The brainstorming process

 

Thus far, you have learned how historical contexts, perspectives, and biases influence the interpretation and “telling” of historical narratives. For this discussion, reflect on what you have learned about your research question and the historical event and current event you chose. To ensure an interesting discussion, you are encouraged to think creatively about your initial posts and extend the points made by your peers. It is also important to review the module resources and read the prompts in their entirety before participating in the discussion. You should include examples and other supporting evidence from the module resources in your posts.

Discussing challenges that face our world often means investigating opinions and ideas different from your own. Remember to remain thoughtful and respectful towards your peers and instructor in your discussion post and replies.

Create one initial post and follow up with at least two response posts.

For your initial post, address the following:

Discuss the brainstorming process you used to identify bias in your primary and secondary sources. How did you do it? Describe the strategies that were successful for you.
Consider the challenges you encountered identifying the narratives about your historical event. What methods did you use to identify the absent voices in the historical narratives?
What perspectives do you think are missing from the narrative about your historical event?
Be sure to cite evidence from your sources to justify your points.

 

Sample Solution

ecisions are capital investment decisions designed to replace older assets with newer ones (DeBenedetti, n.d.).

Regardless of the type of capital investment decision facing managers, there are usually groups of individuals, or entire departments, which are interested in pursuing one particular project over another.  Project ranking is not uncommon in today’s business environment and is dependent on the fact as to how much the specific projects would return, as well as which project has the ability to provide the business the greatest value in the shortest amount of time.  The majority of capital investment decisions are reached with specified deadlines in mind which can result in more than one step in the decision-making process being ignored.  This, coupled with rivalry within departments, can bring about poor outcomes.

After management narrows down the list of potential projects, they must then start the process of using capital budgeting decision tools to reach their final decision.  Several tools can be used; however, the most common are the payback period, net present value method, and the internal rate of return method (Noreen, Brewer, & Garrison, 2014, p. 318).

Out of the three methods, the payback period is one of the most popular due to its basic and simple calculation, although it does not factor in the time value of money like some of the other methods.  The payback period in essence allows one to calculate how long it would take for a project to recapture the cost of the initial investment (Noreen, Brewer, & Garrison, 2014, p. 327).  The calculation is simple as it is the total cost of the project divided by the estimated cash inflows expected each year.  The end result is the number of years to recover the initial cost, or the payback period. As an example, my employer used this method as a guideline when deciding which research projects should/should not be undertaken.  Although the assumption is that most research projects will generate revenue for the organization, it isn’t known how long it will take before the healthcare organization recoups the investment they initially put into the project to get it off the ground. Based on the results of the payback method, leadership will decide whether or not to accept or reject the project if the payback period is too far out of their comfort zone.

There was a case recently in which one of our research sites prop

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