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Significant differences in the applications of cognitive behavior therapy (CBT)


There are significant differences in the applications of cognitive behavior therapy (CBT) for families and individuals. The same is true for CBT in group settings and CBT in family settings. In your role, it is essential to understand these differences to appropriately apply this therapeutic approach across multiple settings. For this Discussion, as you compare the use of CBT in individual, group, and family settings, consider the challenges of using this approach with groups you may lead, as well as strategies for overcoming those challenges.

To prepare:

Review the videos in this week’s Learning Resources and consider the insights provided on CBT in various settings.


· Post an explanation of how the use of CBT in groups compares to its use in the family or individual settings.

· Explain at least two challenges PMHNPs might encounter when using CBT in one of these settings.

· Support your response with specific examples from this week’s media and at least three peer-reviewed, evidence-based sources.

· Explain why each of your supporting sources is considered scholarly and attach the PDFs of your sources.



Sample Solution

3 Creating Sustainable Competitive Advantage

Everywhere in the world, no matter in which industry a company is operating in, creating a competitive advantage is the key to success as it gives the company the possibility of gaining an edge in front of its main competitors allowing it to set the pace on the market and thus consolidate its position.

In order to come across such a potential competitive advantage a company must first identify what it does best or what does it have unique in the industry that no one else among competitors can reproduce and that will help it achieve its goals and objectives more efficiently; A competitive advantage can be anything from a special skill to a unique technology and it can be used as that special “ secret weapon” that will, in the end, add value to the company and allow it to grow and prosper.

The next step after identifying the competitive advantage is to make best use of it and differentiate from main competitors to later be able to reach market leadership.

The important issue that needs to be kept in mind at all times is that the competitive advantage stays a competitive advantage only as long as the competition can’t replicate it, because the moment that happens due to some technological breakthrough of the competitor or due to industrial espionage that is gaining popularity with incredible pace in the past few decades, the company must rebuild its strategy and start searching for a new core competency that can be turned into a competitive advantage.

The European Railway Transportation Industry

2.1 The Environmental changes that affected the Railway Industry

Ever since the European Union had decided to take the first official procedural steps of creating a common market with free movement of goods, capital and people, the European way of thinking took a considerable turn as both companies and entrepreneurs from all over Europe were out of a sudden changing their strategies and reorganizing to prepare for a new and more challenging approach on the market in order to fully benefit from such environmental changes supported by massive EU funding.

Before 1990 the railway transportation in all of the countries of Europe was run under no special international norms, the absence of which permitted state owned railway companies to use diverse organizational styles that consequently made it really difficult for the new idea of a common market to be possible , however, after encountering much resistance by critics, in the Spring of 1993, the first steps toward such a unification were taken.