. This fastidiousness may have stemmed from his personal history. As the child of two German Jews living under the sword of Damocles that was Adolf Hitler, and the German Imperium of the early twentieth century, the family had to assimilate as best as they possibly could into the society. Europe had long been hostile toward the Jewish Diaspora and conformity was a matter of life and death. Thus, there is a need to develop two selves: the public self and the private self. According to Strozier’s biography, in addition to his legal name, he also had a sep arate name to be used within the confines of his religious community (2004). His further study of the development of narcissism originated in the wholesale rejection of the academic community when he sought to begin his didactic analysis, in order to eventually become a psychoanalyst. The committee cited his narcissism as a bar to entry but his biographer noted that there were several narcissistic psychoanalysts in the 1940’s and suggested that his rejection may have been linked to his rather unorthodox sexual practices (Strozier 2004). In the time that he flourished, he and a few of his contemporaries placed a strong emphasis on the importance of the therapist’s relationship with the client. First is the premise of non-defensiveness. The adoption of an open posture enables the clients to open up and speak freely without fear of being rejected or humiliated, even if the client should express reservations about the therapist herself (Kahn 1997). Although this is extremely difficult to achieve in practice because therapists, like the general population, have ‘sore spots’ and strong value systems that they usually defend quite vigorously. However, once the therapist learns non-defensiveness, the client would feel comfortable speaking about any issue because she feels that her therapist would unconditionally support her. In early psychoanalysis, taking such a humanistic stance was seen as a bold move as psychoanalysts were careful to cultivate a detached, observational role—ensuring a noticeab le emotional distance between therapist and patient. Especially obvious, was the notion of authority—that because the therapist was the expert, his interpretation (as most psychoanalysts at the time were male) was unquestionably correct in the mind of the patient. Kohut fell into the trap himself until he finally stopped and listened to an especially difficult client. In his notes, he writes: I was inclined to argue with the patient about the correctness of my interpretations and to suspect the presence of stubborn hidden resistances†¦For a long time I insisted†¦ that the patient’s reproaches related to specific transference fantasies and wishes on the Oedipal level†¦She became [even more] violently angry, and furiously accused me of undermining her†¦and†¦wrecking her analysis (Kohut qt. Kahn 1997, p. 89). As it turned out, those so-called resistances were his client’s attempts to communicate the reality of her childhood and being constantly misunderstood and ignored. This breakthrough could not have come until Kohut stopped offering interpretations and started to truly hear where she was coming from. While this was one of his more important breakthroughs in the practice of modern therapy, his theory of on the development of the self had drawn many admirers and critics, as he views the development of narcissism with the growth of the self as one-and-the-same. However, a healthy sense of self-love is necessary to flourish, many psychologists and lay-people view narcissism as a pathological elevation of the self at the expense of others at worst, or at best a defence-mechanism against low-self esteem. On Self-Psychology According to Kohut, the grandiose self is the ‘child’s second attempt to regain the lost blissful state by creating a sense of perfection within the self. In this effort, all imperfection is assigned to the world outside’ (Siegel 1996, p. 86). For a child’s psyche, this is a survival mechanism as acknowledging imperfection or flaws within the self causes tremendous amount of psychic pain. This was especially true for one of my clients. Over time, we discovered that she could only feel worthy of respect by projecting this ‘grandiose self’-image’ of success and invincibility—not because she necessarily believes she is superior to others, but because she fears rejection by her peers and contempt from her subordinates should people discover who she really was. According to Kohut, clinging to the grandiose self usually happens if a child’s primary caretaker is not very empathic or the child has been exposed trauma at this time ( Siegel 2006). Part of her therapy includes discovering who this self is. Because she had constructed several layers of false identity, she does not know who she is, as her self-concept was buried in shame, humiliation, and neglect. Most of the patients in the author’s work have exhibited signs of an ‘injured grandiose self’, which necessitated a heavy emphasis on empathy and a mirror-transference over the course of treatment. Applying the Theory: A Case Study For the sake of privacy, no one’s name would be released, so this paper will refer to the author’s client as Nadia. She had been in therapy for several weeks because she had experienced a series of unfortunate events, which made her reflect further upon her life. Her relationships have unhealthy patterns where a suitor would appear to put her on a pedestal during the courtship phase and then when things became settled, she would break off the relationship in search of the next man that would make her feel as special. She has lapsed into a deep depression because her life had taken a course other than what she had envisioned her ‘destiny’ would entail with respect to her career and acquiring certain status symbols (i.e. house and nice car). She withdrew from family and friends not able to face the humiliation that comes with life’s setbacks, partially because she would always speak of how wonderful her life was. Meeting her own expectations and those of her family had become a compulsion as it served to validate her existence and her superiority over others that were somewhat less driven. The author’s role in the interaction is small, but significant. With patients such as Nadia, it is just necessary to listen and establish a sense of twinship—that is, cultivate the feeling that she and I are very similar, having very similar expectations of life. Initially, those seeking therapy are searching for someone to validate them and human nature being what it is, they will not feel understood by someone that seems drastically different confiding in those that are most like themselves, but this tendency is even more pronounced in the narcissist. The client must feel that it is all right to share her feelings; because she is certain that they would be understood unconditionally. According to Kohut, in the mirror/alter-ego transference: â€Å"The patient experiences you as like himself; his thoughts seem to be present in you also, and what’s going on in him he feels is going on in you too. When he feels distant, you are distant from him too. When he is enr aged, he feels you are enraged too† (Kohut, Tolpin Topin, 1996, p. 34). Intriguingly enough, narcissism often provides the patient an unparalleled degree of connectedness as she views the other as an extension of herself and loves her because she loves herself. Conversely, she may hate her therapist because she may reflect back aspects of herself that she does not like. Sometimes, when the client no longer views the therapist as a mirror-object, but another person, the therapy sessions would end because she would no longer take any narcissistic pleasure in understanding herself, however that separation may signal the beginning of deeper changes to come. According to Kohut, once the client becomes subconsciously aware that the therapist and client are two separate entities, she proceeds to narcissistic projection—where she projects aspects of herself unto the therapist (Kohut, Tolpin Tolpin 1996). The therapist then must work through the reasons why her client is sendi ng forth those particular emotions and then encourage her to reflect upon her emotions and the events of the past that brought them out and caused the client to project those emotions onto her, whether those emotions are positive or negative. Reflections To a small extent, the therapist must attempt to keep this interest in play as long as possible for significant change to occur. That does not necessarily mean that a client will be cured—in fact, a cure may not be desirable because narcissism is often necessary for life in the competitive, individualistic cultures of Western nations. This is not a rare practice for psychotherapists to control how they are perceived by their clients, as it is often necessary to project an image of competence as well as physical and mental health in order to increase credibility with them. However, there is the danger of seeming intimidating and unapproachable because clients usually cannot relate to someone that seems perfectly conscientious and undisturbed by the world at all times. They need a mirror to reflect and validate a more empowered version of their self-images. This is where empathy becomes all the more significant in practice. The therapist must always maintain her image as a compe tent professional, but she should be able to convey that she is capable of putting herself into another’s situation and then helping her clients from a position of strength. Biography Greenberg, J.R. Mitchell, S.A. (1983), Object Relations in Psychoanalytic Theory, Cambridge, MA: Harvard University Press Kahn, M. (1997), Between Therapist and Client: The New Relationship. New York, NY: Henry Holt Company, LLC Kohut, H., Tolpin, P., Tolpin, M. (1996), Heinz Kohut: The Chicago Institute Lectures, Hillsdale, NJ: The Analytic Press Siegel, A.M. (1996), Heinz Kohut and the Psychology of the Self, London: Routledge Strozier, C.B. (2004), Heinz Kohut: The Making of a Psychoanalyst, Chicago, IL: Farrar, Straus Giroux, LLC

Democratic Leadership Essay

Explain what is meant by democratic leadership. Evaluate the effectiveness of employing a democratic leadership style on the success of Harrods. Use E-library sources to find another example that had also been successful using a democratic leadership style. Democratic leadership style is an open and collegial style where ideas between the leaders and the subordinates flow freely as the discussions are held in an open manner and where all members opinions are respected. It’s often participative and involves employees in the decision making process. It involves the redistribution of power and authority between employees and managers to provide employee involvement in decision-making. The following features characterize democratic leadership: †¢Distribution of responsibility: A manager that leads democratically will distribute responsibility among his group to facilitate participation in decision-making. †¢Empowering group members: Leaders must empower their members so that the members can accomplish their responsibilities. Empowerment includes providing training and education necessary for delegated task completion. †¢Aiding group decision-making process: A major role of a democratic leader is to ensure democratic deliberation in making group decisions. This means that a leader should act as a facilitator and mediator between group members and ensure that a psychologically healthy and respectful environment is maintained. Advantages of Democratic leadership: †¢Democratic leadership techniques generally will do a better job creating job satisfaction because it fosters a sense of participation, control and autonomy. †¢Greater employee participation in decision-making may also lead to greater innovation and creative solutions to problems that will better serve an organization. Disadvantages of Democratic leadership: †¢It may not be as efficient as a more traditional centralized and authoritarian form of direction. †¢It may be more costly to the organization in time and resources. †¢Accountability may sometimes present a problem. Employing democratic leadership at Harrods has the following advantages: †¢Employees felt that they are more important to doing the job as they have been given more responsibilities and methods to share their opinions. †¢The pressure has been reduced from mangers as they delegated more responsibilities to employees and were left out with more strategic decisions to be made. †¢Performance at Harrods have increased because the employees felt that they are more important and have more self-confidence. †¢The workflow of departments became more fluent as the department heads and employees have a degree of freedom to make decisions. The only disadvantage was that top management has lost some of its powers over the employees, but the overall benefits exceeds the cost which acts in favor of Harrods management. Another example of Democratic leadership company is Apple as it gives its employees the freedom to make decisions and to be creative in the workplace.

Deception Point Page 97

Rachel inserted the entire stack into the hydrolab's fax machine. Knowing only a few fax numbers by heart, she had limited choices, but she had already made up her mind who would be receiving these pages and her note. Holding her breath, she carefully typed in the person's fax number. She pressed â€Å"send,† praying she had chosen the recipient wisely. The fax machine beeped. ERROR: NO DIAL TONE Rachel had expected this. The Goya's communications were still being jammed. She stood waiting and watching the machine, hoping it functioned like hers at home. Come on! After five seconds, the machine beeped again. REDIALING†¦ Yes! Rachel watched the machine lock into an endless loop. ERROR: NO DIAL TONE REDIALING†¦ ERROR: NO DIAL TONE REDIALING†¦ Leaving the fax machine in search of a dial tone, Rachel dashed out of the hydrolab just as helicopter blades thundered overhead. 119 One hundred and sixty miles away from the Goya, Gabrielle Ashe was staring at Senator Sexton's computer screen in mute astonishment. Her suspicions had been right. But she had never imagined how right. She was looking at digital scans of dozens of bank checks written to Sexton from private space companies and deposited in numbered accounts in the Cayman Islands. The smallest check Gabrielle saw was for fifteen thousand dollars. Several were upward of half a million dollars. Small potatoes, Sexton had told her. All the donations are under the two-thousand-dollar cap. Obviously Sexton had been lying all along. Gabrielle was looking at illegal campaign financing on an enormous scale. The pangs of betrayal and disillusionment settled hard now in her heart. He lied. She felt stupid. She felt dirty. But most of all she felt mad. Gabrielle sat alone in the darkness, realizing she had no idea what to do next. 120 Above the Goya, as the Kiowa banked over the stern deck, Delta-One gazed down, his eyes fixating on an utterly unexpected vision. Michael Tolland was standing on deck beside a small submersible. Dangling in the sub's robotic arms, as if in the clutches of a giant insect, hung Delta-Two, struggling in vain to free himself from two enormous claws. What in the name of God!? Equally as shocking an image, Rachel Sexton had just arrived on deck, taking up a position over a bound and bleeding man at the foot of the submersible. The man could only be Delta-Three. Rachel held one of the Delta Force's machine guns on him and stared up at the chopper as if daring them to attack. Delta-One felt momentarily disoriented, unable to fathom how this possibly could have happened. The Delta Force's errors on the ice shelf earlier had been a rare but explainable occurrence. This, however, was unimaginable. Delta-One's humiliation would have been excruciating enough under normal circumstances. But tonight his shame was magnified by the presence of another individual riding with him inside the chopper, a person whose presence here was highly unconventional. The controller. Following the Delta's kill at the FDR Memorial, the controller had ordered Delta-One to fly to a deserted public park not far from the White House. On the controller's command, Delta-One had set down on a grassy knoll among some trees just as the controller, having parked nearby, strode out of the darkness and boarded the Kiowa. They were all en route again in a matter of seconds. Although a controller's direct involvement in mission operations was rare, Delta-One could hardly complain. The controller, distressed by the way the Delta Force had handled the kills on the Milne Ice Shelf and fearing increasing suspicions and scrutiny from a number of parties, had informed Delta-One that the final phase of the operation would be overseen in person. Now the controller was riding shotgun, witnessing in person a failure the likes of which Delta-One had never endured. This must end. Now. The controller gazed down from the Kiowa at the deck of the Goya and wondered how this could possibly have happened. Nothing had gone properly-the suspicions about the meteorite, the failed Delta kills on the ice shelf, the necessity of the high-profile kill at the FDR. â€Å"Controller,† Delta-One stammered, his tone one of stunned disgrace as he looked at the situation on the deck of the Goya. â€Å"I cannot imagine†¦ â€Å" Nor can I, the controller thought. Their quarry had obviously been grossly underestimated. The controller looked down at Rachel Sexton, who stared up blankly at the chopper's reflective windshield and raised a CrypTalk device to her mouth. When her synthesized voice crackled inside the Kiowa, the controller expected her to demand that the chopper back off or extinguish the jamming system so Tolland could call for help. But the words Rachel Sexton spoke were far more chilling. â€Å"You're too late,† she said. â€Å"We're not the only ones who know.† The words echoed for a moment inside the chopper. Although the claim seemed far-fetched, the faintest possibility of truth gave the controller pause. The success of the entire project required the elimination of all those who knew the truth, and as bloody as the containment had turned out to be, the controller had to be certain this was the conclusion. Someone else knows†¦ Considering Rachel Sexton's reputation for following strict protocol of classified data, the controller found it very hard to believe that she would have decided to share this with an outside source. Rachel was on the CrypTalk again. â€Å"Back off and we'll spare your men. Come any closer and they die. Either way, the truth comes out. Cut your losses. Back off.† â€Å"You're bluffing,† the controller said, knowing the voice Rachel Sexton was hearing was an androgynous robotic tone. â€Å"You have told no one.† â€Å"Are you ready to take that chance?† Rachel fired back. â€Å"I couldn't get through to William Pickering earlier, so I got spooked and took out some insurance.† The controller frowned. It was plausible. â€Å"They're not buying it,† Rachel said, glancing at Tolland. The soldier in the claws gave a pained smirk. â€Å"Your gun is empty, and the chopper's going to blow you to hell. You're both going to die. Your only hope is to let us go.† Like hell, Rachel thought, trying to assess their next move. She looked at the bound and gagged man who lay at her feet directly in front of the sub. He looked delirious from loss of blood. She crouched beside him, looking into the man's hard eyes. â€Å"I'm going to take off your gag and hold the CrypTalk; you're going to convince the helicopter to back off. Is that clear?† The man nodded earnestly. Rachel pulled out the man's gag. The soldier spat a wad of bloody saliva up into Rachel's face. â€Å"Bitch,† he hissed, coughing. â€Å"I'm going to watch you die. They're going to kill you like a pig, and I'm going to enjoy every minute.† Rachel wiped the hot saliva from her face as she felt Tolland's hands lifting her away, pulling her back, steadying her as he took her machine gun. She could feel in his trembling touch that something inside him had just snapped. Tolland walked to a control panel a few yards away, put his hand on a lever, and locked eyes with the man lying on the deck. â€Å"Strike two,† Tolland said. â€Å"And on my ship, that's all you get.† With a resolute rage, Tolland yanked down on the lever. A huge trapdoor in the deck beneath the Triton fell open like the floor of a gallows. The bound soldier gave a short howl of fear and then disappeared, plummeting through the hole. He fell thirty feet to the ocean below. The splash was crimson. The sharks were on him instantly. The controller shook with rage, looking down from the Kiowa at what was left of Delta-Three's body drifting out from under the boat on the strong current. The illuminated water was pink. Several fish fought over something that looked like an arm.

Why so many it projects fail Essay - 2299 Words

CONTENTS CONTENTS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦.2 INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 LITERATURE REVIEW†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..3 2.1. Fr33zle.com†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦..4 2.2. National Health Service’s – The National Programme for IT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 2.3. Hershey’s ERP System†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 2.4. Federal Bureau of Investigation’s (FBI) – Virtual Case File†¦Ã¢â‚¬ ¦...6 2.5. The Cabinet Office ITNet – Datacentre Hosting†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 INTRODUCTION Information Technology is used daily within our lives at the present moment, this†¦show more content†¦This project included prescription services, clinical information and a web based booking system. It was then expected that NHS would invest a further total of  £12.4 billion on this programme over ten year (House of Commons, 2007). The main reasons for the failure of this project were issues with data management, patient confidentiality problems, and missing numerous deadlines; NPfiT has it all as stated by (Poole, 2011). The UK government decided to hold back the project even though the expenditure had sored above the  £11 billion mark. There are various other problems in addition of the main problems found such as (Smith, 2011) stated that it became clear that some suppliers did not have the capabilities that were needed to do what was actually required. If suppliers were not capable to be apart of this project would slow the project down and also it could lead the project to miss a lot of milestones and deadlines. (Smith, 2011) also mentioned that the key users lacked in commitment to the Programme from the beginning and that suppliers also had to develop their systems and go out to sell them. This case is similar to the Financial Information System for California (FI$cal), which was going to integrate different systems such as purchasing, budgeting, accounting etc.Show MoreRelatedWhy It Projects Fail For The Success Rate Of These Projects1565 Words   |  7 PagesA#: A00375672 Whenever an IT project is planned to take place, the probability of a problem occurring is very common. Therefore, one of the challenges management will face is to improve the success rate of these projects. IT project failure can cost the economy nearly billions of dollars or more depending on the extent of the failure. Not only does it affect the economy, but it puts pressure on the organization executing the project and may become stressful for the team members involved. 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PPARS is one of Ireland’s most talked about IT failures of all times and is ranked among other high profile IT failures such as the Credit union IT system and the e-voting systemRead MoreProject Selection Risk Project Risk1052 Words   |  5 PagesRunning head: PROJECT SELECTION RISK 1 Project Selection Risk Natasha Bing Grantham University PROJECT SELECTION RISK 2 Abstract With any project, it always needs to be completed within a certain time period, and most often times it will acquire various costs to includeRead MorePlanning Methods And Methods Of Planning1692 Words   |  7 Pages-â€Å"Planning is the thinking process, the organized foresight, the vision based on fact and experience that is required for intelligent action† as said by Alford and Beatt. -â€Å"Planning is deciding in advance what is to be done. When a manager plans, he projects a course of action for further attempting to achieve consistent co-ordinate structure of operations aimed at the desired results† as per Theo Haimann. -â€Å"Planning is fundamentally choosing and a planning problem arises when an alternative courseRead MoreThe Implementation Of The Prub Model1738 Words   |  7 PagesIMPLEMENTATION OF THE PRUB MODEL Introduction THE RATIONALE The most important learning outcome perceived from this course so far is that accurate process development and professional leadership is at the center of the dynamic of project management practice. This analysis bases itself on examples taken from an organization that has a well structured and clear defined program and project management process. Despite being well structured well but has its bits of bureaucracy, can be very complicated to understand