Detective L - Bio Stuff (and Psych stuff)

Detective L

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Logic

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Wield raw intellectual power. Deduce the world.​
Cool for: Analysts, Pure Rationalists, Obviously Logicians.​
Logic urges you to analyze the living daylights out of the case. It enables you to piece evidence together, detect inconsistencies in statements, and impress everyone with your astonishing conclusions. It’s the bread and butter of many a detective.​
At high levels, Logic will be able to solve even the most complicated puzzle. You will be very proud and thus susceptible to intellectual flattery; for those blinded by their own brilliance often miss important clues. With low levels of Logic, you’re going to have a hard time solving even the simplest puzzles. Even if you find the pieces, good luck putting them together​

Encyclopedia:

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Call upon all your knowledge. Produce fascinating trivia.​
Cool for: Thinkers, Historians, Trivia Freaks​
Encyclopedia makes you a know-it-all, turning your mind into a database of facts. It enables you to draw on these facts innately, offering a wealth of background knowledge to all things related and unrelated to your case. Who knows when the history of cigarette brands will provide the breakthrough you need to arrest a murderer – or when knowledge of pre-Revolutionary guns might save a life?​

At high levels, Encyclopedia shares this wealth of knowledge to an almost overwhelming degree – while it may give you crucial breakthroughs, it more often will clutter your mind with useless tidbits. With low levels of Encyclopedia, though, you’ll be forced to work with only the clues in front of you. Without any background knowledge, copping is going to be tough stuff.​

Rhetoric:

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Practice the art of persuasion. Enjoy rigorous intellectual discourse.​
Cool for: Ideologues, Conversationalists, Would-Be-Politicians​

Rhetoric urges you to debate, make intellectual discourse, nitpick – and win. It enables you to break down arguments and hear what people are really saying. You’ll spot fallacies as soon as they’re used – what exactly did the waiter leave out of their testimony? What was the dancer trying to divert you from? Was that double entendre intended, or did you just get an accidental lead?​
At high levels, Rhetoric will make you an impressive political beast – one whose beliefs are impenetrable. Which is to say, one whose mind will not change; one who will calcify. With low Rhetoric, though, you’ll have a hard time of shooting down any argument. Nailing people to their testimonies will be nigh impossible.​

Drama:

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Play the actor. Lie and detect lies.
Cool for: Undercover Cops, Thespians of the Stage, Psychopaths
Drama urges you to treat the world as a stage – and on it, to perform. It will enable you to lie, to concoct the most elaborate and wonderful stories; to take on ingenious personas and perform acts of stagecraft in an entertaining amalgam of fourberie and deceit! As well, it enables you to see through would-be actors and their false antics. If they lie, you’ll know. Immediately.
At high levels, Drama may render you an insufferable thespian – one prone to hysterics and bouts of paranoia; for to know the world is a stage is to know that Truth is a Vanity. However, with low Drama you cannot lie – or discern when others lie. And a cop who can’t do either is a cop who’s soon going to be lying six feet under

Conceptualization:

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Understand creativity. See Art in the world.
Cool for: Creatives, Psychedelic Fanciers, Critics.
Conceptualization has a special role it wants you to play in this world – not the role of cop, but of Art Cop. It enables you to make fresh associations, to delve into world-concepts from Jan Kaarp’s postmodernist karperie, to Revachol’s arabesque architectural style dideridada, and even the concept of HARDCORE – and then, importantly, to add your own contribution to these works.
At high levels, Conceptualization makes you go big – perhaps too big. It is ostentatious, demanding grand displays. Why live life when you can throw yourself into a live volcano? At low levels, however, you will be unable to see the world in a creative light. You’ll be unable to contribute to conversations in an art gallery. Only boring people will invite you to their dust parties.

Visual Calculus:

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Reconstruct crime scenes. Make laws of physics work for the Law.
Cool for: Forensics Scientists, Tactical Fighters, Math-Minded People
Visual Calculus verses you not only in the laws of the state, but the laws of nature. It enables you to create virtual crime-scene models in your mind’s eye. You’ll see how a bullet shattered the glass and from that trace its trajectory with mathematical precision. You’ll also count so many footprints – and at a glance discern shoe size and design; as well as the height, weight, and gender of the one who wore them.
At high levels, Visual Calculus makes the world reveal its secrets to you – but you may be so absorbed by your mind-diorama, you don’t notice as crooks steal your pants. However, at low levels, your mind’s eye will be blind. Reconstructing crime scenes will be difficult without outside help

Pad na gesondheid - Opsoek na vrede
'n Novel van Chamell Johnson nee Delie

Hoofstuk 1: Die begin van 'n interassente verhaal

Vandag het ek besluit om te skryf - ek weet nie rerig waar om te begin nie. Mense se altyd "by die begin" maar vir my storie was daar nie 'n begin of 'n einde nie net klomp stukkies in die middel. So, ek begin in die middel by die gedeelte van die storie waar ek nou is. Ek hoop my storie kan iemand inspireer om te glo in die reenboog na die reen - die lig aan die einde van die donker tonnel. Al voel die tonnel soms oneindig en die reen is al 'n storm.

Okay, so, vandag is 'n goeie dag, vandag is 'n dag waar ek besef dat ek 'n vegter is. 'n Dag wat ek okay is met my stryd - lange oneindige stryd. 'n Tydjie terug, seker so 3 maande gelede is ek gediagnoseer met kanker - JA, die groot K woord. Nee, ek het nie een voet in die graaf nie maar ek is ook nie die lewindige persoon wat ek nog altyd was nie. Die dag toe ek die nuus kry, het ek seker daardie dag daai gedeelte van myself by die dokters spreek kamer gelos.
Julle wonder seker hoe het alles gebeur? Wel, ek wonder soms self ook hoe het alles gebeur!...
Ek het een aand middernag wakker geskrik met 'n steek-pyn in my regter arm, ek het maar moeilik geslaap daardie aand want my arm het die heeltyd net gepyn, sonder ophou - kommerwekkend ek weet. Ek het die volgende oggend met 'n klier aan die regte kant van my nek opgestaan. My man het navosing gedoen en ons het gedink dit is 'n goiter.
Ons het dit 'n toiter genoem (toor goiter) want hoe daag 'n goiter net op? Nie dat ons geglo het dit was toordery nie - net 'n grappie om 'n dokters afspraak te vermy. Mens dink mos altyd alles is klein, tot dit nie is nie. Die "goiter" het na 2 weke weg gegaan en ons het aan met ons lewens beweeg - dit was nie eens in my agter kop nie. Ek het 'n nuwe werk begin, na ek vir 6 maande sonder werk was en een van my voordele was medies. Ek was baie beindruk met die maatskappy, my eerste indruk was dat hulle agter hulle mense kyk.
Lewe was lekker - het uit gesien vir my nuwe mediese vons, vakansie in Desember, my pensioen en natuurlik my nuwe salaris! Weke het verby gegaan en eendag skrik ek wakker en die "goiter'' is terug. My man stel toe voor dat ek dokter toe gaan en maak vir my 'n afspraak. Terwyl ek by die dokters spreek kamer was het mense in geloop en weer uit geloop - almal het beweeg behalwe ek. Ek wou al moed op gee maar dis asof daar 'n klein stemmetjie in my agter kop vir my se - "bly, al sit jy ook tot middernag". Die dokter het my geondersoek en het vir my medikasie vir allegie gegee. Ja, lang storie kort - ons het gedink dit is 'n allergie, en dit was nie 'n "goiter" nie, dit was 'n klier. 'n Week is verby en ek kry 'n pyn aan die linkerkant van my nek, dit het gevoel asof ek 'n spier getrek het en daar het ook 'n klier uitgekom. Ek kon my kop nie draai nie - my kop het stokstyf op my skouers gestaan en dit is wanneer ek besef het, dis seker weer tyd om by die dokter te gaan kuier. Die dokter het my vir bloedtoetse gestuur en daarna het ek vir een of twee ondersoeke gegaan. By die punt, weet ons almal dat dit nie 'n allegie kan wees nie, maar wat kan dit dan wees? 'n Vraag wat ons almal gehad het maar vir die eerste keer in my lewe,was ek nie oorig genoeg om by die antwoord uit te kom nie.
My mediese uitgawes was belaglik, die gedagte van kanker was skrikwekkend en ek was oorlaai met werk - alles perfekte redes om weg te hardloop van die waarheid af. 'n Maand is verby, klomp toetse was gedoen en ons het nogsteeds nie 'n antwoord gehad op wat voud is nie.
Ek kry 'n oproep van 'n onbekende nommer af - eerste gedagte wat opkom is dat dit een van die mediese fasiliteite is wat hulle geld soek? Ek antwoord en tot my verrasing is dit my dokter - sy verwys my na 'n klier spesialis wat oor 2 maande sou af tree - ironies, ek weet. Tyd om my draf skoentjies uit te trek want hier moet ek met die realiteit ooreenkom.
Ek kry onmiddelik 'n afspraak by die spesialis omdat tyd nie aan ons kant was nie. Ek gaan die oggend werk toe met net my lyf, my gedagtes was nie saam nie - dit was by die onbekende. Ek het toestemming gevra om vroeer te gaan en my bymekaar probeer kry, want weereens moet ek die storie gaan vertel van hoe ek hier op geeindig het. Ek daag laat op vir my afspraak want ek het verdwaal - ek het die gebou geonderskat. Die ontvangsdame gee vir my die papierwerk en ek begin om in tevul. Nog nie eens klaar nie, toe is die spesialis reg om my te sien. Ek gee vir hom al my resultate en ons begin met die ondersoek. Dit het gevoel soos net een kyk en toe beweeg sy lippe: "dit kan een van twee dinge wees - klier kanker of die probleem kan jou skildklier wees", sy hy. Hy bel my dokter om die pad voorentoe te bespreek en sy vra dat hy 'n "lymph node biopsy" doen. Ons bespreek wat die beste tyd sal wees om die biopsy te doen en 3 dae van nou af klink die beste, vir al die partei behalwe vir my. Ek nodig tyd om te kou aan alles wat dus-ver gebeur het. Dit voel asof ek op 'n tuimeltrein is wat te vinnig beweeg en niemand slaan ag op ek wat skree nie. Kan iemand dalk die man wat in beheer is se dat ek asemhaal kans nodig het?
Ek wou oorslaan na die gedeelte waar ek opad is hospitaal toe vir die opersie maar toe dink ek as ek die een was wat die boek gelees het sou ek nie net die hoogtepunte wou he nie. Ek sou al die klein stukkies in tussen ook wil hoor.
So, hier is 'n stukkie wat ek eintlik nie sou deel nie. Die afgelope tyd het ek normaal met my lewe aan beweeg. Ek was bang vir die operasie maar nie genoeg dat ek paniekerig geraak het nie. Ek het darm nou al 'n roetine gehad - werk toe en huis toe en dit het my rustig genoeg gemaak om kan deur te druk met dit wat voorle...ek weet dit klink baie verveeling maar vir 'n meisie soos ek was dit perfek. Daar was orde, nes ek nog altyd van dinge gehou het. En, ek darm 'n ontsnapping gehad - my sprokies verhaal, so pas getroud met my sielsmaat. As ek nou terug dink, was die berg eintlik nie so hoog nie. Die klim was maar moeilik maar die uitkyk op die hoogte punt van die berg was perfek, daar-die gevoel wat mens kry as jy die son sien sak - jy weet jy moet alles in neem voor die pragtige prentjie verby is en al wat jy oor het is die herinnering van 'n perfekte afsluiting van die perfekte dag.
Terug na my storie... Die dag het aan gebreek en ons het ons reg gemaak vir die operasie. Ons moes 6uur by die hospitaal was, ek was die eerste patient vir die dag. Ons het geduldig vir ons vervoer gewag, en toe hy nie opdaag nie toe begin die warboel - die warboel in my gedagtes, die warboel om 'n ander vervoer te kry, die warboel tussen is die my kans om uit die situasie te kom of gaan ek dit deur sien.
Wel, ek het by die hospitaal uit gekom, 'n bietjie laat maar ek het dit darm gemaak. Ek is gewoontlik nie 'n liefhebber van hospitale nie maar, by die hospitaal het ek vrede gehad. Ek het in my uniform verander, die beroemde rokkie en sagte broekie en hulle het my in die teater in gerol. Die mooiste gedeelte van daardie dag, was toe die hele personeel van die teater vir my sterkte gewens het en elkeen vir my met 'n glimlag gese dat alles goed gaan afloop.
Alles het toe goed afgeloop en 'n week later het ek my resulte gekry. Die spesialis het my wond gekyk en gese hy was tevrede met die genesing. Ons het gaan sit, en toe kom die volgende woorde uit sy mond - dis 'hodgins lymphoma", kanker in die klier. Van skok het ek geglimlag en gevra jammer, kanker? Asof, ek dit nie verwag het nie, snaaks hoe mens soms reageer op erinstige goed. Hy het die volgende stappe met my bespreek, ek het hom bedank en ek het die laaste vorms gaan invul. Die onvangsdame het my met hartseer aan gestaar en in daai oomblik besef ek wantoe my lewe nou opad is. Ek het vir my man 'n boodskap gestuur en onkologie sentrum toe gegaan. Moelik om te se jy is gediagnoseer met 'hodgkins lymphoma' as jy nie eens rerig verstaan wat dit is nie. Ek het 'n afspraak by 'n onkoloog gemaak en huis toe gegaan. Toe, ek my man sien, toe voel dit asof my wereld in stukkies breek. Moeilik om vir die persoon wat jy die liefste in die wereld het te se, "ons gaan nou een van die moelikste struikelblokke moet oorkom". En, na dit was dit tyd om die res van die familie te vertel.
Ek is 'n ouma en oupa kind, baie mense kan seker verstaan wat dit beteken en vir die wat nie, ek is 'n familie mens. Nie jou normale familie mens nie maar die tiepe wat langs haar oupa op die bed gaan le voor hy slaap en van haar hele dag vertel, van begin (toe ek my oë oop gemaak het in die oggend) tot by die punt waar ek op die bed le). Die tiepe mens wat haar ouma se hare gaan kam terwyl sy tv kyk net om tyd met haar te spandeer. Die tiepe persoon wat 'n jaar na skool by die huis bly, omdat sy voel haar broertjie is te klein vir dagsorg en weet dit sit druk op haar Ma wat op die myn werk. Die tiepe persoon wat 'n rol in elkeen van haar familie se lewe speel want sy weet almal nodig daardie een mens wat altyd daar is, vir die goed en die sleg.
Ek dink die vertel was die eerste van klomp moeilike eerstes gewees - haarverlies, MRI, beenmurg biopsie, chemo en bestraling. Ek het stage 2 hodgkins lymphoma gehad - 12 rondes van chemo en 14 keer bestralling. En ek moet se, die een was erger as die ander, net nie in daai orde nie. Vir die eerste dag van chemo het ek my sak gepak - peuselhappies, skootrekenaar, kombersie, en klomp ander goed wat nie belangrik was nie, want vir 5 ure gaan ek daar wees. Volgens, my was ek gereed, onweetend dat chemo nie dieselfde is soos hulle dit op die tv afspeel nie. Ek het 'n meisie ontmoet met dieselfde kanker, dieselfde ouderdom en dieselfde behandeling as ek, maar dit was haar laaste keer wat sy behandling gekry het. Sy het dit oorwin! Ek onthou haar as 'n inspirasie (oor paar maande gaan dit ek wees) tenspuite van hoe moeg sy nou al was -bleek, naar en net al moeg vir die veg. Min, het ek geweet dat ek ook so gaan lyk en voel waneer dit my laaste ronde is. As ek dink aan chemo kry ek nou nog, amper 'n jaar later nogsteeds 'n kol op my maag.
Bestraaling het met sy eie uitdagings gekom,. Haarverlies, in sy eie manier ook. Die vorige generasie het altyd gese, hare groei terug asof dit nie sulke groot rol speel nie maar, ek dink dit speel 'n rol wat mens nie kan beskryf tot dat jy dit nie meer het nie, Dit is maar moeilik as jy in die spiel kyk en nie die persoon herken wat terug kyk nie. 'n Konstante herinnering van wat jy deur was, asof kanker op jou voorkop geskryf is, met 'n kaart wat wys na die nagmerrie wat jy agter jou rug wil sit.
Ek het altyd gespot en gevra, sal jy vir my lief wees as ek nie meer hare het nie en sonder om te twyfel het hy altyd gese, "ja, natuurlik", en toe ek my hare verloor toe kan ek dit op die proef sit , soveel goed was op die proef gesit maar die Here het geweet, dis die man wat ek gaan nodig het in die seisoen. Hy het my geleer dat oneindige liefde enige uitdaging kan oorwin.

Hoofstuk 2: 'n Morbiede plek
Hoofskuk 3: Lewe na Kanker
Hoofskuk 4: Die verhaal van 'n gewone meisie
Hoofstuk 5: By die Vader, Seun en Heilige Gees
Hoofstuk 6: My sprookies verhaal
Hoofstuk 7: Die is net die begin
 
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Detective L

Active member
Legendary
Joined
Jan 10, 2013
Messages
19,342
Kin
2,224💸
Kumi
3,141💴
Trait Points
0⚔️
Yin Techniques:

An extension of Mad Enhancement (using mist, or flames to initiate and maintain illusions)
Hierarchy of Angels idea
Homonoculus idea
Doki variation

Self Inflicted Gen (counter pain)
 

Detective L

Active member
Legendary
Joined
Jan 10, 2013
Messages
19,342
Kin
2,224💸
Kumi
3,141💴
Trait Points
0⚔️
Possible Biography

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B A S I C I N F O R M A T I O N

Name:
Nickname:
Gender: Male
Age:
Clan: Hayabusa

L O O K S


Usually covered in the darkness of his hood, black clothes, armor or activation of a special seal (Mad Enhancement), it is difficult to place this peculiar individual under a specific visage. He dons a dark cloak always, covering most of his body, leaving only his eyes to shown through in the darkness, in a dark red or purple, same with his techniques. In the odd times one finds him without his cover, a young individual in terms of looks. Although in his twenties, he varies his age through the Transformation technique, and often times, fools his foes with this. He is sometimes younger, sometimes older, than his original age. His hair style varies, sometimes he cuts it all off, and other times, he lets it grow long and lets it hang loose over his face, same with color too, between pitch black and light gray/white. He finds fun in donning masks, of skeletons, as well as using ornaments to decorate himself. As dark and mysterious as the cover he always dons. His carries a small sword on his hip, several chains wrapped around beneath his clothing, and two distinct marks on hands.

P E R S O N A L I T Y

He deems himself a quiet and humble man. Doesn't get involved unless needed to, and always, always, travels alone. He enjoys his isolation, finds comfort in it. He would rather spend time alone than between people. He travels a lot, and usually finds himself discovering something new. He's ambitious, obsessive when he has a goal in mind and able to do whatever is necessary to achieve it. He can considered cruel, as he's reluctant to help anyone, nor spare someone should they cross him, or anger him in some way. He has a habit of smoking, which he tries to break off daily. He loves animals, and usually summons a Fox to talk to. He's relatively intellectual, and often reads. Despite his withdrawn behavior, he finds pleasure in fighting, and often, aims to find new challenges, as he has gained a lot over the years, and would like to stay active and fit. He sometimes acts a bit too old for his appearance. He likes food, often eating chips, and can be friendly when you get him food.

V I L L A G E I N F O R M A T I O N

Village of Birth: Hayabusa Village
Village of Alliance: Hayabusa Village

R A N K & C H A K R A I N F O R M A T I O N

Ninja Rank: Sage of Mind, Body and Soul
Specialty:

E L E M E N T S:

Earth
Wind
Water
Lightning
Fire
Liquid Nitrogen
Erbrium
Gel
Shining Water
Neidan

S K I L L S:

Taijutsu
Genjutsu
Ninjutsu
Kenjutsu
NB Taijutsu
Fuuinjutsu
Yin Release
Yang Release
Yin/Yang Release

S U M M O N S:

Hawk & Arts

C F S:

Ogame Ryu

B A C K G R O U N D I N F O R M A T I O N

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-Insert history




O T H E R

-insert other

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T H E M E S O N G


B A T T L E S

Won: None
Lost: None


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Grimmjow Biography



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Basic Information
Name: Grimmjow Jaegerjaquez
Nickname: N/A
Gender: Male
Age: 21
Clan: Uchiha​

Looks


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Grimmjow is a tall, muscular man with light blue spiky hair and light blue eyes, the latter including green lines below them, similar to the eye markings on the Panthera genus of cats. Grimmjow's attire consists of a white hakama, a black sash and a ragged white jacket with an upturned collar. The inner lining of his jacket is black and Grimmjow wears it with the sleeves rolled up and leaving it open to expose his muscular chest. Grimmjow also has a bone mask which consists of a right jaw bone running up his right side, he also has a hole through his abdomen, the cause of this is unknown. He has a tattoo of the number 6 which is located on his back, near the right side of his abdomen hole. Grimmjow also sports a large scar across his torso, gained from his first battle with a rogue ninja​

Personality

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While appearing to be a laid-back individual, this scruffy exterior hides Grimmjow's brutal, impulsive, excessively-violent personality and a lethally-short temper. However, despite his aggression and obvious blood lust in battle, Grimmjow possesses a feral cunning and has a knack for quickly exploiting any opening his opponent reveals. In addition, he is blunt, sarcastic and quite sadistic, revealing a psychotic grin or laughing maniacally whenever he becomes excited. He is also very rude and quite disrespectful. Grimmjow displays little respect for any form of authority and says whatever is on his mind, regardless of whether or not it is appropriate.​

Village Information

Village of Birth: N/A
WSE Clan: N/A​

Rank and Chakra Information
Ninja Rank: Chunin

Specialty: Fire (Single Hand seal specialist) ▸ Fire (Sourceless Materialization) ▸ Apex Handseal Specialist (Lightning)

Elements:

Fire
Lightning
Earth
Water

Skills:

Ninjutsu
Genjutsu
Kenjutsu
Taijutsu
Sharingan​



Background Information

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Grimmjow, was his name, but they called him Hachiman. A nickname he had gotten by his two only friends, in the small-town where he stayed. They were loyal to him, after all, Grimmjow risked his life for theirs, when they were about to get slaughtered by bandits, raiding the town. Their names, Suzaku and Gibran, one of them a drunk, who had no one else other than his wine, and the other one was a homeless, they were both social outcasts, no one wanted to talk to them or help them out, Grimmjow could relate to their loneliness, he after all was abandoned as an infant, in the forest near the small-town. However, luckily, a passerby, had heard his cries. It was a young woman, in her twenties, her name was Athena, she was working at a farm nearby. Athena cared for Grimmjow and raised him, she couldn’t have children, and her husband left her for good, when he realized she couldn’t become pregnant. Athena saw Grimmjow as her own son and worked hard at the farm to sustain a living, for both of them.

During the day, Grimmjow was turning sixteen, the small-town they were living in, was raided by bandits. The bandits were plundering, murdering and collecting people’s ears as trophies. The day when the bandits stormed the town, Grimmjow was in the forest, near the place where Athena had found him. There he was laying next to a large tree, with a straw-hat on top of his_ face, covering from the sunlight that was peeking in between the leaves. Grimmjow almost fell asleep, but the sudden screams of terror, had him shocked and standing, he immediately ran towards the farm, and as he left the forest, he could see the farm burning from a distance. Grimmjow was worried for Athena, he ran as fast as he could, and as he reached the farm, he ran over to a small hut nearby, where he and Athena lived. As he got closer to the hut, the screams became louder, and he started seeing dead bodies covering the surface of the earth, the ground was covered in blood. Grimmjow couldn’t believe his own eyes, he was scared and shocked, he ran into the hut, as fast as he could, sadly, he had arrived too late, Athena was laying on her bed, stabbed several times in the chest and stomach, the ground was covered with her blood, Grimmjow ran to her and grabbed her, trying to shake her, hopelessly waiting for a response, he couldn’t accept what was before his eyes, he closed his eyes for a moment, and kept telling himself that it was all just a nightmare, but the screams got even louder, Grimmjow opened his eyes, seeing the nightmare before him, his hands shacking and covered in Athena’s blood. In that moment, Grimmjow saw images of Athena, the way she’d prepare his breakfast, work at the farm, wash his clothes and stare at him while he’d fake his sleep. It was at this moment that Grimmjow lost his emotions to the event occurring around him, the only person he held dear, was murdered, and all he could do was sit there and look hopeless. Due to the enormous amount of pressure, emotional pain and suffering Grimmjow was going through in that moment, he fainted in the hut, falling on the ground that was covered with blood.

He could feel a sharp pain in his side, it woke him up. He was laying in the town square, surrounded with dead bodies, Grimmjow was holding a sword with his left hand, but he was stabbed by a knife, the pain was unbearable, Suzaku and Gibran immediately ran over to him and tried to help him to stand on his feet. Grimmjow wasn’t aware about the situation, he kept shouting the questions, what has happened, where is Athena, I saw her body, why are all these bandits’ dead. Gibran looked at Suzaku, and Suzaku looked at Grimmjow, you did this, you killed them all, you saved us. Grimmjow fainted once again, and woke up later, to be found in the forest, a place where Gibran had his home, underneath the ground, like a secret hideout. He had been treated, and his wounds were slowly recovering. Grimmjow felt a strange energy inside of him, like an explosive power, that he was not aware of. Gibran suddenly asked Grimmjow, why his eyes had turned red… To be continued.​

Other

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▸ Fire (Single Hand seal specialist): Due to being an Uchiha, Grimmjow is capable of using Fire with a single hand seal.

▸ Fire (Sourceless Materialization): Grimmjow can materialize Fire without needing a source. Likewise, he can sustain creations of the element without limiting himself, such as creation of S rank Earth Golem and allowing it to exist without sustaining it on his own. This is done by adding 1 handseal to the necessary total.

▸ Apex Handseal Specialist (Lightning): Grimmjow can perform techniques of Lightning, without the usage of handseals, though he must still perform complimentary and logical body movements related to the technique.​

Theme Song and Background Music


Battles

Won: None
Lost: None​

Anastacia Hayabusa Biography

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B A S I C ∾ I N F O R M A T I O N

Name: Anastacia
Nickname: Ana
Gender: Female
Age: 23
Clan: Hayabusa


L O O K S

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Anastacia is a young, beautiful girl with shoulder length black hair. Her eyes are piercing blue, her nose, well-defined and her lips, full. She is fair, and well built due to rigorous training and frequent sword wielding. Anastacia has an average bust that fits her petite frame. Although small, Anastacia makes up for it in skills and experience. In terms of clothing, Anastacia usually wears dark clothes, and prefers to wear coats and skirts. As per her own taste, Anastacia usually wears a large straw hat upon her head, especially when in towns, to hide her face.

P E R S O N A L I T Y

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Anastacia can be described as being a lively young girl, keen to making jokes and lazing around. However, she's also a person willing to go to great lengths to discover new knowledge. She is determined ans strong willed, and rarely backs down from a challenge. Any challenge.

V I L L A G E ∾ I N F O R M A T I O N

Village of Birth: Hayabusa Village
Village of Alliance: Hayabusa Village

R A N K & C H A K R A ∾ I N F O R M A T I O N
Ninja Rank: Jounin
Specialty: Combat Specialist ∾ Increased Speed Specialist ∾ Apex Kenjutsu Specialist ∾ Yin ∾ Infinite Sword Style

E L E M E N T S

Earth Release
Wind Release
Water Release
Lightning Release
Fire Release
Sound Release
Chloroform Release
Mawscape Release
Liquid Nitrogen Release
Draconium Release
Neidan [Chunin]


S K I L L S

Taijutsu
Genjutsu
Ninjutsu
Kenjutsu
NB Taijutsu
Fuuinjutsu
Medjutsu
Yin Release


S U M M O N S

Foxes & Arts
Box Jellyfish & Arts


C U S T O M ∾ F I G H T I N G ∾ S T Y L E S

Way of Barriers
Warrior Monks Way
Hidden Rope Arts
Infinite Sword Style
Impetus of Untouchable


B A C K G R O U N D ∾ I N F O R M A T I O N

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Anastacia, born to greatness only to be denied it. A child of Kyōki, brother of Ryu Hayabusa, Ana was bound for royalty. Maria, saved from certain death by Kyōki, fell in love with him. After spending some time in the village, Maria decided to stay. There, she learned about the Hayabusa, and their customs. Together, she and Kyōki would conceive a child, and live a good life inside the confines of the village for a long time. Or so she thought. The unexpected death of Kyōki in a mission, led Maria to depression, and a change in her ways. The village only served as a reminder of Kyōki, from the village customs to the home they resided in. She had to flee, for her own sanity, and for her unborn daughters' sake.

Living outside the village, Maria named her newborn daughter, Anastacia. She was special, royal by blood but of mixed blood, as Maria herself was but a simple commoner. Maria chose to raise her child with her own wit, combined with what she had learned from Kyōki. Maria however, died due to illness. Anastacia focused herself on becoming a force to be reckoned with. Every area and skill she pursued, she would excel in. Her powerful will, only matched by her arrogance and brash nature. In the mean time, her skills with a sword would become her signature.

With the ascension of Rin'ne to the throne of Hayabusa, Anastacia would be tracked down and confronted by two members of the Hayabusa clan. She was an outlier, an anomaly. An audience is sought by Rin'ne. She knew this would come. She was ready, and left with them, back to the Hayabusa Village. A place she had only heard of. An outcast or prodigy? She would determine her own fate, and she was able to mold it as she saw fit.

To Be Continued.

O T H E R

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Combat Specialist: Due to this, Anastacia's Kenjutsu and Taijutsu increases passively by 10 damage.

Increased Speed Specialist: Anastacia's base speed is increased by 2 additional levels. This makes her movement faster than those of her rank. This increase stacks on with Active speed increases such as Leg Weights or Eight Gates.

Apex Kenjutsu Specialist: Anastacia gains access to Iaido based Samurai techniques.

Yin Release: Anastacia, as a Yin specialist will be able to use genjutsu kai without hand seals due to her natural affinity for Genjutsu. As well, because of her heightened spiritual prowess, Anastacia will be able to sense and detect Genjutsu (up to A-Rank) as well as be aware of spiritual entities around them.

Seals: Anastacia carries a large amount of seals on her body, in the form of tattoos, usually concealed beneath her clothing. This also makes it easy for her to access them in battle. The first of her seals, is a seal that when activated, allows her to bring forth an array of weapons, and is also the way she primarily fights. She carries a seal on her body, with the Kanji, Guard, triggered to defend against attacks of sorts. Another, with the Kanji for Liquid Nitrogen, allowing her to dodge physical hits should she need to, and another, with the Kanji for Soapstone, allowing her to enhance it greatly. She has special seals in her ears which counteract Sound, or ones that use sound as a medium.

(Fuuinjutsu: Fantomu ken o hauringu) - Sealing Technique: Howling Phantom Swords
Type: Offensive/Defensive/Supplemental
Rank: A Rank
Range: Short
Chakra: 30 (-10 per weapon)
Damage: 60
Description: The user after placing a unique version of the lightning blade creation seal on his body. Will perform two handseals before clapping his hands. Activating a powerful sealing jutsu on his body that allows him to summon a grand armory of weapons from his body at any point. Once activated the sealing technique remains able to summon and replace destroyed weapons from the users body. The weapons summoned can be hugely varied basic weapons of the users choice and when summoned will hover around his body within a 5 meter radius being controlled by his hand gestures in a similar fashion to the floating ninja tools jutsu. These weapons carry a static damage property of D rank damage each and the user is capable of having up to six weapons summoned at any one time. If destroyed another weapon can be summoned in it's place, upon summoning the weapons initially appear somewhat ethereal before forming completely, while this is only momentary it prevents the weapons just popping up in mid air with no forewarning. Essentially this jutsu gives the user a unique ability to have weapons readily available to him at any point. This jutsu is the cornerstone of the phantom swords techniques. These weapons are formed from raw chakra focused in a similar fashion to the rasengan making them capable of competing with elemental jutsu equally when released they are raw chakra which the user focuses causing the slight delay.

Notes:
-Once activated remains active until the battle ends-
-Summoning additional swords costs a move slot, but the user can summon between 1-6 swords for a single move slot depending on his needs-
-Must be mentioned in the users biography-
-Each individual blade is capable of taking D rank damage before breaking.
-Can only be taught by ReXii-
(Fuuinjutsu: Fantomu ken o hauringu: Dai gōshi āsenaru) - Sealing Technique: Howling Phantom Swords: Armiger Arsenal)
Type: Offensive/Defensive/Supplemental
Rank: S Rank
Range: Short
Chakra: 40
Damage: 80
Description: An improvement on the original Howling Phantom Swords technique, the user will sacrifice the ability to summon the six swords and instead replace them with a singular weapon of increased power, there are several of these weapons and each one has unique properties. But only one may be summoned at any given time. Summoning a replacement will cause the one present to vanish and it's effects will no longer be usable. This technique can be activated once the parent technique is active, and can only be sustained for four turns before reverting to the parent technique for four turns to recharge. At which point the user can reactivate it at the cost of a move slot. The abilities of the various weapons will be listed below. The technique works by supplying increased chakra to the parent technique. While the seal itself remains A ranked the chakra provided to the weapons is heightened.

Aqesiro

Sword that slices through space and time, allowing its wielder to warp at will.
The first of the swords and also one that may only be used by a Minato biography or a biography with access to the flying thunder god technique. The sword is marked with the seal of the FTG on creation, the blade takes the form of a scimitar with a single edged cutting blade. Reminiscent of a pirates sword. With a large square crossguard. As with all of the Howling Phantom swords it's composed of pure chakra of S ranked and behaves as the other swords in it's strengths and weaknesses. It can also be controlled in the same way as the howling phantom swords. The blade allows the user to teleport to it once every two turns and this costs a move slot.

Secace

Storied sword that strikes with waves of resonance. Calls forth the formidable power of the Knightswords.
The second of the swords of the Armiger Arsenal. Secace takes the form of a longsword with a double edged cutting style. Reminiscent of a captains sword. With a circular crossguard. This sword is part of the elemental variants and allows the user to use the water element to resonate through the blade upon striking, it will cause water to blast through the opponent or object struck finding any orifice such as pores or porous material to penetrate the target causing heavy internal damage. As with all of the Howling Phantom swords it's composed of pure suiton chakra of S ranked and behaves as the other swords in it's strengths and weaknesses. It can also be controlled in the same way as the howling phantom swords. The ability of the blade can be used once every two turns and is considered an S ranked move.

Galatine

Gallant greatsword that cuts through thin air to find its mark. Calls forth the protective power of the Knightshield.
The third of the swords of the Armiger Arsenal. Galatine takes the form of a greatsword with a double edged cutting style. Reminiscent of a giant knights sword. With a rectangular crossguard. This sword is part of the elemental variants and allows the user to use the wind element to create a large shield in front of the blade composed of pure wind chakra that is capable of blocking against attacks. As with all of the Howling Phantom swords it's composed of pure fuuton chakra of S ranked and behaves as the other swords in it's strengths and weaknesses. It can also be controlled in the same way as the howling phantom swords. The ability of the blade can be used once every two turns and is considered an S ranked move.

Rhongomyniad

Lance that nimbly negates damage using displacement. Calls forth the preventive power of the Knightguard
The fourth of the swords of the Armiger Arsenal. Rhongomyniad takes the form of a large dragoon lance instead of a sword. The spear is three meters in length. Reminiscent of a spartans primary weapon. With a hooked end aimed to cause huge damage to an opponent. This sword is part of the elemental variants and allows the user to use the fire element to create a wave of fire aimed to consume attacks heading towards the user while pushing him 5 meters in an chosen direction. As with all of the Howling Phantom swords it's composed of pure katon chakra of S ranked and behaves as the other swords in it's strengths and weaknesses. It can also be controlled in the same way as the howling phantom swords. The ability of the blade can be used once every two turns and is considered an S ranked move.

Carnwennan

Daggers that light the darkness. Calls forth the paralyzing power of the Knightguard
The fifth of the swords of the Armiger Arsenal. Carnwennan takes the form of two large straight daggers instead of a sword. The daggers are large and double edged. Reminiscent of Roman Gladius though slightly smaller. This sword is part of the elemental variants and allows the user to use the lightning element to create a shroud of chakra to enhance the length of the daggers to roughly the size of normal swords. When this chakra clashes with an opposing technique one of two things happen, if it overpowers the technique the electricity will run through the length of the technique and travel on paralyzing the opponent, or if the techniques cancel each other the lightning shroud will explode in to a flash of blinding light capable of blinding an opponent. As with all of the Howling Phantom swords it's composed of pure raiton chakra of S ranked and behaves as the other swords in it's strengths and weaknesses. It can also be controlled in the same way as the howling phantom swords. The ability of the blade can be used once every two turns and is considered an S ranked move.

Notes:
-Once activated remains active until the battle ends with the exception of it's cool down period-
-Summoning additional swords costs a move slot, but the user can summon any of the weapons listed-
-Must be mentioned in the users biography-
-Must have activated the parent technique to use this-
-Each individual blade is capable of taking S rank damage before breaking-
-Each blades ability can only be used twice per battle in addition to the rules in the moves-
-Can only be taught by ReXii-
(Fūinjutsu: Jō Kōken) – Sealing Technique: Imperial Guardian]
Type: Defensive
Rank: A
Range: Short
Chakra Cost: 30
Damage Points: N/A
Description: This technique is composed of a sealing formula that remains active until triggered, this sealing formula bears the Kanji letter of "ガ" or in literal meaning "guard" which is located on the user's upper arm. This sealing formula erects an invisible barrier that's made around the user at all times but does not actually cost the user a move until it activates, the barrier works by detecting the chakra of a fast incoming technique and deflects it, causing it to dissipate and leave the user unharmed, the barrier's deflection ability is only triggered by a fast moving technique, basically a technique that can't be tracked by normal eye sight and requires at least a Sharingan or similar means to track, the barrier that's around the user detects the speed once the technique collides with the chakra released from the barrier that's around the user and the sealing formula glows suddenly, causing the barrier that surrounds the user to repel the incoming technique within short range of the user.
Note: Can only be trigger twice per battle.
Note: Can guard against up to an S-rank technique.
Note: The user can use it twice counting as two moves per turn and using +30 chakra with each usage to guard against a forbidden ranked technique, this can only be used once.
Note: No Fūinjutsu techniques in the same turn.
(Fuuin: Kanbatsu Jakunen Metsubou) - Sealing Technique: Law of the Logia
Type: Supplementary/Defensive
Rank: A
Range: Short
Chakra cost: N/A (-30 on activation)
Damage points: N/A
Description: The user will have a seal on their body with the Kanji for a specific element and it will lay dormant until the user is physically struck, be it by an attack, weapon or an opponent. Whenever the user is physically interacted with (e.g. punched, stabbed, shot), their body will instantly exhibit all of the properties of the chosen element. This doesn't mean their body merely has the properties of the element but rather when interacted with the targeted part(s) of the body will passively dissipate into storm energy or harden into steel (effect depends on the chosen element). If for example the user is stabbed and they turn into storm energy, the bladed weapon would merely phase through their energy-composed body and leave them unaffected. On the other side of the scale, if the user's body hardens into steel then the attack will simply do them no harm. After the attack or strike has passed through them, their body will automatically revert itself to it's normal appearance. Since this technique usually only applies to specific parts of the body, any unconverted portions of the user's body can still be moved/controlled/used as normal. While in this form, the user can only use the element they transformed into, the element's it's composed of and any combination of the aforementioned element as well as any non-elemental abilities. This technique enables the user to defend against A-Ranks and below of neutral elements (B-Ranks and below for weaknesses, S-Ranks and below for strengths). If the user is struck with an attack that will neutralize their transformation, the two cancel one another out and the user reverts to their original form unharmed. If the user is struck with an attack that overpowers their transformation, the user's body reverts to it's original form and sustains the remaining damage (after the collision of techniques). The only exception to this rule is if the two chosen elements have no sort of interaction with one another (e.g. Fire and Lightning), in which case rank differences will not matter. Regardless of how the user is hit, this can be a full body or partial transformation (depends on the user’s choice). Should they be struck by a physical attack capable of cancelling out their transformation (e.g. a sword streaming nagashi), the sword will remain inside them on reversion and they’ll be impaled by the blade.

Notes:

-Can only be taught by Detective L.
-This seal can only activate twice per battle and lasts one turn
-This technique must be stated in user's biography
-Follows elemental strengths and weaknesses
-User must possess the given element and it cannot be a CE
-Happens passively but counts as one of the user's moves per turn
(Fuuin: Akuma to no dansu) - Sealing Technique: Dance With The Devil
Type: Supplementary
Rank: A
Range: Short
Chakra cost: 30
Damage points: N/A
Description: The user will have a seal placed on their body with the Kanji for a specific element. The seal can be passively activated in battle and it’s activation will restrict the user to a certain element (as well as the one’s it’s comprised of. In exchange for limiting the user to certain element(s), the user's techniques of the remaining elements will gain one rank and in the case of S-Ranks and above they will gain +20 damage. In the case of defensive and supplementary techniques, they will become capable of defending against techniques with 20 more damage points (only applies to S-Ranks and above). This counts as a passive boost rather than an active one due to the nature of the seal. To clearly illustrate the seal’s use in battle, if the user restricted themselves to Steel Release, they would still have access to Earth, Fire and any CE combinations of the aforementioned elements (elements that use solely earth, solely fire or Earth and Fire). Alternatively, the user can create the seal in the middle of a battle but this usage can only be used once. This usage is fast enough to be used in the same time-frame as the subsequent technique. Once activated, this technique lasts until canceled.

Notes:

-Can only be taught by Detective L
-Must be stated in user’s biography and can only be activated once per battle/event
-Alternative use can only be used once per battle
(Ototon/Fuuinjutsu: Kodoku no Boumei) - Sound/Sealing Technique: Solitude of the Exile
Type: Defensive
Rank: S
Range: N/A
Chakra cost: N/A (-40 on each activation)
Damage points: N/A
Description: The user will have two seals on their body with the Kanji for "Solitude" infused with their sound chakra. The seals are located inside the ear canal (must be stated in the user's biography) and will activate automatically upon any chakra infused sound (not just the element) or technique entering the user's ear. The seal will then emit a sound wave with an amplitude opposite that of the invasive technique so that destructive interference occurs and the two cancel each other out. The seals will maintain the frequency for as long as the sound is being heard/transmitted by the opponent, allowing this jutsu to counter not only momentary techniques but those which are sustained or prolonged. This technique's use lies only in preventing chakra-infused sounds being heard and as such it's use is largely limited to countering Sound Genjutsu and similar abilities. The activation of this technique is instant (but still counts as a move) so it can intercept and cancel sound-based techniques before they're heard. As such, the user is free to perform techniques in the same time-frame (even if the seals are still actively transmitting to cancel a sustained frequency). These seals cancel chakra-infused sounds before they can affect the body by stopping them as they pass through the ear canal and so it essentially prevents illusions from taking effect. This means seals which activate upon foreign chakra entering the user's body will not be triggered. This technique can only counter one technique at a time and only one technique per use (counters up to and including S-Ranks).

Notes:

-Can only be taught by Detective L
-Usable twice per battle
-No S-Rank or above Fuuin or Sound in the user's same and next turn
-The seal itself is A-Ranked

Medical Ninjutsu: After having completed Medical School with top grades, she gained access to a variety of skills and is able to perform them, in order to keep herself out of harms way. With it, came access to both tools, and special pills, that she always keeps on her person.

(Heishi Piru) Soldier Pills
Type: Supplementary
Description and Background:Soldier pills are a more combat aimed variation of the military ration pill. Upon ingesting the pill, your chakra supply doubles, but burns at a greatly accelerated rate due to the "pressure" involved. Upon ingesting the pill, any ninjutsu you use gains +15 damage and any taijutsu gains +10 for 4 turns. Upon expiry of the effects you must use an extra 10 chakra for every technique afterwards for 5 turns due to the fatigue setting in meaning you have to force your techniques more, and thereby adding to the toll it takes on your body. These pills are a basic medicine medical ninjas use in combat and are essentially black small round pills which are swallowed and absorbed through the mucosa in the stomach, made off of various ingredients and medicinal herbs as well as stimulants
Description of Side Effects:
-Upon using a second pill in a conflict the additional chakra cost after expiry rises to +30 until healed
-Upon taking a third pill, the medical ninja will suffer cardiac arrest upon expiry of the pill.
(Hyōrōgan) Military Ration Pills
Type: Healing
Description and Background:Military Rations Pills (兵糧丸, Hyōrōgan) are special pills that replenish one's chakra and nourish the body. It is made up of powerful stimulants and nutrients, said to allow the user to keep fighting for three days and three nights without rest. Replenishes 50 percent of the user's maximum chakra supply per pill taken, along with pumping stimulants into the body to alleviate tiredness. These pills are a basic medicine medical ninjas use or distribute in combat and are essentially dark brown small round pills which are swallowed and absorbed through the mucosa in the stomach.
Description of Side Effects:
-Taking two pills in a conflict results in hyper-stimulation of the cardiovascular system. The users heart rate and blood pressure increase to the point they become painful for 6 turns after taking the pill.
-Taking 3 pills in a conflict pushes the user's cardiovascular system to breaking point, resulting in heart failure after 4 turns.
(Ketsueki no Zōka Piru) Blood Replenishing Pill
Type: Healing
Description and Background: Contains high concentrations of amino acids, iron and mitosis inducing enzymes designed to turbo boost the production of erythrocytes from haematopoetic stem cells in the human body. This pill alleviates and cancels the symptoms of blood loss after one turn. These pills are a basic medicine medical ninjas use or administer in combat and are essentially dark red small round pills which are swallowed and absorbed through the mucosa in the stomach
Description of Side Effects:
-Taking 2 pills leads to increased blood pressure, and increased likelihood of blood clots forming, specially through trauma.
-Taking 3 pills over stresses the cardiovascular system and causes aneurysm after 4 turns.

Medical Tools
メス - scalpel, sterilized
ナイフ - knife
アルコール - a bottle of 96% ethanol for disinfection
水 - a bottle of sterilized water
スポイト - syringe, sterile, for one time use only
アドレナリン - adrenaline, to be injected intravasulary, induces faster heartbeat
包帯 - bandage, sterile, 8 meters in length
血液 - a set of everything you need to draw someones blood (Sterile syringe, vacuum system and a test tube.)
温度計 - mercury thermometer, for axillary or rectal use
ベッド - a mobile bed to carry patients
バグ - bug spray, effective against all bugs, lasts for 2 turns (used in cases when your patient is having a reaction to multiple bug stings, and there are still some bugs around it, so you spray-kill them. Kills bugs up to A rank if they've been created/summoned from a jutsu like the Aburame techniques)
テント - a small tent, just enough for two people to lie in
光 - a flashlight
ガスマスク - gas mask with a bottle of oxygen that lasts 5 turns (Not 100% effective against all types of poison/gas. The purpose is to protect the user from breathing in toxic substances, keeping the lungs safe. However, if the poison gets absorbed through the pores of the skin it will still affect you).
流体 - a set to start an intravenous fluid addition line, helpful with dehydration amongst many other conditions
モルタル - mortar and pestle, chemically clean
スプーン - spoon, sterile
パテ - putty knife, metal, sterile
研究所 - a small tent. Into the walls of that house, parts of Nexus' eyes DNA have been inserted, so now it mixes Time And Relative Dimensions In Space , creating an effect of being larger on the inside then it is on the outside. Inside is an advanced ninja laboratory with everything needed to create antidotes and medicines.

Summons: Anastacia is able to summon Box Jellyfish with ease, as she as lucky enough to learn it from the Sage of Deceit herself. Therefore, she carries the Box tattoo on her left arm. During her travels, she was lucky to discover the Fox breed and now owns them, bearing a small fox tattoo on her right arm.

Hayabusa: Chunin: The middle level of a Hayabusa, where one is considered an actual shinobi. At this point in their training, Hayabusa are capable of sensing genin level Hayabusa with Taijin. As well, they’ve learned how to actively manipulate their basic Neidan applications. Chunin can actively resist any spiritual technique and damage or conceal themselves from the five basic senses once per battle for a single turn (only one application per battle).

Draconium: Being the creator of the element, Anastacia's Draconium is colored in a dark deep orange over its black interior.


T H E M E ∾ S O N G & B A C K G R O U N D ∾ M U S I C


B A T T L E S

Won: None
Lost: None

Updating:
Added:

-Yin Mastery
-CEs
-Hayabusa training
-New specialties

Morrigan v2

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B A S I C ∾ I N F O R M A T I O N

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Name Morrigan

Nickname Witch of the Wilds

Gender Female

Age Unknown

Clan Kisei​






L O O K S​

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Morrigan can be described as being slim, dark and beautiful. Her fragile build is accentuated by her good looks. Morrigan's eyes stand out, as they shine with a dark amber like color, much akin to that of a cat. Morrigan carries her hair in tied manner, with several bangs falling over her face. Her face is stern, and sophisticated, while her nose is strong and her lips, full. Morrigan's attire consists of tattered yet well placed, robes.

These not only indicate her Kisei origins, being attributed to witches, but also accentuate her style. Morrigan, while oblivious to the customs of the outside world, has grown a liking to a specific style of clothing. Usually considered revealing, Morrigan likes this style, and considers it useful in battle to have some leeway for close combat and movement. The outfit consists of a black/dark purple robe, a large necklace and different types of jewelry across her neck, as well as some Raven's feathers on the shoulder. A black brassiere can be seen beneath it, scantily covering her bosom, while she wears a black leather skirt, adorned with leather belts and other accessories. She wears black animal skin boots, and an assortment of other jewelry on her person.


P E R S O N A L I T Y

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Morrigan carries herself rather seriously, or so it may seem on the surface. Her worldview is sarcastic, and pessimistic. She jokes about many things, and has a cold exterior, letting very few get close to the real her. Despite her constant down putting comments, Morrigan does have a softer side, though rarely seen. Due to her isolation as a child, Morrigan developed an odd pattern of speaking, almost archaic in nature. She uses this to her advantage of course, being an expert in deception as well as illusions. She is hard willed, strong and a powerful force to be reckoned with. Morrigan likes adventuring alone, though does not mind company, every now and then, if they can keep up with her unique form of banter.​

V I L L A G E ∾ I N F O R M A T I O N

Village of Birth ∾
WSE Clan ∾ N/A

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R A N K & C H A K R A ∾ I N F O R M A T I O N


Ninja Rank: Jounin
Specialty: Genjutsu Casting Specialist Increased Genjutsu Defense Specialist Apex Layering Specialist Yin Hidden Rope Arts

Elements

Fire Release
Lightning Release
Water Release
Earth Release
Wind Release
Soapstone Release
Chloroform Release
Sound Release
Mahou
Mawscape Release
Liquid Nitrogen Release
Draconium Release

Ninjutsu

Ninjutsu
Genjutsu
Taijutsu
Kenjutsu
Medical Ninjutsu
Fuuinjutsu
Kaito's Taijutsu
Yin Release

Summoning

Fox Summoning and Ninjutsu
Snake Summoning and Ninjutsu

Custom Fightning Styles

The Warrior Monk's Way
Impetus of Untouchable
Way of Barries
Hidden Rope Art
Way of the Trickster

B A C K G R O U N D ∾ I N F O R M A T I O N​


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Morrigan's childhood is quite vague. She grew up in the wilds with her "mother", Flemeth. An extremely powerful Kisei, however, an apostate. A runaway Mage. Morrigan grew up having a rather odd relationship with Flemeth. Casually used as bait for capturing travelers and shinobi alike, Morrigan became independent at a young age. Morrigan utilized these opportunities to sharpen her skills, as well as her Mahou. A skilled user of Transfiguration and the Dark Arts, Morrigan normally transformed herself into a massive beast to maul those unfortunate enough to try and attack her, or into a spider, to simply scare individuals. She also utilized the Dark Arts for the purposes of torture and fun. Several years passed this way, and Flemeth taught Morrigan all she knows.

When she was old enough, Morrigan decided to leave the wilds behind, and discover the world for herself, while also learning more about "Muggles" and their way of doing things. Of course, this didn't mean that she would shy away from her sadistic tendencies.

Leaving from home, Morrigan found herself in a world unknown. Taking down a close by , Morrigan saw the fear within Muggles up close as well as uncovered something odd about her heritage. She understood that she was above them, and this only made matters worse. Venturing onward, Morrigan crossed paths with an odd individual named . Together, they went to the marketplace, showcasing Morrigan's first look into the Muggle's world and how it functions, from bartering to taking down criminals in order to stop conflict.

Together with Symmetra, Morrigan would aim to head forward and discover more of this world, and of her heritage.​

O T H E R​


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G E N J U T S U

Being master in the art of Genjutsu, and having been trained by various scholars throughout her life, Morrigan has the ability to utilize Genjutsu with the formation of a single hand seal. Morrigan has traveled far and wide, gathering and collecting Genjutsu, and she enjoys showing them off whenever she can.

Y I N

Morrigan as a Yin specialist will be able to use Genjutsu Kai without hand seals due to her natural affinity for Genjutsu. As well, because of her heightened spiritual prowess, Morrigan will be able to sense and detect Genjutsu (up to A-Rank) as well as be aware of spiritual entities around them.

D R A C O N I U M

Being the creator of the Draconium element, Morrigan is able to cause the Draconium to glow in a dark purple hue over its black interior.

M A H O U

Morrigan, like her fellow Kisei, is able to use Mahou. However, being particularly gifted at it, as well as being the Head of House Slytherin, Morrigan is able to cast spells and techniques non-verbally, using only her wand to cast them. Her wand is made of Rosewood, and Thestral Hair, allowing her to specialize in the Transfiguration and Draconium non-verbally and only with the wand. She also carries with her some Potions, and is a well known Legillimens, always reading the minds of those she comes across.

( Pōshon ) - Potions
Type: Supplementary
Rank: A - S
Range: Short
Chakra: N/A
Damage: N/A
Description: Potions are magical mixtures commonly brewed in cauldrons and used to create a number of effects on the drinker. Potions range in effects and nature and in difficulty as well. Potions are brewed from ingredients with magical properties. Potions can be used as medicine, lethal poison, or give the drinker any effect from strength enhancement to immunity to flames. Potions are not necessarily used by drinking, as some can be applied by physical contact or create an effect simply by being created. Potions have to be taken in the right dosages or used a limited amount of times to avoid otherwise disastrous effects. All potions are created prior to battle and carried in vials either on the Kisei's person, or can be summoned to them in battle via Summoning charm or Fuuinjutsu.

A rank
Hufflepuff's Elixir

An elixir of a golden, yellow color, this potions increases the user's ability to control mahou and it's power. By ingesting this, the user gains the ability to augment his spells by +20 by adding that level of chakra to each spell used, adding a green, fiery effect to each projectile/stream style spell, causing second degree burns to each spell. Due to the increased ability to control their mahou, the user is also able to use mahou up to mid range without the use of his wand, however all other requirements are still needed. This potion's effects last up to 3 turns. However, the heightened control of his mahou comes at a cost; after the effects wear off, the user will notice an inability in using high ranking spells ( S rank and higher ) for 3 turns. This potion can only be ingested 2 times in total and once every three turns.

Ravenclaw's Elixir

A blueish elixir that is ideal for stealth purposes, upon ingesting this spell, the user is able to use his mahou to perfectly conceal their form as well as their chakra and the chakra within other jutsu used by the user. This allows him to have a near perfect hidden form, not even able to be sensed outside of basic senses. What this means is, the user becomes chakraless to the opponent, unsensable by even the highest form of chakra Sensory. This extends to jutsu and spells used by the user, making them seemingly devoid of chakra. This effect lasts 4 turns and must wait 3 turns before reusing after it expires and can be used up to 2 times.

S rank

Gryffindor's Elixir

A potion that appears a red color, this elixir siphons chakra and strength from each spell, lowering it's rank and power. This siphoned energy is used as a way to augment the user's defensive abilities, allowing him to tank C ranks initially. For every spell used after this potion has been ingested, it will lose 1 rank in power (20 dmg). However, this one rank reduction will be able to be applied to the user's body, allowing him to tank one jutsu of a higher rank, starting with C ranks and increasing by 20 for each spell, eventually tanking up to 100 damage. However, this does not apply to jutsu that do not physically hit the target, such as Genjutsu. Should an attack land that does not meet the level of durability the user has, his defensive capabilities will not suffer any reduction, only if it is met with equal damage or higher. This potions effects last up to 4 turns. However, the siphoned mahou comes at a cost; after the effects wear off, the user will not be able to utilize S rank jutsu and higher nor any magic for 3 turns. This potion can only be ingested 2 times in total, and once every three turns.

Slytherin's Elixir

A purely empowering elixir, upon ingesting this green liquid, the user will notice his mahou being used to aid his physical form significantly; his physical strength raised highly, the user becomes capable of dealing higher degrees of damage (+20), as well as a speed increase. His speed increases to the equivalent to a user in 2nd gate, he becomes a physical tank, able to survive physical damage up to B rank as well as resist jutsu that physically binds and restricts his movement. However, for all his physical splendor, he sacrifices a lot in exchange; unable to use energy based attacks above S rank and only 3 fields of magic up to A rank, his defense to these likewise takes a harsh fall, each energy based jutsu dealing an additional 40 damage on the user's body. Lasting for 3 turns, after it ends the user's speed is halfed, and his physical strength halved for two turns. After ingesting, the user cannot use again for up to 3 turns and usable 2 times in all.

Note: Usable only by members of the Kisei Clan.
Note: Heads of Houses and up can have up to 4 potions at any time while other members can have at max 3 potions. These potions must be mentioned within the user's bio or mentioned at the start of an event/battle if they have yet to be placed within the bio.
Note: The user is unable to use more than one type of potion per turn.
Note: Members cannot use Potions from their Rival House, meaning Gryffindor and Slytherin cannot use each other's potions and same for Hufflepuff and Ravenclaw.
Note: After using a potion, the user must wait until effects wear off before using any other one.
Note: Specific drawbacks for each potion are listed within the jutsu.

( Legilimency ) - Legilimency
Type: Supplementary
Rank: B - A
Range: Short - Long
Chakra: 20 - 30 ( -5 per turn for B rank, -10 for A rank )
Damage: N/A
Description: An innate and somewhat passive ability, Legilimency is the act of magically navigating through the many layers of a person's mind and correctly interpreting one's findings. Legilimens ( users of Legilimency ) are able to detect if a person is lying, as well as delve into their thoughts, emotions, and memories if their target is not skilled in blocking their minds. In most cases, this is not a harmful or detrimental ability, allowing the user a way to predict and understand the opponent's movements and actions with the utmost clarity. While it is similar to reading minds, it should be noted that Legilimency is not as simple as the muggle art of mind-reading; mind-reading assumes that one is simply eavesdropping on the thoughts currently running through the head of another. Legilimency, however, requires the wizard to navigate and move through the various areas of the brain. In it's lowest levels ( B rank ), the user is able to utilize it in a way similar to "mind reading", allowing the user to 'read' the opponent's current thoughts and ones related to them at that moment. This is the basic level of Legilimency and once active, lasts until the user ends it's usage. With training and power, this ability and range increases. At A rank power the user becomes capable of actual navigating the target's mind and it's many layers. This is as harmless as the B rank variant. However, despite all of this, this ability isn't without drawback. The A-Rank version requires the target to be within mid-range while the B-Rank version works up to long-range (one landmark for normal members, two for House Heads and three for the Headmaster).

Note: Although the B rank version is a passive ability honed when the user reaches Year 6, he cannot use the A rank and higher versions without actually actively using this jutsu.
Note: A rank usage can allow one to simply navigate the mind.
Note: A rank usage can only be used once every four turns, lasting 3 turns each usage and requiring a two turn usage break in between A rank and higher usages.
Note: Must place within bio stating the user is a Legilimens.
M E D J U T S U

Having trained in the Medical Arts, Morrigan was able to utilize Medical techniques, as well heal allies and herself should she get hurt. Morrigan carries with her some Medical based pills too, which can be used at any time.

(Heishi Piru) Soldier Pills
Type: Supplementary
Description and Background:Soldier pills are a more combat aimed variation of the military ration pill. Upon ingesting the pill, your chakra supply doubles, but burns at a greatly accelerated rate due to the "pressure" involved. Upon ingesting the pill, any ninjutsu you use gains +15 damage and any taijutsu gains +10 for 4 turns. Upon expiry of the effects you must use an extra 10 chakra for every technique afterwards for 5 turns due to the fatigue setting in meaning you have to force your techniques more, and thereby adding to the toll it takes on your body. These pills are a basic medicine medical ninjas use in combat and are essentially black small round pills which are swallowed and absorbed through the mucosa in the stomach, made off of various ingredients and medicinal herbs as well as stimulants
Description of Side Effects:
-Upon using a second pill in a conflict the additional chakra cost after expiry rises to +30 until healed
-Upon taking a third pill, the medical ninja will suffer cardiac arrest upon expiry of the pill.

(Hyorogan) Military Ration Pills
Type: Healing
Description and Background:Military Rations Pills (???, Hyorogan) are special pills that replenish one's chakra and nourish the body. It is made up of powerful stimulants and nutrients, said to allow the user to keep fighting for three days and three nights without rest. Replenishes 50 percent of the user's maximum chakra supply per pill taken, along with pumping stimulants into the body to alleviate tiredness. These pills are a basic medicine medical ninjas use or distribute in combat and are essentially dark brown small round pills which are swallowed and absorbed through the mucosa in the stomach.
Description of Side Effects:
-Taking two pills in a conflict results in hyper-stimulation of the cardiovascular system. The users heart rate and blood pressure increase to the point they become painful for 6 turns after taking the pill.
-Taking 3 pills in a conflict pushes the user's cardiovascular system to breaking point, resulting in heart failure after 4 turns.

(Ketsueki no Zoka Piru) Blood Replenishing Pill
Type: Healing
Description and Background: Contains high concentrations of amino acids, iron and mitosis inducing enzymes designed to turbo boost the production of erythrocytes from haematopoetic stem cells in the human body. This pill alleviates and cancels the symptoms of blood loss after one turn. These pills are a basic medicine medical ninjas use or administer in combat and are essentially dark red small round pills which are swallowed and absorbed through the mucosa in the stomach
Description of Side Effects:
-Taking 2 pills leads to increased blood pressure, and increased likelihood of blood clots forming, specially through trauma.
-Taking 3 pills over stresses the cardiovascular system and causes aneurysm after 4 turns.
S U M M O N I N G ∾ N I N J U T S U

Having mastered Snakes at a young age, Morrigan is able to summon Snakes with ease, she carries a Snake tattoo on her left arm. On the right arm, Morrigan carries the tattoo of the Foxes, which she owns. Morrigan also has a special breed of Snakes, which replaces the normal species.

Hebi Kuchiyose: Sentaku-shu | Snake Summoning: Selective Species, Crotalinae: The Pitvipers
Type: Supplementary/Defensive
Rank: D-S
Range: N/A
Chakra Cost: 10-40 (Depends on rank of summons)
Damage Points: N/A
Description:
The Crotalinae are a selective species of snake summonings which were bred and assigned only to the greater of the snake contract signers. These species of Snake summonings specifically had evolved over time to have harder, more adaptable scales covering their body and an enhanced pit organ that naturally heightened their abilities to sense. This heightened sensing used through the pit organ seemingly was developed not only for predatory reasons but also for defensive measures against other predators. The sensing was exactly like the basics of any other snake, just taken to a higher level. Meaning they could sense minute vibrations up to a certain distance around them and even had an infrared optic map of the world before them. Typically, most snakes of the Crotalinae subfamily had natural infrared maps overlaid through their optic tectum, but with the Selective species being bred into existence it was heightened to the point of even being able to put this to use in the pitch black and in the darkest of times. The facial pit actually visualizes thermal radiation using the same optical principles as a pinhole camera, wherein the location of a source of thermal radiation/heat is determined by the location of the radiation on the membrane of the heat pit. The resolution on the infrared mapping through the heat pits has a very high resolution, which in turn allows the snakes to sense different levels of heat and cooler areas in extreme detail. Besides the sensing, their scales made for a greater form of defense, allowing them to survive harsher conditions and more damage than an average snake summoning. Not only were the scales on Crotalinae found to be more thicker and tougher than average, but they also held a passive ability to blend in with their environment by changing colors and becoming camouflaged. This coupled with their sensing made them very dangerous predators that were even able to escape other predator's perception if they didn't have some higher form of tracking or sensing.

Note: Must be posted within the bio or in the beginning of a fight.

Note: The Crotalinae Species can be summoned as generic snakes like the ones summoned in techniques such as: Summoning Technique: Giant Snakes, Summoning Technique: Three Headed Snakes, or Just the normal generic summoning technique, though instead of being normal snakes, they'd be of the Crotalinae subfamily. They won't take the place of those techniques, instead the user uses the generic summoning technique to summon Crotalinae, having to post this technique along with it but not costing an extra move.

Note: The sensing of minute vibrations and infrared mapping spans as far as an 100m radius, with larger snakes being able to sense the furthest due to their larger pit organs. Snakes under 40m in length can only sense up to 50m whole anything bigger can sense up to the maximum reach.

Note: The evolved scales allow the Crotalinae Species to take up to 20 more damage than average snake summonings of their rank. This is due to the thickness and tougher nature of the scaling covering the Crotalinae.
F U U I N J U T S U

Another skill Morrigan learned in her life time. Fuuinjutsu, mastered with ease and upon doing so, she carries several seals on his person, which are easily utilized in battle. They are as follows;

(Fuuin: Akuma to no dansu) - Sealing Technique: Dance With The Devil (Soapstone)
Type: Supplementary
Rank: A
Range: Short
Chakra cost: 30
Damage points: N/A
Description: The user will have a seal placed on their body with the Kanji for a specific element. The seal can be passively activated in battle and it’s activation will restrict the user to a certain element (as well as the one’s it’s comprised of. In exchange for limiting the user to certain element(s), the user's techniques of the remaining elements will gain one rank and in the case of S-Ranks and above they will gain +20 damage. In the case of defensive and supplementary techniques, they will become capable of defending against techniques with 20 more damage points (only applies to S-Ranks and above). This counts as a passive boost rather than an active one due to the nature of the seal. To clearly illustrate the seal’s use in battle, if the user restricted themselves to Steel Release, they would still have access to Earth, Fire and any CE combinations of the aforementioned elements (elements that use solely earth, solely fire or Earth and Fire). Alternatively, the user can create the seal in the middle of a battle but this usage can only be used once. This usage is fast enough to be used in the same time-frame as the subsequent technique. Once activated, this technique lasts until canceled.

Notes:

-Can only be taught by Detective L
-Must be stated in user’s biography and can only be activated once per battle/event
-Alternative use can only be used once per battle

(Fuinjutsu: Jo Koken) – Sealing Technique: Imperial Guardian]
Type: Defensive
Rank: A
Range: Short
Chakra Cost: 30
Damage Points: N/A
Description: This technique is composed of a sealing formula that remains active until triggered, this sealing formula bears the Kanji letter of "?" or in literal meaning "guard" which is located on the user's upper arm. This sealing formula erects an invisible barrier that's made around the user at all times but does not actually cost the user a move until it activates, the barrier works by detecting the chakra of a fast incoming technique and deflects it, causing it to dissipate and leave the user unharmed, the barrier's deflection ability is only triggered by a fast moving technique, basically a technique that can't be tracked by normal eye sight and requires at least a Sharingan or similar means to track, the barrier that's around the user detects the speed once the technique collides with the chakra released from the barrier that's around the user and the sealing formula glows suddenly, causing the barrier that surrounds the user to repel the incoming technique within short range of the user.
Note: Can only be trigger twice per battle.
Note: Can guard against up to an S-rank technique.
Note: The user can use it twice counting as two moves per turn and using +30 chakra with each usage to guard against a forbidden ranked technique, this can only be used once.
Note: No Fuinjutsu techniques in the same turn.

(Fuuin: Kanbatsu Jakunen Metsubou) - Sealing Technique: Law of the Logia (Liquid Nitrogen)
Type: Supplementary/Defensive
Rank: A
Range: Short
Chakra cost: N/A (-30 on activation)
Damage points: N/A
Description: The user will have a seal on their body with the Kanji for a specific element and it will lay dormant until the user is physically struck, be it by an attack, weapon or an opponent. Whenever the user is physically interacted with (e.g. punched, stabbed, shot), their body will instantly exhibit all of the properties of the chosen element. This doesn't mean their body merely has the properties of the element but rather when interacted with the targeted part(s) of the body will passively dissipate into storm energy or harden into steel (effect depends on the chosen element). If for example the user is stabbed and they turn into storm energy, the bladed weapon would merely phase through their energy-composed body and leave them unaffected. On the other side of the scale, if the user's body hardens into steel then the attack will simply do them no harm. After the attack or strike has passed through them, their body will automatically revert itself to it's normal appearance. Since this technique usually only applies to specific parts of the body, any unconverted portions of the user's body can still be moved/controlled/used as normal. While in this form, the user can only use the element they transformed into, the element's it's composed of and any combination of the aforementioned element as well as any non-elemental abilities. This technique enables the user to defend against A-Ranks and below of neutral elements (B-Ranks and below for weaknesses, S-Ranks and below for strengths). If the user is struck with an attack that will neutralize their transformation, the two cancel one another out and the user reverts to their original form unharmed. If the user is struck with an attack that overpowers their transformation, the user's body reverts to it's original form and sustains the remaining damage (after the collision of techniques). The only exception to this rule is if the two chosen elements have no sort of interaction with one another (e.g. Fire and Lightning), in which case rank differences will not matter. Regardless of how the user is hit, this can be a full body or partial transformation (depends on the user’s choice). Should they be struck by a physical attack capable of cancelling out their transformation (e.g. a sword streaming nagashi), the sword will remain inside them on reversion and they’ll be impaled by the blade.

Notes:

-Can only be taught by Detective L.
-This seal can only activate twice per battle and lasts one turn
-This technique must be stated in user's biography
-Follows elemental strengths and weaknesses
-User must possess the given element and it cannot be a CE
-Happens passively but counts as one of the user's moves per turn

(Ototon/Fuuinjutsu: Kodoku no Boumei) - Sound/Sealing Technique: Solitude of the Exile
Type: Defensive
Rank: S
Range: N/A
Chakra cost: N/A (-40 on each activation)
Damage points: N/A
Description: The user will have two seals on their body with the Kanji for "Solitude" infused with their sound chakra. The seals are located inside the ear canal (must be stated in the user's biography) and will activate automatically upon any chakra infused sound (not just the element) or technique entering the user's ear. The seal will then emit a sound wave with an amplitude opposite that of the invasive technique so that destructive interference occurs and the two cancel each other out. The seals will maintain the frequency for as long as the sound is being heard/transmitted by the opponent, allowing this jutsu to counter not only momentary techniques but those which are sustained or prolonged. This technique's use lies only in preventing chakra-infused sounds being heard and as such it's use is largely limited to countering Sound Genjutsu and similar abilities. The activation of this technique is instant (but still counts as a move) so it can intercept and cancel sound-based techniques before they're heard. As such, the user is free to perform techniques in the same time-frame (even if the seals are still actively transmitting to cancel a sustained frequency). These seals cancel chakra-infused sounds before they can affect the body by stopping them as they pass through the ear canal and so it essentially prevents illusions from taking effect. This means seals which activate upon foreign chakra entering the user's body will not be triggered. This technique can only counter one technique at a time and only one technique per use (counters up to and including S-Ranks).

Notes:

-Can only be taught by Detective L
-Usable twice per battle
-No S-Rank or above Fuuin or Sound in the user's same and next turn
-The seal itself is A-Ranked

(Fuuin: Bachi no Fukyuu) - Sealing Technique: Bane of the Immortal
Type: Defensive/Supplementary
Rank: A
Range: Short
Chakra: 30 (-10 chakra per turn)
Damage: N/A
Description: The user will have a seal on their body with the Kanji for "Eternal". The seal lies dormant and is passively activated whenever the opponent tries to seal or drain the user's chakra and/or abilities. The seal will instantly release an intangible barrier that surrounds the user's body like an armour. Any abilities which act externally such as the canon techniques Multiple Infinite Embraces or Living Barrier will be unable to affect anything inside the barrier, namely the user's body. Seals which act internally will first have their chakra be absorbed by the barrier (happens instantly and so before they can come into effect) and once erected, the barrier will prevent any further insertion of chakra while active. The seal is self-sustaining and will involuntary leech chakra from the user's body. This is for the express purpose of maintaining this technique even when the user can't use or mold chakra. This is possible as the chakra still exists within the user as it is equivalent of their very life-force. This can counter S-Rank and below sealing techniques. This cannot be activated manually and will only ever activate under the aforementioned conditions. It lasts for four turns or until the ability attempting to seal or drain the user's chakra or abilities is no longer active, whichever is longer.

Note: Can only activate a maximum of thrice per battle

Fuuin: Bachi no Kindachi) - Sealing Technique: Damocles, The Curse of Kings
Type: Defensive/Supplementary
Rank: S
Range: Short - Long
Chakra: 40 (80 chakra for double usage)
Damage: N/A
Description: The user will have four seals on their body (must be stated in the biography) with the Kanji for “Curse” that can be passively activated (instant but still counts as a move) whenever the opponent uses a technique. The seal will will release an intangible barrier that expands outwards in all directions. The barrier instantly reaches long-range in every direction and serves to absorb chakra from the given technique in order to weaken it by a quarter . The amount of chakra absorbed is proportional to the power of the technique but one thing that remains the same is that the remaining technique will fall to three-quarters it's original power i.e. a 120 damage technique would fall to 90 damage (Forbidden Rank). The barrier is destroyed soon after coming into contact with the technique if it exceeds a traditional S-Rank in power but not before it leeches a quarter of it’s chakra in order to weaken it by the same degree. The user can instead activate two barriers rather than one to reduce the targeted technique to half it’s original power rather than a quarter. This will count as two of the user’s three moves per turn. This means this technique does not counter other jutsu in itself but rather aids the user in countering more powerful techniques by weakening them. Due to the barrier’s intangibility, it will can work on solid techniques as well as liquids, gases and energy-based techniques. It will also only shatter against non-physical techniques due to their ability to clash with the intangible barrier. The reason this seal needs to be passively activated (still counts as a move) is so the user can use a technique in the same-timeframe to counter the opponent's weakened jutsu. This technique can be used thrice per battle, be it three usages of the single version, three usages of the double version or any variation/combination of the two.

Note: Can only be used three times per battle
Note: No Fuuinjutsu techniques can be used in the user's same and next turn (when single version is used)
Note: No Fuuinjutsu techniques can be used in the user's same and next two turns (when double version is used)


T H E M E ∾ S O N G ∾ & B A C K G R O U N D ∾ M U S I C


B A T T L E S


Won: N/A
Lost: N/A​

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Sasuke EMS biography

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B A S I C I N F O R M A T I O N

Name: Sasuke Uchiha
Nickname: The Avenger
Gender: Male
Age: 17
Clan: Uchiha


L O O K S

Sasuke is a fair-skinned ninja who has onyx eyes and black chin-length hair. His hair is spiky in the back with bangs that lengthen as the story progresses. As a young child, his bangs hung above his eyes. Later, they would hang on both sides of his face to roughly frame his cheeks and later again return to their original style. Sasuke is considered quite handsome as most girls near his age become very infatuated with him. At the beginning of Part I, Sasuke's clothing consisted of the traditional Uchiha clothing: a blue, short-sleeved shirt with a high collar and the Uchiha crest on the back and white arm warmers, which he stopped wearing after the Chūnin Exams, along with white shorts. In the last stage of the Chūnin Exams, he wore a black, one-pieced version of this outfit with many small arm-belts adorning his left arm and similar bands around both legs. As the story progressed, the Uchiha symbol became smaller and smaller until after he defeats his brother. Initially, Sasuke wore a short blue-clothed forehead protector with the Konoha symbol on the metallic plate. After suffering a second defeat from Itachi, Sasuke stopped wearing it for some time. He put it back on during the latter half of his battle with Naruto at the Valley of the End, only to let it drop off at the end. Since then, Sasuke hasn't worn a forehead protector.

In Part II, Sasuke has grown noticeably taller over the two and a half years and more muscular. He was first shown wearing a white long-sleeved shirt, similar in appearance to the lavender long-sleeved shirt worn by Kimimaro and which was open at the torso, with a smaller version of the Uchiha crest on his collar. He wore dark blue pants with a blue cloth hanging from halfway up his stomach to his knees. He also wore black arm-guards that covered his forearms and stretched up to reach his upper biceps. He also wore a purple rope belt around his waist, tied in a bow, in which he carries his sword. After battling Deidara, he switched to a sleeveless dark grey shirt. His arm-guards were also removed, and he started wearing bandages on his wrists, under which he wore special armbands with seals where he stores various shuriken. He also wore a black cloak with this.

During his early childhood, Sasuke wore a simple long-sleeved black shirt with a raised collar and the Uchiha crest on the back, and black shorts (white in the anime). When Sasuke joined Itachi on his mission to capture the wild boar, Sasuke was wearing the ANBU uniform.

P E R S O N A L I T Y

When he was a child, Sasuke was very kind, loving towards his parents and older brother and respectful to his fellow clansmen as well as his teachers. He was even very proud of being Itachi's brother and Fugaku's son — famous for being devoted protectors of Konoha, and he desired to emulate them. His original dream was to join the Konoha Military Police Force when he grew up, like his father and as such greatly sought his father's approval and acknowledgement of his abilities. After Itachi massacred the clan, Sasuke's ideals and personality changed drastically and he became cold, indifferent, cruel, cynical, somewhat arrogant, unreasonable and devoted the next nine years of his life to kill Itachi.

When first introduced to Team Kakashi, Sasuke displayed great indifference to his team-mates as well as others. Feeling superior to all of them, including his teacher, Sasuke was unwilling to cooperate with any of his team-mates, as he felt they would provide him no aid in furthering his ambition to kill his brother; this attitude affected his grades in the Academy after losing his clan, he had the lowest score in cooperation and second lowest in assertiveness. However over time, as he interacted more with his team mates on a day-to-day basis, he began to see them as somewhat of a family and Sasuke started to lose some of his hatred, caring more about his team than his revenge. Sasuke even admitted to Naruto that he almost thought that he must forget about his revenge and instead focus on Team 7. However, Orochimaru branded Sasuke with the Cursed Seal of Heaven during the Chūnin Exams to help push him back into his desire for vengeance and to give him a taste of power. Although Kakashi Hatake sealed away the cursed seal, and taught him the Chidori in the hopes of deviating him from the path of revenge, Sasuke began to draw more power from the seal in the hopes of getting stronger. This caused his previous ambition to be renewed while causing him to disregard camaraderie once again.

According to Kakashi, Sasuke has both a superiority and an inferiority complex, as he is unwilling to acknowledge when someone is stronger than him, but obsesses when he believes that they are. For example, he was complacent with his rivalry with Naruto when he believed he was the stronger of the two, but upon noticing Naruto's fast growth, showcased in his victory over Sunagakure's jinchūriki, Gaara, who had previously beaten Sasuke, and his own quick defeat by Itachi on his return to Konoha, all culminated in his defection to Otogakure to seek power from Orochimaru.

In Part II, Sasuke became increasingly confident in his newfound abilities. Constantly, he remained composed and unconcerned with the situation at hand. Even when pressured by enemies like Orochimaru or Deidara, he showed no emotional build up; ironically, acting much like his older brother and only getting worked up when it involved Itachi. Despite getting stronger, Sasuke seemed unwilling to needlessly kill in his quest for revenge displaying that he still had some morals left. Sasuke, however, retained his habit of underestimating his opponents, shown in his overconfidence in his battles. Although, Sasuke is not above admitting his mistakes on such things, as shown after his battles with Deidara where he acknowledged that the former was stronger than he thought.

Sasuke has displayed an overbearing sense of pride in his clan's name and a great sense of loyalty to it and kept wearing his clan's crest on his back proudly while refusing to wear any other symbols such as a forehead protector. Despite claiming earlier that he did not care if he had to sacrifice his own body to Orochimaru as long as it served his quest for revenge, when Sasuke felt he had grown stronger than Orochimaru he thought that to give himself up to someone weaker than himself was insulting to the Uchiha. However, despite his disrespect of Orochimaru as a person, Sasuke does have great respect for his power, going so far as to reprimand Suigetsu when he felt the latter was underestimating Orochimaru's capabilities. He also views anyone outside of the clan wielding its dōjutsu as an insult, as the eye is representative of the Uchiha clan's powers. According to Tobi, Sasuke alone is shouldering the entire hatred of the Uchiha clan — an ideal which has been passed down for generations within the clan.

V I L L A G E I N F O R M A T I O N

Village of Birth: Land of Fire
Village of Alliance: N/A

R A N K & C H A K R A I N F O R M A T I O N

Ninja Rank: Jounin
Specialty: Single Handseal Specialist (Lightning) Increased Elemental Specialist (Fire) Apex Summoning Specialist Yin Hidden Rope Arts

E L E M E N T S:

Earth Release
Wind Release
Water Release
Lightning Release
Fire Release
Soapstone Release
Mawscape Release
Chloroform Release
Liquid Nitrogen Release
Draconium Release
Blaze Release

S K I L L S:

Taijutsu
Genjutsu
Ninjutsu
Kenjutsu
NB Taijutsu
Fuuinjutsu
Yin Release
Eternal Mangekyō Sharingan
Sharingan Genjutsu

S U M M O N S:

Snakes & Arts
Hawks & Arts

C F S:

The Warrior Monk's Way
Way of Barries
Hidden Rope Art
Infinite Sword Style
Reaper Art of Dracova

B A C K G R O U N D I N F O R M A T I O N

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Sasuke Uchiha (うちはサスケ, Uchiha Sasuke) is one of the last surviving members of Konohagakure's Uchiha clan. He became a shinobi so he could someday grow strong enough to exact revenge against his older brother, Itachi, who had slaughtered their entire clan. Initially a member of Konoha's Team 7, Sasuke defected from the village to obtain power from Orochimaru, and later also joined Akatsuki, becoming an international criminal in the process. He later proves instrumental in ending the Fourth Shinobi World War, redeeming himself and his family name. Since early childhood, Sasuke is hailed as a prodigy even amongst the Uchiha clan, being well-versed in their techniques and graduating top of his class in the Academy

O T H E R

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▸Single Handseal Specialist (Lightning): Sasuke is able to perform all Lightning techniques with a single hand seal.

▸Increased Elemental Specialist (Fire): Sasuke performs Fire techniques with fasters seals and halved seals, if more than 3.

▸Apex Summoning Specialist: Thanks to this, Sasuke is able to summon both animals from the contracts he holds. This includes Snakes and Hawks. Sasuke carries summoning tattoos on his arms, of each animal respectively.

▸Yin Release: Sasuke as a Yin specialist will be able to use Genjutsu Kai without hand seals due to his natural affinity for Genjutsu. As well, because of his heightened spiritual prowess, Sasuke will be able to sense and detect Genjutsu (up to A-Rank) as well as be aware of spiritual entities around him.

▸Draconium Release: Sasuke being the creator of the element, causes the energy to be dark black much like his Amaterasu and Blaze abilities.

▸Hidden Rope Arts: Beneath his clothing, Sasuke carries a large amount of chains that are constantly fed his chakra. This allows him to passively manipulate them. Due to their placement and his mastery over it, Sasuke imbued the ropes with kunai as well, allowing him to bring forth both the chains and kunai passively.

▸Eternal Mangekyō Sharingan : Eternal Mangekyo Sharingan literally meaning "Eternal Kaleidoscope Copy Wheel Eye", is the highest known form of Sharingan, said to be feared as the strongest doujutsu. The appearance of the pupil drastically changes, differing from the users original shape. When active the, Sasuke can track speeds even further beyond that of the MS. The timing of his counters, the chaining speed of multiple techniques and the ability to see through the enemy's moves greatly increase even beyond the levels of MS. Not only that but Sasuke gains the ability to see through visual genjutsu S rank and below. The link to Genjutsu is further increased as he gains the ability to cast any and every genjutsu without the need for Handseals as long as he has a clear line of sight to the target. Also, the Eternal Mangekyo Sharingan gives Sasuke access to the same powerful and forbidden techniques available to the user through his MS and even some additional ones. Like all EMS users, Sasuke will however,not suffer any damage or decrease drawbacks in his EMS activation time limit through the use of MS based techniques.

▸Special Seals, Medicine and Summons:Sasuke owns a special breed of snakes, which he is able to summon instead of the normal ones. Sasuke carries on him, a myriad of seals. He carries a seal to weaken other techniques, a seal that allows him to transform into Lightning when struck, a seal that resists draining techniques of any sort, a seal that enhances his abilities (soapstone), a seal that for defense and lastly, a seal that enhances his Fuuinjutsu abilities. Sasuke also carries on him, several pills and medical tools.

Fuuinjutsu Seals
(Fuuin: Bachi no Kindachi) - Sealing Technique: Damocles, The Curse of Kings
Type: Defensive/Supplementary
Rank: S
Range: Short - Long
Chakra: 40 (80 chakra for double usage)
Damage: N/A
Description: The user will have four seals on their body (must be stated in the biography) with the Kanji for “Curse” that can be passively activated (instant but still counts as a move) whenever the opponent uses a technique. The seal will will release an intangible barrier that expands outwards in all directions. The barrier instantly reaches long-range in every direction and serves to absorb chakra from the given technique in order to weaken it by a quarter . The amount of chakra absorbed is proportional to the power of the technique but one thing that remains the same is that the remaining technique will fall to three-quarters it's original power i.e. a 120 damage technique would fall to 90 damage (Forbidden Rank). The barrier is destroyed soon after coming into contact with the technique if it exceeds a traditional S-Rank in power but not before it leeches a quarter of it’s chakra in order to weaken it by the same degree. The user can instead activate two barriers rather than one to reduce the targeted technique to half it’s original power rather than a quarter. This will count as two of the user’s three moves per turn. This means this technique does not counter other jutsu in itself but rather aids the user in countering more powerful techniques by weakening them. Due to the barrier’s intangibility, it will can work on solid techniques as well as liquids, gases and energy-based techniques. It will also only shatter against non-physical techniques due to their ability to clash with the intangible barrier. The reason this seal needs to be passively activated (still counts as a move) is so the user can use a technique in the same-timeframe to counter the opponent's weakened jutsu. This technique can be used thrice per battle, be it three usages of the single version, three usages of the double version or any variation/combination of the two.

Note: Can only be used three times per battle
Note: No Fuuinjutsu techniques can be used in the user's same and next turn (when single version is used)
Note: No Fuuinjutsu techniques can be used in the user's same and next two turns (when double version is used)

(Fuuin: Kanbatsu Jakunen Metsubou) - Sealing Technique: Law of the Logia
Type: Supplementary/Defensive
Rank: A
Range: Short
Chakra cost: N/A (-30 on activation)
Damage points: N/A
Description: The user will have a seal on their body with the Kanji for a specific element and it will lay dormant until the user is physically struck, be it by an attack, weapon or an opponent. Whenever the user is physically interacted with (e.g. punched, stabbed, shot), their body will instantly exhibit all of the properties of the chosen element. This doesn't mean their body merely has the properties of the element but rather when interacted with the targeted part(s) of the body will passively dissipate into storm energy or harden into steel (effect depends on the chosen element). If for example the user is stabbed and they turn into storm energy, the bladed weapon would merely phase through their energy-composed body and leave them unaffected. On the other side of the scale, if the user's body hardens into steel then the attack will simply do them no harm. After the attack or strike has passed through them, their body will automatically revert itself to it's normal appearance. Since this technique usually only applies to specific parts of the body, any unconverted portions of the user's body can still be moved/controlled/used as normal. While in this form, the user can only use the element they transformed into, the element's it's composed of and any combination of the aforementioned element as well as any non-elemental abilities. This technique enables the user to defend against A-Ranks and below of neutral elements (B-Ranks and below for weaknesses, S-Ranks and below for strengths). If the user is struck with an attack that will neutralize their transformation, the two cancel one another out and the user reverts to their original form unharmed. If the user is struck with an attack that overpowers their transformation, the user's body reverts to it's original form and sustains the remaining damage (after the collision of techniques). The only exception to this rule is if the two chosen elements have no sort of interaction with one another (e.g. Fire and Lightning), in which case rank differences will not matter. Regardless of how the user is hit, this can be a full body or partial transformation (depends on the user’s choice). Should they be struck by a physical attack capable of cancelling out their transformation (e.g. a sword streaming nagashi), the sword will remain inside them on reversion and they’ll be impaled by the blade.

Notes:

-Can only be taught by Detective L.
-This seal can only activate twice per battle and lasts one turn
-This technique must be stated in user's biography
-Follows elemental strengths and weaknesses
-User must possess the given element and it cannot be a CE
-Happens passively but counts as one of the user's moves per turn

(Fuuin: Bachi no Fukyuu) - Sealing Technique: Bane of the Immortal
Type: Defensive/Supplementary
Rank: A
Range: Short
Chakra: 30 (-10 chakra per turn)
Damage: N/A
Description: The user will have a seal on their body with the Kanji for "Eternal". The seal lies dormant and is passively activated whenever the opponent tries to seal or drain the user's chakra and/or abilities. The seal will instantly release an intangible barrier that surrounds the user's body like an armour. Any abilities which act externally such as the canon techniques Multiple Infinite Embraces or Living Barrier will be unable to affect anything inside the barrier, namely the user's body. Seals which act internally will first have their chakra be absorbed by the barrier (happens instantly and so before they can come into effect) and once erected, the barrier will prevent any further insertion of chakra while active. The seal is self-sustaining and will involuntary leech chakra from the user's body. This is for the express purpose of maintaining this technique even when the user can't use or mold chakra. This is possible as the chakra still exists within the user as it is equivalent of their very life-force. This can counter S-Rank and below sealing techniques. This cannot be activated manually and will only ever activate under the aforementioned conditions. It lasts for four turns or until the ability attempting to seal or drain the user's chakra or abilities is no longer active, whichever is longer.

Note: Can only activate a maximum of thrice per battle

(Fuuin: Akuma to no dansu) - Sealing Technique: Dance With The Devil
Type: Supplementary
Rank: A
Range: Short
Chakra cost: 30
Damage points: N/A
Description: The user will have a seal placed on their body with the Kanji for a specific element. The seal can be passively activated in battle and it’s activation will restrict the user to a certain element (as well as the one’s it’s comprised of. In exchange for limiting the user to certain element(s), the user's techniques of the remaining elements will gain one rank and in the case of S-Ranks and above they will gain +20 damage. In the case of defensive and supplementary techniques, they will become capable of defending against techniques with 20 more damage points (only applies to S-Ranks and above). This counts as a passive boost rather than an active one due to the nature of the seal. To clearly illustrate the seal’s use in battle, if the user restricted themselves to Steel Release, they would still have access to Earth, Fire and any CE combinations of the aforementioned elements (elements that use solely earth, solely fire or Earth and Fire). Alternatively, the user can create the seal in the middle of a battle but this usage can only be used once. This usage is fast enough to be used in the same time-frame as the subsequent technique. Once activated, this technique lasts until canceled.

Notes:

-Can only be taught by Detective L
-Must be stated in user’s biography and can only be activated once per battle/event
-Alternative use can only be used once per battle

(Fūinjutsu: Jō Kōken) – Sealing Technique: Imperial Guardian]
Type: Defensive
Rank: A
Range: Short
Chakra Cost: 30
Damage Points: N/A
Description: This technique is composed of a sealing formula that remains active until triggered, this sealing formula bears the Kanji letter of "ガ" or in literal meaning "guard" which is located on the user's upper arm. This sealing formula erects an invisible barrier that's made around the user at all times but does not actually cost the user a move until it activates, the barrier works by detecting the chakra of a fast incoming technique and deflects it, causing it to dissipate and leave the user unharmed, the barrier's deflection ability is only triggered by a fast moving technique, basically a technique that can't be tracked by normal eye sight and requires at least a Sharingan or similar means to track, the barrier that's around the user detects the speed once the technique collides with the chakra released from the barrier that's around the user and the sealing formula glows suddenly, causing the barrier that surrounds the user to repel the incoming technique within short range of the user.
Note: Can only be trigger twice per battle.
Note: Can guard against up to an S-rank technique.
Note: The user can use it twice counting as two moves per turn and using +30 chakra with each usage to guard against a forbidden ranked technique, this can only be used once.
Note: No Fūinjutsu techniques in the same turn.

Fuuinjutsu: Yomigaeri no Mikoyose) - Sealing Arts: Resurrection of Sorcery
Type: Supplementary
Rank: A
Range: Short
Chakra: 30 (-10 to the main two affinities of the user)
Damage:N/A (-10 to the main two affinities of the user)
Description: This seal must be either stated in the user's bio or placed on him before battle. This seal is linked to the users two strongest elemental abilities and only seeks to make them weaker in order to increase the power of the users Sealing Arts. When passively activated it will drain the user's two main elemental affinities of 10 points of chakra and damage automatically every time they're used, storing it within itself, and making the users techniques using those affinities weaker until its deactivated. It's true purpose will be triggered whenever the user utilizes the art of Fuuinjutsu, it will convert and release this stored power into any Fuuinjutsu technique whenever it is used, filling the technique with the energy it took from the user's elemental prowess. This results in every Fuuinjutsu technique the user uses gaining +1 Rank (if they’re A-Rank or below). On the other side, the main two elemental affinities of the user will automatically lose 10 damage and chakra each when they are used. Elements which are a combination of both of the weakened elements will also be weakened in the same way. This lasts until deactivated.

-Can only be used or activated once per battle
-Can't be used on bios without two elemental specialties
-Can’t be used on S-Rank and above Fuuin
-Can’t be used on Multiple Infinite Embraces

Medical Tools and Pills:
(Heishi Piru) Soldier Pills
Type: Supplementary
Description and Background:Soldier pills are a more combat aimed variation of the military ration pill. Upon ingesting the pill, your chakra supply doubles, but burns at a greatly accelerated rate due to the "pressure" involved. Upon ingesting the pill, any ninjutsu you use gains +15 damage and any taijutsu gains +10 for 4 turns. Upon expiry of the effects you must use an extra 10 chakra for every technique afterwards for 5 turns due to the fatigue setting in meaning you have to force your techniques more, and thereby adding to the toll it takes on your body. These pills are a basic medicine medical ninjas use in combat and are essentially black small round pills which are swallowed and absorbed through the mucosa in the stomach, made off of various ingredients and medicinal herbs as well as stimulants
Description of Side Effects:
-Upon using a second pill in a conflict the additional chakra cost after expiry rises to +30 until healed
-Upon taking a third pill, the medical ninja will suffer cardiac arrest upon expiry of the pill.
(Hyōrōgan) Military Ration Pills
Type: Healing
Description and Background:Military Rations Pills (兵糧丸, Hyōrōgan) are special pills that replenish one's chakra and nourish the body. It is made up of powerful stimulants and nutrients, said to allow the user to keep fighting for three days and three nights without rest. Replenishes 50 percent of the user's maximum chakra supply per pill taken, along with pumping stimulants into the body to alleviate tiredness. These pills are a basic medicine medical ninjas use or distribute in combat and are essentially dark brown small round pills which are swallowed and absorbed through the mucosa in the stomach.
Description of Side Effects:
-Taking two pills in a conflict results in hyper-stimulation of the cardiovascular system. The users heart rate and blood pressure increase to the point they become painful for 6 turns after taking the pill.
-Taking 3 pills in a conflict pushes the user's cardiovascular system to breaking point, resulting in heart failure after 4 turns.
(Ketsueki no Zōka Piru) Blood Replenishing Pill
Type: Healing
Description and Background: Contains high concentrations of amino acids, iron and mitosis inducing enzymes designed to turbo boost the production of erythrocytes from haematopoetic stem cells in the human body. This pill alleviates and cancels the symptoms of blood loss after one turn. These pills are a basic medicine medical ninjas use or administer in combat and are essentially dark red small round pills which are swallowed and absorbed through the mucosa in the stomach
Description of Side Effects:
-Taking 2 pills leads to increased blood pressure, and increased likelihood of blood clots forming, specially through trauma.
-Taking 3 pills over stresses the cardiovascular system and causes aneurysm after 4 turns.

Medical Tools
メス - scalpel, sterilized
ナイフ - knife
アルコール - a bottle of 96% ethanol for disinfection
水 - a bottle of sterilized water
スポイト - syringe, sterile, for one time use only
アドレナリン - adrenaline, to be injected intravasulary, induces faster heartbeat
包帯 - bandage, sterile, 8 meters in length
血液 - a set of everything you need to draw someones blood (Sterile syringe, vacuum system and a test tube.)
温度計 - mercury thermometer, for axillary or rectal use
ベッド - a mobile bed to carry patients
バグ - bug spray, effective against all bugs, lasts for 2 turns (used in cases when your patient is having a reaction to multiple bug stings, and there are still some bugs around it, so you spray-kill them. Kills bugs up to A rank if they've been created/summoned from a jutsu like the Aburame techniques)
テント - a small tent, just enough for two people to lie in
光 - a flashlight
ガスマスク - gas mask with a bottle of oxygen that lasts 5 turns (Not 100% effective against all types of poison/gas. The purpose is to protect the user from breathing in toxic substances, keeping the lungs safe. However, if the poison gets absorbed through the pores of the skin it will still affect you).
流体 - a set to start an intravenous fluid addition line, helpful with dehydration amongst many other conditions
モルタル - mortar and pestle, chemically clean
スプーン - spoon, sterile
パテ - putty knife, metal, sterile
研究所 - a small tent. Into the walls of that house, parts of Nexus' eyes DNA have been inserted, so now it mixes Time And Relative Dimensions In Space , creating an effect of being larger on the inside then it is on the outside. Inside is an advanced ninja laboratory with everything needed to create antidotes and medicines.

Summonings:
Hebi Kuchiyose: Sentaku-shu | Snake Summoning: Selective Species, Crotalinae: The Pitvipers
Type: Supplementary/Defensive
Rank: D-S
Range: N/A
Chakra Cost: 10-40 (Depends on rank of summons)
Damage Points: N/A
Description:
The Crotalinae are a selective species of snake summonings which were bred and assigned only to the greater of the snake contract signers. These species of Snake summonings specifically had evolved over time to have harder, more adaptable scales covering their body and an enhanced pit organ that naturally heightened their abilities to sense. This heightened sensing used through the pit organ seemingly was developed not only for predatory reasons but also for defensive measures against other predators. The sensing was exactly like the basics of any other snake, just taken to a higher level. Meaning they could sense minute vibrations up to a certain distance around them and even had an infrared optic map of the world before them. Typically, most snakes of the Crotalinae subfamily had natural infrared maps overlaid through their optic tectum, but with the Selective species being bred into existence it was heightened to the point of even being able to put this to use in the pitch black and in the darkest of times. The facial pit actually visualizes thermal radiation using the same optical principles as a pinhole camera, wherein the location of a source of thermal radiation/heat is determined by the location of the radiation on the membrane of the heat pit. The resolution on the infrared mapping through the heat pits has a very high resolution, which in turn allows the snakes to sense different levels of heat and cooler areas in extreme detail. Besides the sensing, their scales made for a greater form of defense, allowing them to survive harsher conditions and more damage than an average snake summoning. Not only were the scales on Crotalinae found to be more thicker and tougher than average, but they also held a passive ability to blend in with their environment by changing colors and becoming camouflaged. This coupled with their sensing made them very dangerous predators that were even able to escape other predator's perception if they didn't have some higher form of tracking or sensing.


Note: Must be posted within the bio or in the beginning of a fight.

Note: The Crotalinae Species can be summoned as generic snakes like the ones summoned in techniques such as: Summoning Technique: Giant Snakes, Summoning Technique: Three Headed Snakes, or Just the normal generic summoning technique, though instead of being normal snakes, they'd be of the Crotalinae subfamily. They won't take the place of those techniques, instead the user uses the generic summoning technique to summon Crotalinae, having to post this technique along with it but not costing an extra move.

Note: The sensing of minute vibrations and infrared mapping spans as far as an 100m radius, with larger snakes being able to sense the furthest due to their larger pit organs. Snakes under 40m in length can only sense up to 50m whole anything bigger can sense up to the maximum reach.

Note: The evolved scales allow the Crotalinae Species to take up to 20 more damage than average snake summonings of their rank. This is due to the thickness and tougher nature of the scaling covering the Crotalinae.


T H E M E S O N G


B A T T L E S

Won: None
Lost: None

Updating:
Added:

-CEs
-EMS ( )
-New Specialties

Kuvira Biography

"I always get what I want."

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Basic Information | 基本情報
Name: Kuvira
Nickname: The Great Uniter
Gender: Female
Age: 20
Clan: Steel​

Looks | 見える

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Kuvira is a slim, tall woman standing at 5'9, 6'0 in heels, with long braided brown hair. She wears a green body suit with a steel bands wrapped around her biceps that are in a row of three. These steel bands are also present on her legs and shoulder.

Kuvira has deep brown eyes which give a piercing stare and a chiseled face, with defined cheek bones and jawline. Underneath her garments she has various tattoos some purely cosmetic and others tied to her summoning contract, Sharks.​

Personality | 個人性

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Kuvira is driven by a fierce desire to protect the citizens of the Land of Earth and persistent on achieving national unity through the use of military force. Her willingness to usher in an age of solidarity and collective well-being stems from Suyin Beifong's progressive ideology, to which she was exposed to from early childhood. Her parents' abandonment of her at a young age left her unwilling to standby as the Land of Earth fell into chaos, needing a guardian and guide.

During her time in Zaofu, Kuvira was generally a caring person with a warm disposition, loyal and obedient to authority, following orders from her former superiors with no protest. However, during her campaign to restore order, her demeanor changed to one of self-righteousness and she demonstrates a capacity to be aggressive to those who defy her or criticize her motives. Kuvira is persuasive and capable of convincing state leaders into pledging their allegiance to her, but is also proficient in the use of intimidation if individuals refuse to comply with her requests.

Her relentlessness in reuniting the Land of Earth has become a goal that justifies all the means that she deems necessary to achieve it, which included forcing citizens into slave labor, removing dissenters and people not from the Land of Earth to reeducation camps, and experimenting with weapons of mass destruction. Her confidence in her own right and skill stretched to the point where she challenged Korra to a duel in order to prevent an all out battle and possibly risk the lives of her soldiers, displaying both her personal bravery and a certain loyalty toward her army.

Despite all that, Kuvira has also shown a softer side to her personality during her private time, urging Opal to reconcile with her family and gently easing Bolin's fears as to her intentions. She is welcoming to her allies and fans. She has also shown the capacity to forgive those who are loyal to her. However, Kuvira is willing to sacrifice anyone to achieve her goals.​

Village Information | 村の情報

Village of Birth: N/A
WSE Clan: Golden State​

Rank and Chakra Information | ランクチャクラ

Ninja Rank: Sage of Wuji
Specialty: Single Hand Seal Specialist (Steel) | Efficient Chakra Control Specialist | Apex Hand Seal Specialist (Steel)

Elements:

Fire
Lightning
Earth
Water
Wind
Raging Thunder
Corundum
White Fire
Divine Wind
Ichor
Yin/Yang
Steel

Skills:

Ninjutsu
Genjutsu
Kenjutsu
Taijutsu
Ligers
Wyverns
Fuinjutsu
NB Taijutsu
EIG
Drunken Monkey Fist
Satsui No Hado
Onmyokuen (Yin Yang Fist)
Onryōdō (Spirits of Balance)
Sniper Arts




Background Information | 背景情報

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Insert History here​

Other | 能力

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Theme Song and Background Music


Battles | 戦い

Won: None
Lost: None​

Ushiro's Biography Template

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⸢ This idea that the 'world' consists of only what the eye can perceive is so incredibly ingrained. Can I expose it for what it is? ⸥




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Appearance

Astra consists of six people of varying height, age, and build. They can be difficult to recognise for those who aren’t familiar with them as their appearance frequently changes depending on the setting, although they seem to prefer professional attire. Outwardly, these six bear no outstanding features or similarities until thoroughly inspected. Small black piercings embedded in their bodies can usually be found hidden beneath hair or an article of clothing. Each S.T.A.R (Samsara-Type Auxiliary Revenant) wears special contacts that effectively hide their Rinnegan without affecting their vision. Occasionally, their eyes will glow a bluish-green color and reveal parts of their Rinnegan.

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Personality

Astra displays a kind and friendly demeanor, adapting other personas when the need arises. They work in the shadows, blending into the background as they put their observational talent to use searching for anything and anyone they can use to their advantage. █████ is very secretive and cautious about attracting attention. Even so, █████ tends to forget about being inconspicuous to indulge in pointless debate or experiments to satisfy their curiosity. Despite the powerful abilities and skills at █████'s disposal they avoid direct conflict, instead relying on cunning and underhanded tactics to get their way, at times to their own detriment. They can sometimes be seen crafting small trinkets or sculptures of questionable utility or artistic value.​

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Basic Information
Name:Astra - アストラ
Nickname:The Six Stars - Division 1
Gender: Unknown
Age: Unknown
Clan: Unknown
Village Information
Land of Birth:Unknown
WSE Clan:Kaizen
Rank/Chakra Information
Ninja Rank: Jonin
Chakra/Health Level:1600 +750/160
Specialty:Combat Specialist - Increased Speed Specialist - Apex Tracker Specialist - Warring Impetus - Fuuinjutsu
Elements: Fire - Water - Earth - Lightning - Wind - Rain
Abilities: Six Paths Technique - Ninjutsu - Taijutsu - Genjutsu - Kenjutsu - Fuuinjutsu - Hydra contract - Sniper Arts - Warring Impetus - Lithos Stone -
Theme Song and Background Music
|
Battles Won/Lost:
0/0​
Background Information


Few people knew of Astra’s existence, even before the Collapse. To some they were demons. To others, angels. Most remained peacefully unaware of their presence. The name “Astra” was inspired by an underground organization that secretly conducted illegal research for the sake of bringing a new “golden age” to the Freehold. They called it Project Astraea. █████’s involvement with the group began after an investigation into an unexplained disappearance led them to discover a hidden lab and notes about failed transplants for a rare doujutsu. Before they could escape with the information, █████ was discovered by someone who had been monitoring them long before their meeting. They discussed the Project and the doujutsu's purpose within it which led to a negotiation. █████ volunteered to receive the doujutsu and willingly assist in the Project in exchange for their silence. This is how █████ received the Rinnegan.

█████ was previously part of a unit tasked with handling the rising levels of crime and civil unrest within their district of the Freehold. █████ had a talent for profiling gained from specialized training they received in their youth. They used their talents begrudgingly since the Ministry of Health and Public Safety Bureau - the organization in charge of the unit - placed strict regulations on how they operated and what happened to those they captured. █████ took their work seriously as they wanted the high brass to trust them enough to access classified information, information that could help them find the reason why people kept going missing, and why the MWPSB did nothing about it. █████ had originally joined to ease their fears of being victimized by incompetent rulers and would do anything to prevent it. In order to improve their standing, █████ secretly spread exaggerated rumors of corruption and convinced those with the inclination to start uprisings before sabotaging them themselves. After gaining enough clearance to access restricted information, their investigation led them to a certain research facility and what seemed to be a once-in-a-lifetime chance to become free. It was a decision they would inevitably regret.

█████ assisted with Project Astraea for several years, during which their Rinnegan abilities were greatly developed among other skills. █████ grew fond of their new company and relative freedom compared to life as an officer. As the Freehold's financial situation worsened, however, the expectation and pressure from their sponsors to produce results increased. As a result, the organization became greedy and more cruel in their methods, becoming less concerned with improving the Freehold than they were gaining power for themselves. This attracted the attention of the MWPSB and ignited a bloody conflict between the two. █████ anticipated this conflict and was prepared to abandon the Project. █████ secretly developed Astra in advance after discovering a shocking truth deliberately hidden from them since joining the Project. █████ attempted to use Astra as a decoy while they went into hiding but when people they cared about began dying, █████ called upon a forbidden power in order to stop the fighting. As they wished, the battle ended but no survivors could be found in the aftermath. The bodies of several people, including █████ went missing. Before their deaths could be confirmed, the Collapse occurred and most records regarding █████ were lost.

Years have passed since the Freehold's downfall and it is still in question whether █████ is alive or dead. Recent rumors about multiple people calling themselves Astra have been connected to the clan Kaizen.​

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Additional Information

[Combat Specialist] Kenjutsu and Taijutsu increases passively by 10 damage.
[Increased Speed Specialist] Your base speed is increased by 2 additional levels. This makes your movement faster than those of your rank. This increase stacks on with Active speed increases such as Leg Weights or Eight Gates.
[Apex Tracker Specialist] With more heightened senses, the user is capable of gaining a now increased x2.5 tracking.
[Master of Disguise] A great deal of consideration is put into Astra's appearance. With the right materials, they can cosmetically alter their appearance and flawlessly impersonate just about anybody. It is partly due to their visual prowess that they can do such precise and detailed work. They are also proficient with the transformation jutsu but prefer to avoid using chakra for disguises.
[Rinnegan] An additional 750 chakra points added to base chakra level
Complete immunity to Visual Genjutsu
Equal full mastery of all of the 5 chakra natures. The user has no specific elemental specialty, being able to use all elemental chakras with increased speed with the same ease. Users are also able to choose one Elemental Specialist jutsu to use per event.
[Equipment] Each Star is equipped with: kunai, shuriken, fuma shuriken, senbon, flash bombs (ball and canister style), smoke bombs, exploding tags, sealing tags, ninja wire, earplugs, sunglasses, a weighted chain, bow and arrows, and a crossbow with bolts. Some of their projectile and throwing weapons have black edges which are made of the same material as the chakra disruption blades and produce the same effects.

Scientific Tools: Dominator, Semblance, Absorption Arm, Kote x3, Smoke-Flash Bombs

(Dominētā) - Dominator
Type: Weapon
Rank: S
Range: Short-Long
Chakra: N/A (-5 per turn) (20 for NLP, +10 for LE & S, 40 for DD)
Damage: N/A
Description: The Dominator is a firearm that is linked to the holder’s chakra system, functioning as an extension of their body. Small indicators on the weapon’s black surface glow aqua when held by an authorized user. The Dominator features four different modes that can be switched at will:

Non-Lethal Paralyzer - The Dominator's standard mode fires thin chakra bursts that paralyze the target by injecting them with the user’s chakra. In most cases, the target is rendered unconscious and unable to move their body for some time afterward. The effect is improved or weakened based on the target’s rank in relation to the user’s. (Same: one turn unconscious, one turn paralyzed / Higher: One turn paralyzed / Lower: two turns unconscious, one turn paralyzed) This B rank attack deals no damage.

Lethal Eliminator - A supplementary, anti-personnel mode of the Dominator. When it changes to this state, the lower portion of the gun undergoes a rather elaborate transformation which includes swiveling, sliding and flipping around most parts. Acting as a catalyst, it assists the holder as they manipulate jutsu through it, making jutsu capable of becoming more focused and potent. Jutsu used through this mode become capable of penetrating defenses and have a higher chance of killing the target. (+20 damage) This only applies to projectiles originating from the holder and cannot apply to streams or large scale techniques. Usable four times per battle/event.

Stabilizer - A supplementary mode similar in appearance and function to Lethal Eliminator except this mode only assists in maintaining a jutsu’s form at longer distances, improving its range by one level. (short to mid / mid to long) This only applies to projectiles originating from the holder and cannot apply to streams or large scale techniques. Usable four times per battle/event.

Destroy Decomposer - The Dominator's Anti-Material mode. The transformation of the weapon is even more extensive, and appears more neon than black. It is primarily used against armored targets or to clear away obstacles. It fires a powerful chakra burst that annihilates the target, leaving no trace of them. It can create a hole in a target of 1-2 meters in diameter or alternatively explode on impact for a larger area of effect. This is an S rank attack that is usable 3 times per battle/event

-Only usable by Ushiro an those he allows
-When foreign chakra enters holder’s chakra system or the holder is unauthorized, the indicators will turn red and prevent the weapon from being used.
-Lethal Eliminator and Stabilizer are used passively in the same timeframe as the relevant jutsu
-The first two elements used with the Dominator are the only elements it can use for the duration of the battle/event
-Non-Lethal Paralyzer and Destroy Decomposer each cost a move to use
-Projectiles move at the speed of an average lightning jutsu
-Two modes cannot be utilized in the same turn



(Dōgigo) - Semblance
Type: Tool
Rank: B
Range: Short-Mid
Chakra Cost: N/A (-10 per turn)
Damage Points: N/A
Description: A device resembling a watch that is designed to aid in covert operations involving groups of people. Twisting a dial located along its edge makes it passively take chakra from the holder and link itself remotely with up to eight similar bands. By forming the Seal of Confrontation in any position, the wearer and anyone linked to this device can transmit a mental command to it and have the Transformation technique passively applied to them. They appear to flicker for an instant when assuming their disguises instead of being covered in a puff of smoke. Regardless of the user’s skill with transformation, the result is so intricate it is impossible to tell it apart from the real thing. This device maintains the transformations itself so getting injured will not cancel them. Transformations applied by Semblance do not cost a move except when multiple people transform in the same timeframe. In that case it will cost just one move and remain passive.
-Each person may only use this device to transform once per turn
-Moving long range from it cancels the transformation
-Transformations can be cancelled at will



( Kemuri Senkōdama ) - Smoke-Flash Bombs
Type: Tool
Rank: N/A
Range: Short - Mid
Chakra: N/A
Damage: N/A
Description: Similar in use to the smoke and flash bombs respectively, this tech dazes the senses by emitting a powerful sound and light. It was powerful enough to block even enhanced senses of sight and hearing, leaving those with vision and sound based sensing useless. It's major downside, however, is that due to affecting a wide area, allies could also be caught in the blast radius if not warned beforehand. Due to the mass amount of chakra released from the explosion, chakra based sensing dilate also left useless. These are also able to negate B rank and below technological sensing devices as well.
Note: User can have up to 3 max while Cyborgs have up to 6.



( Abusōbu Ude ) - Absorption Arm
Type: Tool
Rank: S
Range: N/A
Chakra: N/A ( 40 chakra per use )
Damage: N/A
Description: A cyborg attachment to the user's body, the user has a robotic limb that allows for him to create spheres of energy that are capable of absorbing chakra up to S rank level. These spheres are capable of dealing brute force on impact as well, growing to large heights, up to 4 meters in radius. Starting at roughly rasengan size, these spheres grow proportionally to the size of the technique absorbed. Normal Ninja are able to make use of one of these devices via specialized gloves that allow them to absorb 1 Ninjutsu per turn up to S rank while Cyborgs have these attachments and are able to absorb up to Forbidden powered attacks and 1 from each arm per turn.
Note: Can be used a max of 3 times for Ninja and 6 for Cyborgs.



( Kote ) - Forearm
Type: Tool
Rank: N/A
Range: N/A
Chakra: N/A
Damage: N/A
Description: As its name suggests, this tool is worn on the forearm. After choosing one Ninjutsu to seal within the scroll, the user seals it within the seal after using it or having another person utilize it. The user initiates one of their techniques before sealing them into a scroll. The scroll is then shrunken to pill-size and is put inside the Kote. Afterwards, they can release the scroll and use the sealed technique. To use some elemental technique, the user apparently needs to form the corresponding seal first. Because using the Kote doesn't require chakra, the user can gain an advantage in battle by releasing normally chakra-taxing techniques while saving their chakra or continuing to use techniques when low on chakra, thereby keeping the user rested and less-likely to endure exhaustion; it can even be used by a non-ninja person.
Note: Academy Student to Genin Ninja can seal up to Forbidden ranked Ninjutsu techniques, which must be noted within the bio. Chunin can seal up to S ranks and Jounin and up ninja can only seal A ranks and below within a Kote.
Note: Only up to 3 Kotes can be owned, counting as a Tool slot.
Note: Only Ninjutsu, Elemental Ninjutsu, and non Fuuinjutsu based Advanced Ninjutsu fields can be sealed.


Jutsu Sealed:
(Doton: Tsuchi kakujuu) - Earth style: Earth expansion
Type: Attack/Defence
Rank: A
Range: Short - long
Chakra Cost:30
Damage Points: +25
Description: After releasing a earth jutsu the user will perform 2 handseals as they release there chakra into the earth jutsu. In doing so, the user will increase the power and size of the earth jutsu boosting any earth jutsu by 25 damage points. By the increase in chakra the earth jutsu will grow in size and become more dense addding to its power.

Note: Can only use used on earth the user or the users summon has created
Note: Can only be used once one each earth jutsu creates
Note: can only be used 3 times

(Fuuton: Tobideru no Jutsu) - Wind Release: Popping Technique
Type: Attack/Supplementary/Defense
Rank: B
Range: Short
Chakra Cost: 20
Damage Points: 40
Description: The user focuses wind chakra at certain points in range, manifesting small balls of pressurized air (max 6) which immediately burst and push away objects near them but have no effect more than 2 ft away. They may be created all at once or in sequence and each one is capable of knocking over an adult. While this technique won't deal much damage to enemies, it is a good surprise attack and could leave them open for additional attacks. If the user creates a ball beneath himself he may evade attacks by launching himself upwards and can do the same for allies. Defensively, this technique could deflect weapon strikes and projectiles with enough precision to even launch objects like shuriken back at the enemy.
-Usable once per turn
-Can only be taught by Ushiro

(Doton: Iwa Bunshin) - Earth Release: Rock Clone Technique
Type: Supplementary
Rank: B
Range: Short
Chakra: 20
Damage: N/A
Description: The user creates their clone out of stone that he spits from his mouth. Unlike other types of clones the rock clones don’t disappear after being defeated but rather crumble like rubble. These clones can also be used to create a clone of other people than themselves but do not take on the abilities of the copied person. They can use up to C-rank Earth techniques and are very resistant to physical damage such as that from Taijutsu which they can endure up to B-rank.
Artifacts:

(Hanuri Sensō Cheisā Kutsu) – Hangurian War Chaser’s Shoes
Type: Artifact
Rank: C
Range: N/A
Chakra: N/A
Damage: N/A
Description: A pair of worn shoes recovered from the Ruins of Chungsu and sold on the Ninja World Marketplace after being refurbished. These shoes augment the user’s travel speed in the Ninja World, reducing their travel time by 5 minutes. The shoe’s bonus to travel time cannot stack with other items equipped on the user’s person that also reduce travel time in the Ninja World; meaning two pairs of shoes, or an item like it, would not additively reduce the user’s travel time. However, the bonus from the shoes can be stacked with bonuses granted to specific landmarks, like a road or bridge. This bonus can also be stacked with consumable items, like the Runner’s Liquid Courage, to further reduce travel time.


[Sealing] The Deva path carries a variety of pre-prepared tags and scrolls for techniques they know requiring certain items like fuiinjutsu, ninjutsu, and summoning. They include writing utensils to create or modify such techniques. Some of the sealing scrolls contain ammunition, clothes, bottles of alcohol, and disguise equipment.

( Doujutsu: Rinnegan ) Eye Technique: Samsara Eye
Type: Supplementary
Rank: S-Rank
Range: Short-Long
Chakra: N/A ( -5 per turn )
Damage: N/A
Description: One of the 3 great Doujutsu, the Rinnegan has, like the other, the ability to see chakra and the chakra flow of individuals. It also allows the user a great clarity of perception and tracking abilities, although its levels vary from user to user. Dispicted as the eyes of the SO6P, the Rinnegan awaken on Madara Uchiha after he obtained his EMS and implanted Hashirama's Senju cells in himself. Having both lineage from the SO6P allowed him to awake the Rinnegan. When Madara activates the Rinnegan, he seems to not suffer any kind decrease in his EMS abilities in terms of tracking speed, clarity of perception or seeing chakra. Eventually his eyes were bestowed upon Nagato Uzumaki and in him manifested lower abilities (equal or comparable to a 3 Tomoe Sharingan). While Nagato was never able to deactivate his eyes, Madara could switch at will between his EMS and Rinnegan eyes, although he wasn't able to go from 3 Tomoe to Rinnegan directly. Eventually Obito transplanted Nagato's (and subsequently Madara's) Left Rinnegan into himself. By doing so he gained access to both Doujutsu at the same time although losing the ability to deactivate the Rinnegan and as such, losing chakra constantly to maintain it.
Note: Constantly passively active in Nagato and Obito bios
Note: Requires activation ( spending move ) for Madara bios but remains active indefinetely afterwards if the user chooses to. After having a complete Madara bio with Rinnegan for 1 month, user becomes able to switch between both doujutsu without spending a move. User needs to have activated EMS before and had it active for 1 full turn.


(Tatakai no Gendōryoku: Kaizen) - Warring Impetus: Rise
Type:Supplementary/Defense
Rank: B
Range: Short
Chakra Cost: 20 (+5 per turn)
Damage Points: N/A (+20 to taijutsu)
Description: This is the fundamental technique of Warring Impetus that all others expand upon. The user will configure the internal structure of his body to optimally convert power into movement, an engine created in his torso generating additional power. A thin but dense armor fitted with shock-absorbers reinforces the body to withstand the increased strength and speed granted by the modifications. (takes no damage from freeform attacks/Adds +2 to speed lvl) These modifications are in place by default but the user’s abilities are not notably enhanced until the engine is activated which can be done passively on its own or when a Warring Impetus technique is used. While Rise is active the user becomes capable of crossing large distances in a short amount of time, lifting objects many times their own weight, and attacking with enough force to destroy steel walls. Once activated, Rise will remain active passively until the user chooses to deactivate it. The first time Rise is activated in a battle, the user can use their improved speed to evade an attack within reason.
-Must be mentioned in the user's bio or the start of a battle.
-Rise cannot be activated or deactivated twice in the same turn

⸢ Concealed, confined. Even the things you can see are just a part of my fake show. The reverse of reality. ⸥



- Deva Path (Star-1)

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Updating:
Added Specialties, Technology, an Artifact, and a Warring Impetus passive
This is a Six Paths of Pain skin
 
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Employee Involvement:
Employee Involvement:

- Employee involvement seeks to increase members' input into decisions that affect organization performance and employee well-being.
-Employee involvement (EI) is the broad term for diverse approaches to gain greater participation in relevant workplace decisions.

Power:

- Extent to which influence and authority are pushed down into the organization. It includes providing people with enough authority to make work-related decisions. The amount of power given to employees can vary, simply asking them for input into decisions, to managers and workers jointly making decisions, to employees making decisions themselves.

Information:

-Extent to which relevant information is shared with members. Organizations must ensure that the necessary information flows freely to those with decision authority. Timely access to relevant information is vital to making effective decisions. This can include data about operating results, business plans, new technologies and work methods and ideas for organizational improvement.

Knowledge and Skills:

-Extent to which members have relevant skills and knowledge and opportunities to gain them in order to make good decisions. EI contributes to organizational effectiveness only to the extent that employees have the requisite skills and knowledge to make good decisions. Organizations must provide training and development programs for improving members' knowledge and skills. Such learning can cover areas such as performing tasks, making decisions, solving problems and understanding how the business operates.

Rewards:

-Extent to which opportunities for internal and external rewards are tied to effectiveness. Meaningful opportunities for involvement can provide employees with internal rewards such as feelings of self-worth and accomplishment. External rewards such as pay and promotions can reinforce employee involvement when they are directly linked to performance outcomes. Rewards can have a powerful effect on getting people involved in the organization as people generally do those things for which they are recognized.​

EI And Productivity:

Employee Involvement Intervention -> Improved Communication and Coordination ~ Improved Motivation ~ Improved Capabilities -> Improved Productivity.

Secondary Effects of EI on Productivity:

Employee Well-Being and Satisfaction → Attraction and Retention → Productivity

↑ ↑

Employee Involvement Intervention → Productivity

Employee Involvement Applications:

Application ︱ Power ︱ Information ︱ Knowledge/Skill ︱ Rewards

1. Parallel
StructuresaaaaaLowaaaaaModerate aaaaaModerateaaaaaaaaaLow

2. High
Involvement
OrganizationsaaaaaHighaaaaaHigh aaaaaHighaaaaaaaaaHigh

3. Total
Quality
ManagementaaaaaHighaaaaaHigh aaaaaHighaaaaaaaaaHigh

Employee Involvement (EI) Interventions:

-Extent that all four elements (power, information, knowledge and skills, and rewards) are made available throughout the organization, the greater the employee involvement.
-The four elements of EI are interdependent and must be changed together to obtain positive results. Eg; if organization members are given more power and authority to make decisions but do not have the information or knowledge and skill to make good decisions, then the value of involvement is likely to be negligible.
-Similarly, increasing employees' power, information and knowledge and skills but not linking rewards to the performance consequences of relevant changes gives members little incentive to improve organizational performance.
-Total quality (TQM) and high-involvement organizations (HIO's) provide far greater opportunities for involvement.
-Parallel structures, such as union-management cooperative efforts and quality circles (QC's) are limited in the degree that the four elements of EI, eg: power, information, knowledge and skills and rewards are moved downward in the organization.
-The increased use of TQM has replaced QC's intervention in many organizations.​

Parallel Structure Application Stages:

- Parallel structures provide organization members with an alternative setting to address problems and to propose innovative solutions. Eg; off site meetings or temporary assignment to a special project. The follow application steps are associated with the two most common parallel structures, namely, cooperative union-management projects and quality circles (QC's).

▸Define parallel structure's purpose and scope (expectations about how it will function). Organizational diagnoses can help clarify which specific problems and issues to address such as productivity, absenteeism or service quality.

▸ Form a steering committee (the committee must be composed of acknowledged leaders of the various functions and constituencies within the formal organization). For example, in cooperative union-management projects, the steering committee would include key representatives from management and the union or employee groups involved in the project.

▸Communicate with organization members (communicating the purpose, procedures and rewards of participation can promote a high level of involvement from organization members). The effectiveness of a parallel structure depends on a high level of participation from organization members.

▸Form employee problem-solving groups (these forums are the primary means of accomplishing the purpose of the parallel structure). The problem-solving group formation involves selecting group members (need to represent the appropriate hierarchical levels, expertise, functions and constituencies), identifying problems for the group to work on and providing appropriate facilitation.

▸Address the problems and issues (parallel structures solve problems by using an action research process). They diagnose specific problems, plan appropriate solutions, and if empowered to do so, implement and evaluate them.

▸Implement and evaluate the changes (this step involves implementing appropriate organizational changes and assessing the results). As changes are implemented the organization needs information about their effects, so members know how successful the changes have been if they need to be modified.​

High Involvement Organization Features:

- In HIO's, employees have considerable influence over decisions and most such organizations include several if not all, of the following features:

▸Flat, lean organization structures (pushing the scheduling, planning and controlling functions to the shop floor).
▸Enriched work designs (provide employees with discretion, task variety, and meaningful feedback).
▸ Open information systems (provide the necessary information for employees to participate meaningfully in decision making).
▸ Sophisticated selection and career systems (help employees plan and prepare for long-term development in the organization).
▸Extensive training programs (for the necessary employee knowledge and skills to participate effectively in decision-making).
▸Advanced reward systems (based on acquiring new skills, as well as on sharing gains from improved performance).
▸Participatively designed personnel practices (provide employees with a strong sense of commitment to the organization).
▸Conducive physical layouts (that support team structures and reduce status differences among employees can reinforce the egalitarian climate needed for employee participation).​

TQM Application Stages:

▸ TQM (also known as continuous process improvement) grew out of a manufacturing emphasis on quality control and is an effort to orient all of an organization's activities around the concept of quality. It is implemented in 5 major steps:

1. Gain long-term senior management commitment (help senior executives understand importance of long-term commitment to TQM)
2. Train members in quality methods (extensive training in the principles and tools of quality improvement).
3. Start quality improvement projects (identify the few projects that hold promise for the largest improvements in organizational processes).
4. Measure progress (measure organizational processes against quality standards).
5. Rewarding accomplishment (link rewards to improvements in quality).​

Deming's Quality Guidelines:

▸Create a constancy of purpose
▸Adopt a new philosophy
▸End lowest cost purchasing practices
▸Institute leadership
▸Eliminate empty slogans
▸Eliminate numerical
▸Eliminate numerical quotas
▸Institute on-the-job training
▸Retrain vigorously
▸Drive out fear
▸Break down barriers between departments
▸Take action to accomplish transformation
▸Improve processes constantly and forever
▸Cease dependence on mass inspection
▸Remove barriers to pride in workmanship​

Deming's Seven Deadly Sins:

▸Lack of constancy of purpose
▸Emphasizing short-term profits and immediate dividends
▸Evaluation of performance, merit rating or annual review
▸Mobility of top management
▸Running a company only on visible figures
▸Excessive medical costs
▸Excessive costs of warranty​

Work Design:
▸ Work Design: Is concerned with creating jobs and work groups that generate high levels of employee fulfillment and productivity. Work design is often an integral part of EI interventions. Both work design and employee involvement (EI) affect the technical and the structural components of organization design.
▸The three approaches described in this lecture unit should be understood for their underlying assumptions, the outcomes likely to result from using each approach, and the conditions under which each is likely to be most successful.

Work Design Approaches:

1. Engineering Approach: Traditional Jobs and Work Groups:

Oldest and most prevalent approach to designing work.
▸It produces two kinds of work design; traditional jobs and traditional work design.
▸It remains an important work design intervention because its immediate cost savings and efficiency can easily be measured, selection costs are low and training costs are minimized.
▸Work involves high specification and routinization.

2. Motivational Approach: Enriched Jobs:

▸This approach, based mostly on Hackman and Oldham's work, is the classic job enrichment model.
▸This section focuses on the process of implementing job redesign.
▸Work involves high task variety and autonomy.
▸It also concerns feedback of results.

3. Sociotechnical Approach: Self-Managing Teams:

▸Sociotechnical Systems (STS) theory underlies many current EI and work design approaches.
▸For example, TQM approaches look remarkably similar to many STS guidelines.
Provides for control over total task.
▸Workers are multi-skilled, flexible and self-regulating.​

Traditional Jobs and Work-groups:

▸Based on Scientific Management:

-Highly specified behaviors.
-Narrow range of skills needed.
-Low levels of authority and discretion.
-Highly repetitive work.

▸Benefits:

-Low selection and training costs.
-High productivity.
-High levels of control.

Enriched Jobs - Hackman & Oldham Model of Job Design:

Core Job Characteristics:

Skill variety
Task identity
Task Significance
Autonomy
Feedback from work

Critical Psychological States:

Experienced or Meaningfulness of the work
Experienced responsibility
Knowledge of actual results

Outcomes:

High internal work motivation
High growth satisfaction
High job satisfaction
High work effectiveness

Core Job Dimensions:

A. The five core dimensions of work below affect three psychological states, which in turn produce certain personal and job outcomes.

1. Skill Variety - extent to which multiple skills are used.
2. Task Identity - extent to which an individual works on a whole task.
3. Task Significance - impact of the work on others.
4. Autonomy - amount of discretion in the work.
5. Feedback - extent to which work provides information on effectiveness.

B. Three three psychological states involve experiencing (i) meaningfulness of the work, (ii) responsibility for the outcomes of the work, and (iii) knowledge of the actual results of work activities.

C. The personal and job outcomes include high internal work motivation, high quality work performance, high satisfaction with the work and low absenteeism turnover.​

Job Enrichment Application Stages:

Perform a thorough diagnosis - most popular method of diagnosing a job is using the Job Diagnostic Survey (JDS).
Form natural work units - interrelated task activities should be grouped together.

Combine tasks - divided jobs (frequently separate tasks) can be put back together to form a new and larger whole.

Establish client relationships - encourage and help workers establishing direct relationships with clients as it creates additional opportunities for praise or criticism of work performed.

Vertical loading - decreases the gap between doing the job and controlling the job as it has responsibilities and controls that formerly were for management.

Opening feedback channels - help people learn whether their performance is remaining constant, improving or deteriorating.​

Sociotechnical Systems Approach:

Sociotechnical systems (STS) theory is based on two basic ideas:

-An organization or work unit is a combined, social plus-technical system (sociotechnical).
-The systems are open in relation to their environment and must interact with their environments to survive and develop.

▸Self-managed work teams is the most prevalent application of STS:

-Team Task Design
-Team Process Interventions
-Organization Support Systems

Sociotechnical Systems Diagnosis:

▸Define the Work System (to discover how it is operating).
▸Conduct an Environmental Analysis (environment provides the STS with input of energy, raw materials, information, etc and the STS provides the environment with products and services).
▸Conduct a Technical Analysis (the tools, techniques and methods used for task performance).
▸Conduct a Social Analysis (concerns the people performing the tasks and the relationships among them).​

Team Task Design & Development:

Whole and interdependent tasks - how the team is designed for task performance can have a powerful influence on how well it functions.
Team common mission and goals - when closely aligned with corporate strategy and business goals, members can see how team performance contributes to organization success.
Requisite multi skills - links member behaviors to task requirements and to each other.
Task and boundary control - task differentiation involves task autonomy which provides an identifiable team boundary and a clearly defined team responsibility.
Feedback of results.
Minimum specification design.
Develop from narrow to broad boundaries for discretion (eg: cross-training of team members to take on a variety of tasks).

Team process Intervention:

A. Ineffective social processes such as poor communication among members, dysfunctional roles/norms, and faulty problem-solving and decision-making may impede team functioning and performance.
Team process interventions such as process consultation and team building can help members address process problems and move the team to a more mature stage of development.

Promoting healthy interpersonal relationships.
Coordinating efforts.
Weighting member inputs and sharing knowledge.
Making good decisions
Confronting and resolving conflicts

Organization Support Systems:

A. Support Systems for managers to help overcome the problems and complex demands of leading self-managed work teams include the following:

Performance management systems - tie team leader rewards to achievements in team development.
Training systems - formal and on the job training in human relations, group dynamics and leadership styles.
Information systems - leaders select teams leaders with a balanced mixture of technical and social skills.
Management systems - encourage team leaders to become involved in such areas as higher-level planning and budgeting, company-wide training and development, and individual career development.​

Self Managed Teams Application Stages:

▸Sanction the design effort - workers receive the necessary protection and support to diagnose their work system and to create an appropriate work design.

Diagnose the work system - the work system is analyzed to see how it is operating; a system's technical and social parts are analyzed to assess how well the two fit each other, as well as the task environment to see how well it is meeting external demands such as customer quality requirements.

Generate appropriate designs - the work systems is redesigned to fit the situation, which typically results in self managed work teams, however, the diagnoses may also reveal that an individual job work design (such as an enriched job) might be more appropriate.

Specify support systems - these systems may change to support new work designs, eg; the basis for pay and measurement systems may need to change from individual to team performance.

Implement and evaluate the work design - the necessary changes must be made to implement the work design and evaluating the results; evaluation is necessary to guide the implementation process and to assess overall effectiveness.

Continual change and improvement - STS designs provides a process for modifying work continually to fit changing conditions and to make performance improvements.​

Designing Work for Technical And Personal Needs:

Technical Factors:

-Technical interdependence; the extent to which cooperation among workers is required to produce a product or service; also determines whether work should be designed for individuals or work groups.

-Technical Uncertainty; the amount of information processing and decision making among workers necessary to do the work, also determines whether work should be designed for worker self-control or for external forms of control like supervision, scheduling or standardization.

Personal Need Factors:

-Social Needs; the desire for significant social relationships; the degree of social needs determines whether work should be designed for individual jobs or work groups.
-Growth Needs; the desire for personal accomplishment, learning, and development; growth needs determine whether work designs should be routine and repetitive or complex and challenging.

▸Meeting both Technical and Personal Needs;

-Jointly satisfying technical and human needs to achieve work-design success is likely to occur only in limited circumstances.
-When the technical conditions of a company's production processes are compatible with the personal needs of its employees, the respective work designs combine readily and satisfy both.​

Work Designs that Optimize Technology:

▸Traditional Job Design - Low Technical Uncertainty and Low Technical Interdependence

▸Enriched Jobs - High Technical Uncertainty and Low Technical Interdependence

▸Traditional Work Groups - Low Technical Uncertainty and High Technical Interdependence

▸Self-Regulating Work Groups - High Technical Uncertainty and High Technical Interdependence.

Work Designs that Optimize Personal Needs:

▸Traditional Job Design - Low Growth Needs and Low Social Needs

▸Enriched Jobs - High Growth Needs and Low Social Needs

▸Traditional Work Groups - Low Growth Needs and High Social Needs

▸Self-Regulating Work Groups - High Growth Needs and High Social Needs

Possible Test Questions:
Employee Involvement:

1. Employee involvement seeks to increase members’ input into decisions that affect organisation performance and employee wellbeing. Describe (discuss) the four key elements (i.e. power, information, knowledge and skills, and rewards) that generally promote employee involvement.

Power:

- Extent to which influence and authority are pushed down into the organization. It includes providing people with enough authority to make work-related decisions. The amount of power given to employees can vary, simply asking them for input into decisions, to managers and workers jointly making decisions, to employees making decisions themselves.

Information:

-Extent to which relevant information is shared with members. Organizations must ensure that the necessary information flows freely to those with decision authority. Timely access to relevant information is vital to making effective decisions. This can include data about operating results, business plans, new technologies and work methods and ideas for organizational improvement.

Knowledge and Skills:

-Extent to which members have relevant skills and knowledge and opportunities to gain them in order to make good decisions. EI contributes to organizational effectiveness only to the extent that employees have the requisite skills and knowledge to make good decisions. Organizations must provide training and development programs for improving members' knowledge and skills. Such learning can cover areas such as performing tasks, making decisions, solving problems and understanding how the business operates.

Rewards:

-Extent to which opportunities for internal and external rewards are tied to effectiveness. Meaningful opportunities for involvement can provide employees with internal rewards such as feelings of self-worth and accomplishment. External rewards such as pay and promotions can reinforce employee involvement when they are directly linked to performance outcomes. Rewards can have a powerful effect on getting people involved in the organization as people generally do those things for which they are recognized.​

2. Parallel structures involve members in resolving ill-defined, complex problems and build adaptability into bureaucratic organisations, or organisations with little or no history of employee participation. Explain the rationale behind parallel structures and how the most common parallel structures, namely cooperative union-management and quality circle programmes are typically implemented.

▸Define parallel structure's purpose and scope (expectations about how it will function). Organizational diagnoses can help clarify which specific problems and issues to address such as productivity, absenteeism or service quality.

Form a steering committee (the committee must be composed of acknowledged leaders of the various functions and constituencies within the formal organization). For example, in cooperative union-management projects, the steering committee would include key representatives from management and the union or employee groups involved in the project.

Communicate with organization members (communicating the purpose, procedures and rewards of participation can promote a high level of involvement from organization members). The effectiveness of a parallel structure depends on a high level of participation from organization members.

Form employee problem-solving groups (these forums are the primary means of accomplishing the purpose of the parallel structure). The problem-solving group formation involves selecting group members (need to represent the appropriate hierarchical levels, expertise, functions and constituencies), identifying problems for the group to work on and providing appropriate facilitation.

Address the problems and issues (parallel structures solve problems by using an action research process). They diagnose specific problems, plan appropriate solutions, and if empowered to do so, implement and evaluate them.

Implement and evaluate the changes (this step involves implementing appropriate organizational changes and assessing the results). As changes are implemented the organization needs information about their effects, so members know how successful the changes have been if they need to be modified.​

3. ‘Total quality management’ (TQM) is a comprehensive approach to employee involvement. Explain the rationale behind the ‘total quality management’ concept and how it is typically implemented in organisations.

1. Gain long-term senior management commitment (help senior executives understand importance of long-term commitment to TQM)
2. Train members in quality methods (extensive training in the principles and tools of quality improvement).
3. Start quality improvement projects (identify the few projects that hold promise for the largest improvements in organizational processes).
4. Measure progress (measure organizational processes against quality standards).
5. Rewarding accomplishment (link rewards to improvements in quality).​

4. Over the past two decades, an increasing number of employee involvement projects have been aimed at using high-involvement work practices to create high-involvement organisations (HIOs). Explain the rationale behind designing high-involvement organisations and provide the characteristics of their features.

Flat, lean organization structures (pushing the scheduling, planning and controlling functions to the shop floor).
Enriched work designs (provide employees with discretion, task variety, and meaningful feedback).
Open information systems (provide the necessary information for employees to participate meaningfully in decision making).
Sophisticated selection and career systems (help employees plan and prepare for long-term development in the organization).
Extensive training programs (for the necessary employee knowledge and skills to participate effectively in decision-making).
Advanced reward systems (based on acquiring new skills, as well as on sharing gains from improved performance).
Participatively designed personnel practices (provide employees with a strong sense of commitment to the organization).
Conducive physical layouts (that support team structures and reduce status differences among employees can reinforce the egalitarian climate needed for employee participation).




Talent Management:

Talent Management:

1. Coaching interventions attempt to improve an individual’s ability to set and meet goals, lead change, improve interpersonal relations, handle conflict or address style issues. Pronounce yourself on ‘coaching’ as a resource-intense intervention. (12)

Coaching Intervention:

➟ Coaching involves working with organizational members to help them clarify their goals, deal with potential stumbling blocks and improve their performance.
➟ This intervention is highly personal and general involves a one-on-one relationship.
➟ Helps managers gain perspective on their dilemma, and transfer their learning into results, hence increasing their leadership skills and effectiveness.
➟ Also involves using guided inquiry, active listening, reframing and other techniques to help individuals see new or different possibilities.

*The coaching process closely follows the following application stages:

1. Establish the principles of the relationship:

➟ It involves the goals of the engagement
➟ Parameters of the relationship like schedules, resources, compensation and ethical considerations like confidentiality.

2. Conduct an assessment:

➟ This process can take on a personal or systemic assessment; personal assessment can involve a set of interview questions like 360-feedback.

3. Debrief the results:

➟ Coach and client review the assessment data and agree on the diagnoses.

4. Develop an action plan:

➟ Specific activities of engagement are outlined including methods and milestones to monitor progress and evaluating the effectiveness of the coaching process.

5. Implement the action plan:

➟ Involves one-on-one meetings in which the coach supports and encourages the client to act on their intentions.

6. Assess the results:

➟ Based on this process, the goals or action plans can be revised or process can be terminated.


2. Research suggests that employees progress through at least four distinct career stages as they mature and gain experience. Discuss these career stages that people can identify with over their life time. (12)

1. Establishment Stage (ages 21 - 26):

➟ People are generally uncertain and dependent on others for guidance support and feedback.
➟ People are making initial choices about committing themselves to a specific career, organization and job as they explore possibilities while learning about their own capabilities.

2. Advancement Stage (ages 26 - 40):

➟ Employees become independent contributors who are concerned about achieving and advancing their chosen careers.
➟ They need less guidance from bosses and closer ties with colleagues.
➟ They also clarify the range of long term career options.

3. Maintenance Stage (ages 40 - 60):

➟ Involves leveling off and holding on to career success as people have achieved their greatest advancements and are now concerned with helping less-experienced employees.
➟ Others might experience mid-life career crisis, looking for career alternatives.

4. Withdrawal Stage ( ages 60 and above):

➟ This phase concerns leaving a career and involves letting go of organizational attachments and getting ready for greater leisure time and retirement.
➟ Period can result in feelings of fulfillment and a willingness to leave the career behind for those people who are generally satisfied with their careers.​

3. Researchers have identified certain role and structure interventions such as realistic job previews, job rotation and challenging assignments, consultative roles and phased retirement that can be mixed and matched to meet workforce needs. Deliberate on these role and structure interventions. (12)

Role and Structure Interventions:

1. Realistic Job Preview:

➟ Provides applications with credible (accurate) expectations about the job.
➟ Informs recruits whether job is likely to be consistent with their needs and career plans.
➟ Informs recruits about positive and negative aspects of the job.
➟ Supplied with booklets and site visits.

2. Job Rotation and Challenging Assignments:

➟ Provide members with interesting work assignments leading to career objective.
➟ Provide employees with experience and visibility needed for career advancement.
➟ Helps members learn new skills, knowledge and competencies.

3. Consultative Roles:

➟ Involves opportunities to apply to wisdom and knowledge to help others develop in their careers.
➟ Provide less experienced members with exposure to knowledge and skills.
➟ Directed at helping others deal with complex problems or projects.

4. Phased Retirement:

➟ Provides older employees with an effective way of withdrawing from the organization and establishing a productive leisure life.
➟ Lessens the reality shock of those retiring.​


4. Researchers have identified certain individual employee development interventions such as assessment centers, mentoring and developmental training that can be mixed and matched to meet workforce needs. Describe these individual employee developmental interventions. (6)

Individual Employee Development:

1. Assessment Centers:

➟ Used to select and develop members for managerial and technical jobs.
➟ Consists of interviews, tests of mental ability and knowledge as well as group activities.
➟ These are observed and assessed based on performance and results.

2. Mentoring:

➟ Involves establishing a relationship between a manager and someone more experienced & another organization member who is less experienced.
➟ The mentor intentionally transfers specific knowledge and skill, and guides the client's activities.

3. Developmental Training:

➟ To provide education and training opportunities that help members achieve career goals.
➟ Provides new or existing organization members with the skills and knowledge they need to perform their work.
➟ May include classroom methods, simulations, case studies, etc.​

5. Researchers have identified performance feedback and coaching as well as work-life balance issues as interventions that can help meet workforce needs. Elucidate how these interventions can help meet workforce needs. (10)

➟ Provides members with knowledge about their career progress and work effectiveness.
Feedback and support in the form of coaching, training or management development are particularly relevant when employees are establishing careers.​


6. Researchers have identified management and leadership development programmes as interventions that can help meet workforce needs. Illuminate how these interventions can help meet workforce needs.

➟ Aimed at developing talent and increasing employee retention.
➟ Build an individuals skills, prepare executives for strategic leadership roles and educate them on corporate values.
➟ The focus is on developing the skills and knowledge the organization believes will be necessary to implement future strategies and manage the business.
➟ These implementations are applied through several stages:

a) Perform a needs assessment
b) Develop the objectives and design of the training
c) Deliver the training
d) Evaluate the training



Performance Management:

1. Explain the basic steps in implementing an MBO process:

➟ MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates.
➟ MBO programs may go beyond manager and subordinate roles to address individuals, work groups and to reconcile conflicts.

MBO Application Stages:

➟ Involve the whole work group
➟ Goals set jointly by manager and subordinate
Actions plans are established
Criteria and yardsticks are established
Work progress and contract reviewed and adjusted periodically
Records of meetings are maintained

2. Compare and contrast the traditional bureaucratic approaches and the newer high-involvement approaches to performance appraisal on the basis of certain common elements peculiar to the appraisal process:

1. Purpose:

Traditional:

Organizational, legal
Fragmented (Disjointed)

High Involvement:

Developmental
Integrative

2. Appraiser:

Traditional:

Supervisor or manager

High Involvement:

Appraisee, co-workers and others

3. Role of Appraisee:

Traditional:

Passive Recipient

High Involvement:

Active participant

4. Measurement:

Traditional:

Subjective
Concerned with validity

High Involvement:

Objective and subjective

5. Timing of PA:

Traditional:

Period, fixed, administratively driven

High Involvement:

Dynamic, timely, employee or work driven.

3. Describe the characteristics of; Effective appraisal systems

Timely
Accurate
Accepted by the users
Understood
Focused on critical control points
Economically feasible

4. Describe the characteristics of; Effective reward systems

Availability
Timeliness
Performance Contingency
Durability
Equity
Visibility
 
Last edited:

Detective L

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Welcome to Sensei HQ

Welcome. You have passed the test and gained the title of Sensei. The title of Sensei as you well know, entails certain responsibilities and duties that you have to do. This thread serves as an introduction to new Sensei who are just finding their way around HQ and what procedures to follow after gaining the Orange name.​

♠ Getting Started ♠

First thing you do is to fill out the basic template as listed below. You will then post it in this thread (insert link here) and it will be added to the Official Update Sensei Table as soon as a moderator can. Of course, the template requires you to listen what you can teach, when you are available as well as your specialty in teaching (which often depends on you and what you feel is your specialty). Your GMT will be placed there as well.

PHP:
[IMG]-enter image link of gender here-[/IMG]| [url="-enter the profile of the person here-"][COLOR="DarkOrange"][B][SIZE="3"]-enter username of the person here-[/SIZE][/B][/COLOR][/url]
[LIST][*][COLOR="Navy"]Time Zone:[/COLOR] --.[*][COLOR="navy"]Online Time:[/COLOR] --.[*][COLOR="navy"]Techniques Teachable:[/COLOR] Includes Advanced Elements, Universal Skills, Hiden Abilities, etc.[*][COLOR="navy"]Specialty In Teaching:[/COLOR] --[/LIST]

♠ The Duties of a Sensei ♠

➟ Training:


➟ Battle Checks:


➟ Rank-Up Checks:


➟ New Member Orientation (optional):




♠ Sensei Monitoring and Awards ♠





♠ Conclusion ♠




 

Detective L

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Nothing to see here



Participate in a Conqueror's End feast with a village (1)
It was time to celebrate. The festival had reached a fairly important point by the looks of things. The things that we prepared were put on display. The entire town was adorned with the pumpkins that were carved, the figures hung from atop and the Muggles were moving about. What an interesting sight! To celebrate something as odd as the Conqueror's End in such a festival. I squinted my eyes, and between the Muggles, I could see the little minions. They dashed around, grabbing people's clothes while still in the costumes I fashioned for them. It seems they had grown accustomed to them, no?


I couldn't help but wonder how easy life would have been if I had no worries like they did. It once was like that. The wilds were quiet, but Flemeth kept me on my toes..I wonder what my dear mother is up to..Nevertheless, there were seats and large tables outfitted with the most interesting and exquisite of dishes. At least to my untrained eye. I did not know what the Muggles ate on the regular, but this was something to see. Large pieces of meat, something with an odd smell, kind of pasty was positioned close to the meat. I had no table manners, I never needed them. Perhaps I wouldn't need them today. I sat back, and relaxed. The entirety of the area bustled as the center of the town became more and more filled with individuals from all around the small town, coming to find their place at the massive table and participate in the annual feast. One that had been long awaited.

People could no longer keep their eyes off the food, as a large number of eyes swirled over the food, merely consuming it in their minds. A young Muggle sat next to me, eagerly awaiting the beginning of the feast. I presume I was a bit too aloof to attract his attention, as he merely looked at the food and didn't engage in any conversation at first. I decided perhaps this time, I would initiate the incessant squabble that the Muggles called 'chatting'.

"Hello there, having a good time, lad?"
"Hi, uh yeah..waiting for my little brother to come. He's still around trick or treating, although, I assume he'll be back soon. Little bastard always makes me run after him and his little gang. The name is Jason."
"Oh my, sounds like a troublesome issue..I'd find him, but it seems its time to eat."


I state, as the mayor seems to position individuals to quiet down. The loud noise simmers down, as he gestures with his hands. The town had a large amount of Muggles, but they really seemed to respect this man, the mayor. He was nothing impressive, but he did easily command respect. With a quick ahem, the town was quiet. Even the smaller kids quieted down, and listened to what he had to say;

"We have come far. Our town is beautiful, our kids have learned the history and we have honored those who came before. So tonight, let us eat. Feast! Enjoy, together. A special thanks goes to all those who helped with the preparations and a very special thanks to uh, Morrigan and her useful wand for making things easier. I can tell you this, next year will not be as easy."

A personal thanks. I merely smiled as I nodded my head. As long as he remembered our agreement. Nothing could stop me now. The lad beside me would be shocked with how much I would consume. I hadn't eaten for two days. I had to leave space for the feast that was about to start. With the end of his speech, the sound gradually returned as individuals spoke and laughed. Children ran once more, and for a moment, it was like an odd dream. Who would have thought I would come to enjoy the company of a few Muggles? Spend some time with the Muggle children? 'Twas indeed odd. Nonetheless, I would be served. I was a special guest after all. The lad beside me realized my importance, and merely smiled. He did seem worried though. His brother seemed to have not yet returned. Perhaps he would soon come?

A large plate was placed before me. A few oohs and aaahs, as I was served. Everyone eagerly awaited theirs as what seemed to be Black Ones who served us. Individuals dressed in the legendary attire. My plate was filled with meat of all kind, well spiced and cooked. Beside it, some vegetables, a thick sauce poured over it as well. I could not contain my hunger, those who wish to say something, dare say it. Grabbing the meat with both hands, I would devour it. Seemingly shocking, no one seemed to care as their own plates landed, they took dug in. It was glorious as everyone engaged the food and dug in. One could merely hear the sound of munching as everyone at in silence. Those who delivered the food would stand in an odd row behind us all, awaiting the plates perhaps.

Quickly, I ravaged through the plate. Oh, what a meal. Drink was served too. The greatest ale I'd tasted yet. Muggle ale that was. Thick and foaming, it was quickly brought down. Everyone spoke in a loud tone, as the food seemed to gradually start finishing off. It was now darker, the lights shone brightly and a light breeze blew through the town. I would engage in conversation once more.

"The feast is quite something..I didn't think I would spend so much time here."
"Oh yeah, they said you were from out of town. Where are you from?"
"Up north."
"Oh, that's cool. I haven't traveled much. I don't think I'd make it in this dangerous world."
"What do you mean? Have you no Ninjutsu knowledge?"
"Never had the aptitude for it, apparently. But I don't think I am missing much, I am quite skilled with the sword."
"That is indeed a good skill to have, I have-


Suddenly, I was interrupted as something odd happened. The mayor would be grabbed by one of the Black Ones, in a hold from behind. A sound of shock came from the crowd. At first, I thought it might have been a performance of some sort. But I had seen fear, and that was what the Mayor's face portrayed. What was this?

To be continued

Defend a village's Conqueror's End feast from bandits (3)
The mayor was grabbed by one of the individuals giving us food. It seemed so out of place. I figured out that it was a case that should be dealt with. Before I could initiate my plan, the man would speak with a loud voice, quieting down whatever commotion remained.

"You bastards love this mayor, don't you? Well, either you surrender or he gets it. We're here to take what rightfully belongs to us!"
"And that is?!"

One man screamed from a seat close to where the mayor was captured. Another of the Black Ones came closer. It seems they were all in on it. They didn't know of what I was capable, so I had the element of surprise on my side. The man's outburst was met with force, as the Black One close to him struck him with what seemed to be a makeshift bat, causing him to fly to the ground. The crowd would roar with fear, as everyone stood in their place, and us being seemingly surrounded. It was quite an interesting situation. I wasn't troubled in the least. The old man struck was the one who denied us sweets a few nights before. He had it coming. Either way, these individuals had a reason for being here. Their methods were crude, and they seemed ready to plunder, could they be mere bandits? I could not say. From my understanding of the book of the history of Conqueror's End, the Black Ones were very little or no more? They wouldn't oppose a festival for the mere reason of just wanting to? For bandits, it would make sense. There is food, weak individuals and the like. The man beside me would stand rather stiff. His eyes wandered, perhaps for his brother. Perhaps he was looking for the closest sword. The individual in charge would swiftly answer;

"Everything you own."

The Muggles would murmur. It seemed they knew who this was. The mayor was quiet, for a man who spoke so often. I merely awaited the perfect moment, and it seemed it wasn't far off. The man in charge would wave his hand, and the Black Ones would come closer. Looking to the man beside me, I saw that he had a plan as well. His hands were positioned beside him, but he was listening to their footsteps, as they came closer. I smiled, as one of the Black Ones approached us from behind. Aiming to grab onto me, his right arm comes to grab onto my shoulder by the right. As he slams his hand onto my shoulder, I would grab onto his arm, and pull it forward. His entire body is brought towards me, as I rise up my leg into his most vulnerable parts. Quickly, he falls to the ground. The man would grab the sword off the man, as I would turn to the one seemingly in charge.

"You interrupted my meal. You will pay dearly, Muggle."

I state. It seems shock fills his face, as he seemed to grab what seems to be a glass off the table. He quickly breaks it, as he aims to bring it to the mayor's throat for a quick and easy take-down. Bursting forward, I would quickly grab a piece of meat off the table as I get onto it. As the glass gets close to the mayor's neck, it would easily be replaced with a lump piece of meat as I now hold the glass in my hand. Much to his demise, the man would quickly launch the meat to the side, as he pushes the mayor into the table in a fit of anger. He had lost, didn't he? Nonetheless, he would scream out in anger.

"Murder them all, especially that damn Witch!"

He says as he points to me. Laughable. I would quickly launch the glass at him, but he quickly disappears into the town, as the large number of his fiends seemingly aim to come toward me. At the same time as I cause this commotion, my odd friend had grabbed the sword from the sheathe of the now severely injured Black One/Bandit. With the sword, he would cover my back, as one of them attacked while I had grabbed the glass. The man aims to strike him with a forward strike aimed at his chest. Shifting his body, and leaning to the side would allow him to dodge the linear strike, as he grabs onto the extended arm of the man and pulls him, as he brings the sword towards him, delivering a simple horizontal strike to the man's abdomen. As I had thrown the bottle, a man would plunge into the ground, severely cut. I would quickly turn to see that someone has my back. Together, we stand upon the large table that was initially our table of feast. The large crowd of people had created a small circle where they stood together in fear. The majority of the bandits were focused on us, but there were still those harassing the common folk. While the common Muggles could fight back, they did not have any weapons, and were outmatched.

Quickly biting my thumb, I would form the hand seals, and summon forth Kitsuhiro. The red and brown fox that helped with the carving of this very festival. Knowing that she was summoned for something important, she would quickly scout the situation, as he appearance is met with awe. Quickly launching herself up in a massive jump, she would come down between the bandits and the individuals, with her shield and sword in hand, standing large enough to defend the common people, while me and the odd Muggle would deal with the rest. We had our work cut out for us. Merely communicating with our eyes, I would step forward as he takes two at the back. Before me, stood a single bandit and one behind him. The bandit would dash towards me, his hands would form into what seems to be several hand seals. He inhales. This could only mean one thing. Fire. A sudden bright burst of Fire is unleashed, as it ravages in a stream from his mouth. The heat would radiate with great speed towards me. Quickly, I would focus Wind chakra to my feet as I keep running, creating what seems to be stairs beneath my feet. I quickly run upon the stairs, in a circular yet upwards angle. This allows me to dodge the Fire, while also gaining a vantage point. From above, and now closer to the man, I would unleash the former stairs. These would blast down, and slam into him, causing quite some damage.

From my aerial position, I would launch several kunai towards the second bandit. His own are launched, as he swathes them away. It seems he wasn't the type for waiting, as he launches himself towards me, coming towards me with his right fist arched. Suddenly, water forms around his arm as he aims to strike. Much to his surprise, I would unleash a sudden cold mist that instantly freezes the water moisture around his arm via the use of Liquid Nitrogen. My own hand would slam into his, breaking it off clean. We both land, him without an arm screaming in pain. In a quick spin around, I would launch a single explosive tagged kunai that hits his back, walking away as it explodes immediately. A quick death. On the other side, the Muggle with the sword would defend my back well. The two men would rush him, as the first comes forward with a strike. Almost in tandem, he steps back with both his feet, creating distance just as the attack was launched. Almost immediately, he strikes forward with the pointed end of the sword aiming to pierce into the man's skin. Using the opportunity of pain, he would leave the sword in its stabbed in position, as he lowers his body and delivers a sweeping kick to the single bandit.

This sweeps him off his feet, causing him to land on the ground in a thud. The sword is grabbed as he falls, and upon landing, the sword pierces his chest, causing the blood to squirt out. The second one seemed to have seen that a close encounter would not be advisable. Stepping back, he would unleash a flurry of kunai towards the Muggle. Having grabbed the sword, he would dash forward, and jump into the air as he extends the sword outward. This allows to spin through air, and through the use of some chakra, spin through the kunai and continue onward towards the bandit, who now wanted to run. Like a rotating blade, he would be ripped apart, as the blade punctures him on his back, a cowardice way to be dealt with. He falls to the ground. The fox had no trouble dealing with her portion. Her large shield sat as a massive protection barrier for the people, as she launched herself into the air high above the few bandits. A sudden yet bright reflection of her sword was perhaps the last thing they saw as she came crashing down into them, from above. Due to the size of both the sword and her body, they were easily crushed beneath her weight. It seemed that the coast was clear, but someone was missing. The one in charge, it seems he made it away. Or did he?

"Kitsuhiro, stay with the people. Protect them with your life."
"Will do, Morrigan-chwan."
"You know I hate being called that.."


Together with the Muggle, we would go into town. There was only so much place he could hide. Not that he could hide from me. Homenum Revelio the incantation left my lips. This allowed me to easily pinpoint his position. The coward, he was close by. Quiet, we surrounded him, as I went from the left, and the Muggle came in from the right. His eyes widened upon realizing he was defeated.

"A man knows when he is defeated..If you kill me, you'll never find where those kids are."
"What kids? Speak clearly, fool."
"Promise you'll keep me alive."


My right fist met his face. He would fall to the ground, knocked out. What kids were he talking about? He was unconscious for now, but he would soon talk and spill the beans. The speak of kids reminded the Muggle of his brother, and that he was nowhere to be seen. Perhaps...

To be continued.

Transformation - Supplementary ( D - S )
Thought of as the most basic of the four types of Transfiguration, transformation spells focus on deforming the physical features of an object. All Transformation spells are triggered with the spell ( Permuto ). Transformations are divided within 2 types, easily seen based on their applications and targets. The first Basic Transformations, reminiscent of the Transformation and Combination jutsus, are transformations that change the physical properties of a targeted item. This allows the user to change the properties of an item to give it new traits or properties. The user is able to transfigure a solid into a liquid or another solid, a liquid into a solid or into a gas/another liquid, or a gas into a liquid or another gas, all of proportionate size and directed at speeds based on the natural speed of the item manipulated. These items can only be basic items in the sense of they cannot turn something into the properties of an element the user does not have, nor can they change the properties of something created by another Kisei unless with equal or higher power/chakra. Of course, the amount of chakra used must exceed the amount of chakra present in the object being transformed for any change unless the object has no chakra present in it at all ( like a simple chair, stone, pool of water, etc ) in which case it is transformable with a simple D rank application of the spell for small things A for larger things. With an S rank application, the user is able to transfigure his own person and take on temporary enhancements such as using mahou to transfigure his upper body into that of a shark, or his legs into that of a bear, etc, and can only lasts up to 2 turns each usage and can only be used 3 times. The second, Switching greatly resembles general transformation, but with with two main differences: firstly, the features of the two targets are switched simultaneously; secondly, the change in one of the pair is dependent on a change in the other. For example, if the armor on a statue is targeted with the user's clothes, then the two items will be "switched", akin to the outcome of Substitution jutsu. The restriction applied specifically to this type the items must be of comparative size and within mid range of one another. Transformations of any kind can only be used once every 2 turns and cannot target sentient (living) beings besides the user and their own summons. Through Switching, nothing harmful can be switched onto the opponent's body/person. Transfiguration of the terrain spreads out gradually from where the beam strikes, with only A-Rank and above uses being capable of converting the battlefield up to long-range. Transfigurations up to B-Rank can be done without the beam, using only wand movements and incantations. They can can convert a mid-range area at most but cannot be used on anything within short-range of the opponent (e.g. the mid-range area cannot extend to anything within 5 meters of the target). The beam travels slightly faster than a standard wind technique while the beamless usage manifests itself on the target, similar to Switching.

(Kuchyose no Jutsu: Kitsuhiro) - Summoning Technique: Kitsuhiro
Rank: S
Type: Supplementary
Range: Short
Chakra Cost: 40
Damage Points: N/A (+5 to user)
Description: Kitsuhiro is a fightning Fox, she is as big as Gamahiro and her main weapon is a giant sword, made out of steel, and also a giant shield, that has the Fox World seal on it. It seems like this Fox had a sort of relationship with Gamahiro, taking it as they have the addition "hiro" at the end of their names, which means "hero". Kitsuhiro could be the strongest one on one summoning when it comes to brute force out of all the Foxes and her weapon can easily cut through a multitude of trees at once. Her reflexes are also highly advanced, and he is able to jump up in the air even 100 meters. As all Foxes, she has the same grace, and is aalso very quick in it's attacks and dodges. She is a biped, meaning she walks on two feet. The shield she carries is able enough withstand 2 S-Rank attacks. Her personality is pretty dark, she isn't very talkative, but very polite anyhow, and doesn't cease to ever abandon the Scroll Owner. The Fox has immense respect for all her summoners, but Shigure, being the first one to be able to summon Foxes, had a special bond with her. Kitsuhiro promised to die on the battlefield for Shigure and Shigure only.
* May be summoned once per battle.
* Must posses the contract or tattoo of Foxes in order to summon.
* Shigure is currently the only one who may teach Fox Summoning.

(Baria no michi: Samshiel no ikari ) | The Way of the Barrier: Wrath of Samshiel
Type: Offensive
Rank: A rank
Range: Short - Mid range
Chakra: 30
Damage: 60
Description: One of the basic moves of Baria no Michi, the user will assume a Horse stance and thrust forward any of their limbs and in doing so, mold their Wind chakra. The user will then dash towards the opponent, and deliver a double fisted strike to their chest, releasing a rectangular shape of Wind in the process. This blasts the opponent back and causes some blunt damage, as they are hit back, and the user steps onto the ground with great force once more, releasing forward a smaller rectangular shape which blasts the opponent into the air from beneath him, as it travels along the ground whilst the opponent is stunned by the first hit.


Notes:

-Can only be taught by Detective L
-Can only be used four times per fight
-No S rank Baria no Michi techniques in the same turn

(Ekishousan'en: Kokyuu no Genbo) – Liquid Nitrogen Release: Breath of the Black Turtle
Rank: A
Type: Attack
Range: Short - Long
Chakra cost: 30
Damage points: N/A
Description: The user spits out a stream of Liquid Nitrogen. If the opponent is at short range, it freezes them on touch. If the opponent is at mid-long range, the stream breaks up into a fine mist that causes cold burns and will explode after one turn
Note:Causes 15 damage to user

Human Presence Revealing Spell: - Supplementary
The Human-presence-revealing Spell ( Homenum Revelio ) is a charm which reveals human presences in the surrounding environment. The spell creates a quick, near instant burst of energy that doesn’t cause injury or any negative effects, being released as a “wave” of mahou that spreads the field near instantly, allowing the user to be given a mental map of every enemy (clones included but not summons or otherwise non ninjas/samurais) on the field in that instant. That awareness pertains to the "geographical position" of the enemies towards the user and it lasts 3 turns, allowing the user to keep track of enemies even if they move up to 3x their normal speed. If, after the charm is used, more enemies appear in the field, they will not be detected by the technique.


Rescue children that were captured by bandits while Trick or Treating (4)
[/spoiler]

Spread fear throughout a village while dressed as Alexandros (4)
The legend of Aléxandros Mégas had intrigued me. He was not only a very deadly Muggle, but he almost took on the entirety of the world and controlled it. His legend spread far and wide, to the point that it was even celebrated every year through the very event I was involved in. Perhaps he was similar to the legends of the Kisei, as well. No one spoke of what power he had, only that his prowess in battle was unprecedented. Everywhere, there were statues and portraits of him. Portrayed as a large man, fairly ugly however. His attire consisted of black garb, dark in color and he had armor plating as well. I couldn't help but wonder what type of person he was.. The book I read about him didn't reveal too much. Sticking close to the children, they had collected their candy and made their way back home, I figured it was time for some of my own fun.


With a simple wave of my hand, I would be able to initiate a fairly simple Genjutsu. Anyone close to me would be caught by my spell. 'Twas simple yet effective.







Defend a village from a wandering group of zombies (2)
Protect children from from the risen dead that have escaped Chungsu (2)

4725

Defend a village from a wandering group of zombies without your Ninjutsu (3)
Escort a small family to a neighboring village and protect them from wandering zombies (3)

Defend a marketplace from a horde of zombies (3)
Purge a village of a zombie infestation (3)

5860

6000

Defeat a horde of zombies without using your ninjutsu (5)

2250

Missions regarding Chungsu:

Spy on someone suspected of being connected to the necromancer Phetra (4)
Fight off a group of deadly bandits in the Ruins of Chungsu (3)
Investigate the monastery in the Ruins of Chungsu now that the necromancers have departed (2)
Scout the land for clues about the hidden necromancers (2)
Investigate the dead body left behind by the necromancers (4)
Look through the Freehold's lost records for clues about Cassander's powers (2)
 
Last edited:

Detective L

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Psychology, Ethics and the Law:

Professional Boundaries:
➟ are common and functional.
➟ it is an imaginary line between behavior that is generally appropriate when a therapist acts in a professional capacity and behavior that is not.
➟ It is a limit that promotes integrity.

Boundary Crossing: A term that describes a departure from commonly accepted clinical practice that may or may not, benefit the client.

Boundary Violation: Client or therapy is put at risk because the Psychologist put their own needs first.

Functions of Boundaries:

1. Provides a clear structure and guideline to the client.
2. Prevent Psychologist from misusing their power or to exploit their client.
3. Boundaries enhance the effectiveness of service delivery.
4. Guard against clients becoming dependent on therapist.
5. Protect Psychologists.​

Specific Boundary Issues:

1. Time:

➟ Punctual; good with time keeping; not consult at odd times.

2. Place and Space:

Meet only in consulting room; keep appropriate physical space.

3. Money and Associated Matters:

Consistent with fees that are charged; of fees are waived, then it should be justified in writing; no borrowing from either side.

4. Gifts:

➟ Should be discouraged; decide in advance how to handle a client that presents a gift.

5. Clothing:

➟ Sends a powerful message; should be culture sensitive; Not revealing or seductive; Take context into mind.

6. Language:

➟ Communication respect; tone of voice; use of first names.

7. Self-Disclosure and Related Matters:

➟ Dangerous to disclose to people with anti-social traits; can disrupt therapeutic relationship if you disclose.
➟ Sometimes must disclose, if trauma happens to Psychologist or their family and made public.

8. Role:

➟ Role is to always be the Psychologist and to act in the best interest of the client; be careful not take the roles of parent, teacher or rescuer.
➟ If you are too helpful, or feel sorry for the clients, can easily cross boundaries.​

Classifications of examples of multiple relationships:

1. Circumstantial:

➟ Husband of the therapist plays golf at the same club as husband of the patient.

2. Structured:

➟ A lecturer also supervises a student at a university clinic.

3. Shifts in professional roles:

➟ Psychologist becomes director of a clinic that employs a former client.

4. Personal and Professional Role Conflicts:

➟ Psychologist takes acquaintance as client.

5. Predatory Professional:

➟ Psychologist who deliberately uses their professional role to exploit clients.​

Psychologist and client contact outside professional setting:

Cannot socialize with clients, especially if you work alone. May have negative impact on the therapeutic relationship, can harm the professional relationship.
Prevent social relationships with former clients; cannot re-enter into therapy.
➟ Client can become disappointed in therapist; Psychologist can exploit the person.
➟ Sexual matters are a no!

Management of Boundaries:

➟ It is a competency that all Psychologists must have; non-malificence
➟ Maintain boundaries; set them consistently, have sound knowledge of boundaries.
Be aware of your own needs (rejection, loneliness, attention) as it can lead to boundary crossing.
Know clients well.

Factors to take into consideration when crossing boundaries:

Client characteristics
Psychological characteristics
Theoretical Orientation
Intervention goals
Alternative methods
Ethical Justification

Norms, Ethics and Codes:
Knowledge of Ethics:
1. Sensitize Psychologists to issues of right and wrong.
2. Give ability to question and analyze their own assumptions and those of others.
3. Assist in exploring their reasoning when required to do so.​

➟ Professional ethical codes reflect the professional norms of the profession.
➟ To do the right thing, Psychologists must behave in accordance with the norms that govern their professional behavior.
➟ Norms tell people what to do; they serve to create order in society; they help people live in safety and harmony.
➟ Different norm systems exist. The foundation of these norm systems is ethics.
➟ Knowledge on ethics can assist Psychologists to reconcile differences between norm systems.

Norm Systems relevant to Psychology?

1. Human Rights
2. Public Morality
3. Law
4. Professional Ethics
5. Organizational Rules
6. Individual Morality

1. Human Rights

➟ There are 3 generations of Human Rights:

1. Civil and Political Rights:

➟ People's right to freedom
➟ People's right to natural justice
Freedom from discrimination
Right to privacy

2. Social, Economic and Cultural Rights:

➟ Rights to healthcare, work, education, cultural practices
➟ Basic living needs like shelter and food.

3. Environmental and Developmental Rights:

➟ Live in an environment that is unpolluted and clean
➟ Have their culture recognized
➟ Be able to advance themselves politically and economically

➟ Human Rights are universal but the UN can't enforce them.

2. Public Morality:

➟ Human Rights are universal, but Public Morality is limited.
➟ They are well-established and well-defined virtues that a society or specific group (Psychologists) consider is good at a specific time.
➟ Public Morality can be shared by a majority of a society, in agreement with Human Rights.
➟ Manifests as cultural rules and customs.
➟ Called Public Morality because its shared with the majority of people in society.
➟ Examples of virtues include honesty, consideration of others, loyalty and faithfulness.

➟ Failure to obey the norms leads to social sanctions; public morality is regarded as the umbrella under which the following fits; Law; Professional Ethics; Organizational Rules and Individual Morality.
Religion informs Public Morality - in some countries, difficult to extinguish between the two.
Legal norms and Public Morality often overlap.

3. Law:

➟ As soon as people start functioning as a group, they structure by developing rules to govern their relationship.
➟ Can regulate overt behavior of group members; brings internal order and strengthens cohesion of the group allowing it to survive external threats and to achieve its goal.
➟ Rules are first implicit.

Dominant Approach in Law is called the Rights-Based Approach; which sees law as set of rules that describes rights and reciprocal duties of members of a group.

➟ Believe that people have rights that can be enforced and that others have to respect those rights.
➟ Rules become more detailed as the group becomes more sophisticated.

*Operation of Law;

➟ Legal rules operate in 3 distinct and complimentary ways;
1. Laws confers rights.
2. It creates prohibitions or imposes obligations.
3. Establishes enforcement procedures.​

➟ Rights are seen as positive if they compel people to act in a certain way (eg: right to a fair trial).
➟ Rights are deemed as negative when they create options but nothing has to be done (eg: drivers license).
Rights are relative but not absolute; may never be violated. May only be sacrificed if there is clear justification.
➟ Where there is conflict of rights, courts have to decide whose rights should be given priority.

➟ Legally, there may be cases where Psychologists are justified or even have a duty to violate a clients' rights to confidentiality;
1. When the client aims to hurt themselves.
2. When the client aims to harm someone else.
3. When the client sues the Psychologist.

➟ Law represents what the majority of people in a jurisdiction consider to be important.
➟ Sometimes, rules are upheld by ethics not by the law.

4. Professional Ethics:

Professional; a group of people earn a living by undertaking common activities and who regulate those activities themselves.

➟ They have professional bodies, which advances the profession and the interests of the members.
➟ Participation is voluntary.
➟ Psychologists are regulated in Namibia on 2 levels:

1. Internally; among themselves (PAN)
2. Externally; law (HPCNA)

➟ They only have to ascribe to rules as long as they are members of the professional bodies (PAN).
➟ The sanctions that such professional bodies can apply are educative letters, reprimands, suspensions, expulsions from the professional body itself.
➟ State owned bodies are more strict and also makes them more effective in regulating Psychologist behavior. Thus, government protects the public from negligent and irresponsible Psychologists.
➟ Professional bodies are important because;

1. Professional bodies will make sure that Psychologist are "up to standard".
2. Protects Psychologists.

Ethics cannot clash with law.
➟ Professional Ethics might be more refined and stricter than law.
➟ Professional ethics/bodies/codes act as a guide for judges when in court against specific professional.

5. Organizational Rules:

➟ The organizations Psychologists work for have their own rules, goals, expectations and policies that regulate their behavior.
➟ These rules can't conflict with the law.
➟ Might be stricter than law (dress codes).

6. Individual Morality:

Individual morality = internal convictions
➟ People have their own unique set of values
➟ People sanction themselves when they overstep their values by allowing a guilty conscience.
➟ People's values are strongly influenced by their culture, religion and life experience.

Why is important?

1. Because our moral values differ from individual to individual, we need to be able to ascribe to an authority that prescribes general ethical guidelines. However, sometimes general guidelines are not enough to guide us, and we need individual morality.

2. Its just inevitable that Psychologists' values will influence their contact with human beings. Therefore, sound individual morals are required.​

Outcome-oriented values; Psychologist values may not lead the value outcome of clients.
Process-oriented values; Psychologists may set the values for the process of interaction between Psychologist and client.

Ethics in Psychological Practice:
Shared Ethical Principles of Psychology:

Respect for the dignity, moral and legal rights of people.

Justice:

Fairness, rightness, equality
➟ Psychologists to treat people without unfair discrimination and favoritism.
➟ Different forms of Justice;

1. Procedural Justice: Behavior judged requires objectivity and fairness - the way in which decision-making is done should be consistent.

2. Distributive Justice: benefits, risks, costs - are shared equally.​

Fairness:

Impartial and just treatment or behavior without favoritism and discrimination.

Autonomy:

➟ Competent people's right to freely and voluntarily make informed decisions pertaining to their lives.
➟ Important for people to have a sense of control.
➟ Shared decision-making, which presupposes that the client plays an active role in the process.

➟ Psychologists should respect people's dignity of risk - their right to make mistakes.
➟ Paternalism - the opposite of autonomy.

Coercion:

➟ Takes place when one person forces another to act or refrain from acting, under threat of severe deprivation.

Manipulation:

➟ A deliberate act of changing either the structure of the alternatives in the environment (environmental manipulation) or personal qualities affecting choice without knowledge of the person (psychic manipulation).

Persuasion:

➟ Form of interpersonal influence in which one person tries to change the attitudes or behavior of another by means of argument, reasoning or in certain cases, structured listening.

Facilitation:

➟ Easier for an individual to implement own choices or satisfy their own desires.

➟Psychologists are also autonomous, can refuse to see a person or be able to have differing values that a client.

Non-Maleficence:

Duty to not harm people
Minimize harm when it is unavoidable
➟ Cannot avoid all harm though;

➟ Might use reckless methods
➟ Might lack foresight
➟ Might lack ability
➟ Intentional or unintentional harm​

➟ Need to understand the influence of individual and cultural differences on treatment.
Seek available resources as needed.
Should not take work beyond their skills and ability.

Characteristics of Psychologists:

Psychological health
Appropriate substance use
Integrity (honesty)
Prudence (good judgement)
Caring (respect, sensitivity).​

➟ Psychologist should ideally work under constant supervision.

Beneficence:

➟ The moral obligation of Psychologists to act for the benefit of others.
➟ Want promote the welfare of others.
➟ Achieve the greatest good for the largest number of people.
➟ Must respect client.
➟ Psychologists act when;

➟ Their actions help prevent harm
➟ It does not burden themselves.
➟ Benefit to person must outweigh negative impact to themselves.​

Rules of Beneficence:

1. Protect and defend the rights of clients.
2. Prevent harm from occurring to clients.
3. Remove conditions that will cause harm to clients.
4. Help clients who are in danger.

Veracity:

➟ Psychologist must guard against deceiving themselves and/or others and must be truthful.

Fidelity:

➟ The interests of clients take precedence over interests of others and Psychologists.
➟ Psychologists must therefore maintain rigid boundaries with clients and avoid any conflicts of interest with their clients and avoid exploiting them at any level.
➟ Psychologists are in a position of power;

➟ Knowledge
➟ Healing powers
➟ Intimate knowledge of client
➟ Clients have a dependency relationship with Psychologist​

Responsibilities:

➟ Reflects the responsibilities that Psychologists have towards a range of parties and entities but primarily to clients, society and profession.
Clients - primary responsibility
➟ Profession;

Not to harm clients
Respect for clients
➟ Behave in a way that will promote the profession
➟ Protect effectiveness of Psychological assessment
Supervising trainees
Doing research
➟ Act according to professional rules

➟ Psychologists should respond if they have reason to believe that their colleagues are;

Involved in criminal activities
Incompetent
➟ Practicing unethically

Society:

➟ Individual Psychologist and professional have responsibilities to society
➟ Only profession because society recognizes social functions/service of the profession.
➟ Profession must make sure that members do not harm society. That it contributes to a moral community.
➟ To use professional competencies to the benefit of society and its members.

Ethics 1
Health professions are based on a relationship of trust with patients.
➟ The term "profession" means a "dedication, promise or commitment publicly made."
➟ To be a health professional requires a lifelong commitment to good professional and ethical practices, and unreserved dedication to the good of fell human beings and society.
➟ The practice of health professions is a moral enterprise.

➟ An ethical code outlines the kinds of behaviors that are consistent with professional standards and also shows which behaviors violate standards.
➟ It has 2 distinct purposes:

1. Regulates inappropriate behavior.

2. To promote optimal behavior​

➟ A good professional code will assist Psychologists to stay out of trouble and also improve their professionalism and good practice.
➟ Difficult to design appropriate ethical code for Psychology as it is both a scientific and applied discipline.
➟ Psychology comprises of many different fields of professional activity;
[INDENT[
Education
Industrial/Clinical
Sport
Forensic
Neuro
Occupational
Research/Academic[/INDENT]

Core Ethical Values and standards for good practice:

1. Respect for persons:

➟ Respect patients or persons and acknowledge their intrinsic worth, dignity and sense of value.

2. Non-Malificence:

Do not harm or act against the best interests of patients, even when they conflict with the health professionals own interests.

3. Beneficence:

Act in the best interests of patients, even when there are conflicts with the health professionals' own interests.

4. Human Rights:

➟ Recognize that some interests of individuals may be so important that they acquire that they acquire the status of human rights in the form of either claims or freedoms to be respected by all.

5. Autonomy:

Honor patients' right to self-determination or to make their own informed decisions; living their lives by their own beliefs, values and preferences.

6. Integrity:

➟ Incorporate core ethical values and standards as the foundation for good and upright character and responsible practice.

7. Truthfulness:

➟ In professional relationships with patients, regard the truth and truthfulness as the basis of trust.

8. Confidentiality:

➟ In professional relationship with patients, treat personal or private information as confidential, unless overriding reasons confer a moral right to disclosure.

9. Compassion:

Be sensitive to and empathize with individual and social needs for comfort and support, and seek and create opportunities to translate emotions like feelings of sympathy or empathy into action.

10. Tolerance:

Respect the right of people to have ethical beliefs, as these may arise from deeply held personal, religious or cultural convictions.

11. Justice:

Treat all individuals and groups in an impartial, just and fair manner.

12. Professional Competence and Self-Improvement:

Continually endeavor to attain the highest level of knowledge and skill required within the health professionals' area of practice.

13. Society:

➟ Consistent with his/her professional abilities and standing in society, a health professional should strive to contribute to the betterment of society.

14, Privacy and Protection thereof

Ethical Reasoning:

➟Practical reasoning proceeds in 4 steps:

1. The problem; formulate the problem. Is there a better way of understanding it?

2. Information; gather all the relevant data (clinical, personal, social, etc)

3. Options; consider all reasonable options, choices of action under the circumstances

4. Moral assessment; weigh the ethical content of each option by asking the following:

What are the consequences of each option?
What are the most important values, duties and rights of the client/patient and his/her family and social group and which weighs the heaviest?
What are the weakness of your view?
Golden Rule; how would YOU want to be treated in the circumstances of the case?

General Ethical duties; what it means to have a duty:

➟ Ethical guidelines express duties.
➟ A duty is an obligation to do or refrain from doing something.
➟ If we have a duty to another person, it means we are bound to that person in some respect and for some reason.
➟ We owe that person something.
➟ Types of duties include;

1. Natural duties; general duties simply because we are members of the human community (like the natural duty to refrain from doing harm).

2. Moral Obligations (as professionals); are general duties we acquire by being qualified and licensed as professionals, as in, professionals entering into a contractual relationship with patients.

3. Duties in specific institutions or settings; like the duties of a doctor at a hospital.​

No duty is absolute or holds without exception irrespective of time, place and circumstance.
➟ Duties may conflict.
➟ We may not take duties lightly.

Ethics in Psychology:
➟ Psychologists are ALWAYS busy with legal-ethical decision making.
➟These decisions;

➟ Influence the welfare of people
➟ Have a certain outcome
➟ Influence the perception that people have of Psychologists

➟ One would expect that Psychologists make decisions based on deliberate, cognitive and non-emotive basis.
➟ Unfortunately, they make decisions rather automatically, intuitively and in a reactive manner with a few facts.
➟ Effective, but can lead to unnecessary mistakes.

Psychologists will be more careful in decision-making if:

➟ They know they will be held accountable.
➟ They know the decision might reflect negatively on them.

Psychologists are never detached from the decision-making process:

➟ Are active participants who not only get influenced but are influenced by the process.
Own subjective values, dispositions and emotions and therefore, tensions, will influence their perceptions, definitions and answers to problems.
➟ The social context also influences decision-making;

Expectations of clients
Expectations of the systems the client belongs to (family)
System to which the Psychologist belongs to (organization where they work).

➟ Systems are constantly changing
➟ Information given to Psychologist will always be incomplete.

Reasons for making WRONG legal-ethical decisions:

1. Rationalize behavior that is wrong
2. Lack a thorough conceptual understanding of the norms that govern professional practice - find it difficult to reconcile two rival systems (Law and Psychology).
3. Often incompetent.
4. Because of own emotions and dispositions

Emotions:

➟ Cover up mistakes when fearing consequences
➟ Feel sorry for client - the do something unethical
Personality flaws; take advantage of their position of trust

Peinecke Case:

➟ Counselled someone who disclose that his partner killed someone
➟ Long after that, Psychologist gets subpoena to appear in court regarding this
➟ Psychologist gets legal advise to disclose
➟ Client threatens Psychologist
➟ Psychologist burns all the notes

➟ Reality; Psychologist will take decisions intuitively
Avoid pitfalls by practicing in a professionally responsible legal-ethical way.

Professionally responsible legal-ethical practice;

1. Have knowledge and insight

2. Anticipate and recognize legal-ethical problems - minimize it

3. Have good problem solving skills.

4. Understand the personal (emotions, personality, values) and contextual factors (expectations of employer) that influence decision-making.

5. Work under supervision and consult if indicated.

6. Keep PROPER records of sessions and constantly monitor outcomes of decisions - take remedial steps where necessary.​


Unique Professional Activities:
Pharmaceutical Interventions:

➟ Controversial; have been used in the past to punish patients.
➟ Psychologists see patients more often that medical practitioners or Psychiatrists.
Psychologists in Namibia don't have prescription rights.

Psychological Testing:

➟ People who are assessed should get the following information before hand;

➟ The nature and purpose of testing
➟ Kind of data sought, how, where and for how long it will be stored
➟ Who will have access to the data
➟ What will data be used for
➟ The limits of confidentiality
➟ Information about the instrument itself
➟ Example what items look like
➟ What type of feedback will be provided​

➟ Psychologist should;

➟ Explain what their role is (to all parties)
➟ Explain the nature of their relationship to every person involved
➟ Explain what they offer
➟ Explain the risks associated with testing
➟ Explain what limits are set
➟ What data will be used for
➟ What the limits of confidentiality are

➟ Psychologists who administer tests must be;

Familiar with the issues to be addressed by the assessment.
Aware of the medical history and other assessments testee has taken
➟ Familiar with the validity and reliability of the test used
➟ Able to create optimal test environment

Feedback on Psychological Tests:

➟ Feedback should be meaningful, understandable and benefit the client.

Retention of data used:

➟ Should have written policy about retention of data
Data can only be used for the purpose for which it was gathered

Testifying as witness:

➟ Psychologists have poor legal-ethical knowledge
Do not know what is expected of witness
➟ Forensic Psychologists are paid to undertake specialist assessments of people or situations and to prepare reports to inform legal decision-makers
➟ Have to adopt a forensic mindset; strong ethic of justice; must be fair and objective
Own feelings, values and ideologies cannot interfere with professional activities
➟ Have to offer all data, to be very transparent, respect the rights and dignity of clients
➟ Boundaries are crucial

Competency:

➟ Most non-forensic Psychologists have no training in court, thus not competent to testify.
➟ Psychologists are often seduced into testifying about matters that are beyond their limits of expertise, which can lead to disciplinary action.
➟ Can mean a potential subpoena.
➟ Lawyers should know difference between therapeutic and forensic activities.
➟ Be careful about WHAT you record and HOW you record it

Subpoenas:

An order, issued by or with the leave of a court, that requires the person named in it to be present at a place and time for a specific reason.
➟ That reason, to provide specified documents, attend court and give oral testimony or both
No privilege exists between client and Psychologist, so failure to comply with a subpoena constitutes contempt of court and is deemed unethical.

Decision-Making:
➟ There are 3 reasons why Psychologists should make use of deliberate principles based on Decision-Making:

1. Kinney and Gollwitzer (1989) - people are more cautious with decision-making when they have to adhere to a prescribed model.

Forces Psychologists to be more rational, critical.
Limits Psychologist to be intuitive and emotional.

2. Psychologists will have written evidence to fall back on when called on by authorities to explain their decision-making process:

➟ Have to show that they intended good faith.
➟ Explain how they made their decision.
➟ Have to show the principles on which they base their decisions.
➟ Have to demonstrate that they applied the facts to the case to come to a fair, responsible and consistent decision.

3. Will help the Psychologist to feel at peace with the decision, even if the decision is tragic.

*All decision-making models have advantages and disadvantages, however most do:

1. Explore the problem by collecting relevant and accurate data.
2. Consider the context in which the problem manifests.
3. Reflect on the impact own emotions, dispositions and values may have.
4. Identify the principles that may be applicable.
5. Maintain a circular instead of a linear decision making process.​

Timing during Decision-Making:

➟ Make sure what is the urgency of the matter.
➟ If you do not take a decision - it is also a decision.
Always buy time and do not take rushed decisions.

Stages in Decision-Making Models:

1. Identify and describe the problem.

2. Collect more facts about problem and context.

3. Consider what factors (and how) may influence the decision-making process.

4. Identify and consider the applicable norm systems.

5. Think of several other ways to deal with the problem - as objective as possible. Consider each of these ways individually.

6. Decide on the best course of action.

7. Consult.

8. Implement the decision.

9. Assume responsibility for the consequences.

10. Record the process in detail.

11. If necessary, modify your practice to avoid a repetition of the problem.

Identification and description of the problem:

➟ Initial description is often tentative (circular process)
➟ However, an initial pinning down renders opportunity to ask more questions.

Collect more facts about the problem and context:

1. Data Collection:

➟ First information will be directly about the presenting of the problem.

Client narrative
Client culture
Violence and self-harm assessments
Refer for specialist assessment

➟ Information about the social context is important as other people might be affected by the decision.
➟ Psychologists should consider how personal circumstances might influence the decision.

To help
To please
Fear
Find client attractive

*Normative system should be considered - includes 6 norm systems (human rights, public morality, law, professional ethics, organizational rules and individual morality).

➟ Consider the Good Reasons Approach, it is a consequentialist approach that states that one should seek a balance between benefit and harm for all involved.
➟ Consider other cases
➟ Consider past experiences
➟ When employed, organizational policies/rules should be considered.

2. Assess the collected data:

➟ Is the information at hand adequate?
➟ Carson and Bain (2008) believe that one should only consider quantified data.
Accurate
➟ We work with a client's perception of reality, rather than with reality.
➟ Cannot go on what clients tell us.
➟ More accurate if clients says something that might disadvantage him/her.
Triangulate the data.

3. Consult:

Consult with knowledgeable and experienced people, but stay confidential and anonymous.
➟ Client's permission should be sought.

Purposes of Consultation:

➟ Getting legal, ethical or professional information that enhances decision-making.
➟ Use other professional as sounding board.
➟ Objectivity has a better chance (we work in the emotional business).

➟ Helps Psychologist to work through own emotions
➟ Consultation can take place at any time in the process, and more than once.
➟ Consultants should be chosen more carefully
➟ The Psychologist should choose someone they respect, feel comfortable with, trust and honest with person.

➟ A consultant can be subpoenaed to testify.

➟ It is only if the consultant is a lawyer, that information is privileged.. lawyers cannot be compelled to tell what they were told.
➟ If asked, consultant names should be disclosed in court.

4. Re-assess:

➟ Decision process is circular so reassessment is necessary.
➟ Information will always be incomplete.

Personal Decision Making:

➟ Psychologists who are impaired should not be working.
➟ 60% of American Psychologists admitted to be working, when they are not well.
Impairment = trauma, physical and mental illness, relationship problems, financial trouble, substances problems.

Physical Harm or Harassment:

➟ Half of American Psychologist report:

Threatened
Sexually harassed
Physically assaulted

➟ Found that the functioning of Psychologists who were victims, deteriorates.

➟ Must have contingency plans.
➟ Long hair, earrings, ties, spectacles, high heeled shoes = all dangerous.
Clear boundaries from the outset.
Do not share personal information.
➟ If Psychologist sees someone outside the office, inform other people.
Trust intuition.
Should know body language.
Every incident should be discussed with a supervisor.

➟ Factors that Psychologist should use in determining possible threats:

1. Diagnosis of mental state
2. Context of the behavior
3. [B]Frequency and persistence of the behavior[/B]
4. Own intuition about the behavior

Report incidents
Write incidents down

Burnout:

➟ 75% of Psychologists register distress
➟ 37% of the above indicate their work quality decreased.
➟ 5% says their work is inadequate.
Burnout = emotional exhaustion (irritability, cynicism and depersonalisation).

Characteristics of Well-Functioning Psychologists:

1. Interpersonal Support:

Contact with peers
Friends, family, spouse

2. Intrapersonal Activity:

Self-Awareness and Self-Monitoring
Self-Regulation

3. Professional and Civic Activity:

Involved in professional activities
Involved in civic activities.

4. Self-Care:

Make personal well-being a priority
Make professional development a priority

5. Coping with impairment:

Self-awareness
Peer assistance
Therapy
 
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Psychological Assessment:

Observation
Chapter 3
Introduction:

-While there are numerous ways in which individuals and systems can be assessed, they all have one thing in common - the process of assessment begins with the systematic observation of the phenomenon of interest.
-Observation is important because it is the first step in assessment, and also in the scientific process of generating knowledge.​

Casual Observation:

-Just casually looking at the phenomena.
-A random, non-specific way of observing or looking at phenomena.​

Systematic Observation:

-"Looking for" things.
-Focusing on specific situations, and trying to observe them from different perspectives.
-Try to establish patterns of behavior and relationship between phenomena.
-The fundamental difference between "looking at" and "looking for" can be summed up in 2 words, "So what?"
-However, Hermeneutic or Grounded Theory research is essentially the first stage of the scientific process, in that, the observers "look at" what is happening in order to generate a hypotheses that needs to be looked at more closely in a "looking for" process.
-Patterns and explanations.​

The ABC's of Observation:

1. Antecedents:

-Things that comes before.
-To understand how any systems work, and why it works as it does, we need to find out what led to the current situation.
-Look at person's track record, work history, disciplinary hearings, etc.

2. Behaviors:

-When we observe something, we need to focus on what is actually taking place at the time of the observation.
-Can be casual, or systematic, but must be clear about what we are looking at, and what constitutes a particular action.
-Important to draw up a checklist of behaviors so the seemingly similar behaviors are clearly identified to ensure that there is no confusion or overlap during the observation period.​

3. Consequences:

-Things that follow from the behaviors.
-We need to track behavior for long enough to determine what happens next.​

Ways of Categorizing the Observation Process:

Context:

-Refers to the setting in which the observations takes place;

1. Naturalistic Situation;

-Observers have little to no control over the situation.

2. Simulations;

-Things like team-building exercises or an assessment center, where carefully designed assessment tasks are introduced.
-Usually aimed to be close to real life situations.
-Include role-plays, driving simulators, simulating accidents, etc.

3. Artificial Situations;


-Place to be tested.
-May or may not be timed.
-No attempt to resemble real life.​

Observer Involvement:

1. Present and Involved:

-Observer interacts directly.

2. Present but not involved:

-Observer sits in the room and takes notes, or gives tasks, as sees how it is done.

3. Absent:

-Person is observed through one way mirror, or through a video.​

Intervention or Manipulation:

1. No Intervention:

-The observer simply watches what is happening and makes no attempt to influence the situation.

2. Minimal Intervention:

-The observer may influence the situation to a small degree, like introducing a problem into the observation setting, and seeing how the person will solve it.

3. Moderate Intervention:

-The observer or helper may begin to introduce more complex tasks, and see how these are managed.

4. Maximal Intervention:

-Testing is nothing more than the observation of a clearly defined sample of behavior in a tightly controlled situation, like a lab experiment or psychological testing.

-Various other combinations exist;

1. Naturalistic Observation without intervention:

-Simply watching the behavior of people or animals, without interacting.

2. Naturalistic observation with intervention:

-If Psychologist is looking for specific behavior patterns or reactions to particular situations, they may need to intervene to create particular situation that needs to be observed.

3. Observation in an artificial or simulated environment:

-Make sure artificial situation is as natural as possible.​

Use of Tools or Aids:

-Some observations may require specialized tools, for example a brain scan, psychological tests or computerized tests of cognitive functioning.
-In some cases, some kind of electronic data logger can be used to record the activities taking place, and their duration.​

Observation Schedules:

-One of the crucial aspects is to draw up an observation schedule, or sampling frame which specifies the aims of the observation, the frequency, duration and sequence of the observed behavior.
-A coding system can also be drawn up.​

Assessment as a form of research:

-All assessments involve;

1. Formulating a question
2. Designing the means to address the question.
3. Interpreting the results.
4. Making recommendations.
5. Reporting the results.

a) Formulating a question;

-Questions that are pertinent and relevant to the case, should be formulated.

b) Addressing the question - gathering data or information;

-Involves gathering background information and assessing the level of present functioning.
-Should investigate previous behaviors as reported in different documents and records.

c) Diagnosing or interpreting the results;

-From the information gathered, the assessment should attempt to establish what is causing the individual or system to behave in this (unacceptable) way.

d) Making recommendations;

-The assessor should use the gathered information and his professional knowledge to recommend what can be done to bring about change.

e) Reporting the results;

-The assessor should present the assessment results in a written report, or at a case conference.

Ethical Issues:

-Informed consent must be obtained.​

Psychological Assessment Chapter 4
Chapter 4: Developing a Psychological Measure:

Introduction:

#Survey:

-A series of questions, and to give the people involved a written document to complete.
-Testing is particularly useful when the characteristic is not clearly observable, but important for adequate functioning in a particular setting.
-A test is simply an intervention to make the characteristic observable - that is, it makes the invisible visible.

eg: A test is nothing more than a structured process for making what is basically invisible (a student's knowledge) into something that is visible and can be scored and judged ( the test result).
-Same with how iron fillings can be used to demonstrate the existence of a magnetic field.
-A Psychological test however, is a very carefully constructed and interpreted form of observation.​

Techniques used in Measurement:

#Speed Tests; how many relatively simple items can the person complete in a given time.

#Power Tests; how many items of increasing difficulty can the person complete, in a given time period. Test becomes more difficult as it goes on.​

Types of Content:

1. Verbal;

-Reasoning
-Analogies
-Understanding or Comprehension
-Knowledge
-Language
-Grammar
-Spelling

2. Numerical;

-Arithmetic
-Series

3. Symbolic:

-Mental transport, rotation and assembly
-What shapes go together, etc.

4. Codes:

5. Apparatus:

-Tracking
-Assembly
-Series

6. Narrative:

-Tell what is happening in the situation/​

Application Formats:

-Assessment can be administered in many ways;

1. Pencil and paper.
2. Card sorting (sorting things into piles).
3. Manual (fitting objects together to make a whole, like a jigsaw puzzle).
4. Computer based.
5. Adaptive Testing

#Psychometric Tests;

-Have been designed to measure one or a small number of dimensions, the points for the answers given can be added together to make a single score.​

Steps when developing a Psychological Measure:

1. The Planning Phase:

a) Specify the aims of the measure:

1. The purpose of the measure; what can the measure do, why does it exist, what is its purpose.

2. Characteristics being assessed; what are the characteristics involved, the ones being looked at.

3. Use of the results; what will the results be used for.

4. Population; who is the population being assessed.

5. Individual or Group assessment; will it be for individuals, or for groups.

6. Paper or Computer based assessment

7. Normative, Ipsative or Criterion-referenced measure

b) Define the content of the measure;

1. Operational definition; how YOU define the measure

2. Cultural Sensitivity; how this aspect is handled

3. Understanding

c) Develop a test plan;

1. Stimulus (to which test takers respond); what is the stimulus

2. Mechanism (for response)

3. Items;

-Open-ended items
-Forced-choice items
-Sentence-completion
-Performance-based items

4. Objective Formations and Subjective Formations (responses)

5. Speed and Power tests

6. Length, language and bias.​

2. Item Writing:

a) Write the items;

1. Use concise and clear language.
2. Use the appropriate vocabulary.
3. Avoid ambiguity.
4. Multiple Choice
5. True and False items
6. Should be content appropriate

b) Review the items;

1. Experts to review the items.​

3. Assemble and pre-test the experimental version of the test;

1. Arrangement of items

2. Finalize the length of the measure

3. Answer protocol (answer sheet) helpful when scoring.

4. Develop administration instructions.

5. Pre-test the experimental version of the measure.​

4. Item Analysis Phase;

1. Determine item difficulty

2. Determine discriminating power

3. Investigate item bias.

4. Identify items for the final pool.​

5. Revise and standardize the final version of the measure;

1. Reviews the items and test.

2. Select items for the final version.

3. Revise and standardize administration and scoring procedures.

4. Compile the final version.

5. Administer the final version to a representative sample of the target population.

6. Technical Evaluation and Establishing Norms;

1. Establish reliability and validity

2. Devise norm tables, setting performance standards and cut points.

7. Publishing and Ongoing Refinement;

1. Compile the test manual.

2. Submit the measure for classification.

3. Publish and market the measure.

4. Refine and update it continuously.

Evaluate a measure:

1. How long ago the measure was developed

2. The quality and appeal of the test material

3. The quality of manual content

4. The clarity of test instructions.

5. The cultural appropriateness of the instrument

6. The adequate psychometric properties

7. Nature of norm groups and recency of the norms

Answer Formats:

-There are various ways in which questions can be answered in Psychological Assessment;

1. Dichotomous Items;

-The simplest ways of assigning a value to any statement is to simply give one point for each item, indicating a response in the desired direction.
-One point for agree, and zero points for disagree.
-A yes or a no.
-Used in multiple choice questions.
-More appropriate if item is either yes or no, right or wrong.

2. Likert Scale;

-A range of possible responses that are arranged from highest to lowest
-Eg: Strongly agree > Agree > Neither agree nor disagree > Disagree > Strongly Disagree

-Allows for a broader range of responses.
-Appropriate when dealing with issues that involves feelings and opinions.
-More an ordinal scale, than an interval scale

3. Category Scale;

-Responses are categorized or defined.

4. Semantic Differential Scale;

-A series of semantic differentials or opposites (something Introversion and Extroversion).

5. Intensity Scale;

-Two extreme poles, no descriptors of categories in between
-Eg Not approachable at all................................................Highly approachable

6. Constant Sum Scale;

-Group different attributes to give you a specific one. all sub-totals add to the full total
-Compare aspects of different phenomena.
-Allocation of a fixed percentage of marks between different options
-Eg:
Nin 10
Gen 70
Tai 20
100

7. Paired Comparison Scale;

-Allocation of a fixed percentage of marks between different options (at a time)
-Eg: Nin 40 60
Gen 80 20
Tai 55 45

8. Graphic Rating Scale;

-Response options are displayed in graphics

9. Forced Choice Scale;

-Participants are forced to make a choice, based on options presented (usually in block form).

10. Ipsative Scoring

-Rank in order of preference, (self-referring)

11. Guttman Scale;

-Arrange items (descriptors) in an ascending order of preference, so that the endorsement of a particular item, probably endorses all items above and none of the items below.

Psychological Assessment;
Chapter 5
Reliability

Introduction:

-Reliability is a measure of the consistency with which the measure instrument measures.
-The consistency of a measure, to report similar results under similar conditions after different assessments.
-Reliability Coefficient is called the Cronbach's Alpha (denoted in a)

Why do Random Errors Occur:

1. The Test Itself:

-People may not understand all the items or the design of the item alternatives may be poor.

2. Test Administration:

-Failure to adhere strictly to time limits, noise or other distractions can affect results.
-A poor rapport between administrator and respondent can affect results.

3. Test Scoring:

-Strict or lenient markers can cause errors.
-As well as poor scoring and data capturing procedures.

4. Test Takers:

-Due to language barriers.
-Their mood can also have an influence on their responses.

*Obviously, the more standardized the assessment process and the scoring of the assessment is, the more reliable the technique will be.​

Forms of Reliability:

1. Test-Re-Test Reliability:

-Apply the same technique to the same group of people on two or more occasions.
-It is consistency in achieving the same result on different occasions, that lies at the heat of re-test reliability.
-Administering the same test to the same group of test takers, on different occasions and comparing the results of assessment 1 with assessment 2.

2. Alternate-Form Reliability:

-Administering two equivalent forms of the same measure to the same test takers on different occasions, and comparing the results.

3. Split-Reliability:

-Splitting the measure into half and comparing the coefficient of the two sets of scores.
-Even numbers together and uneven numbers together.

4. Inter-Item Consistency:

-The consistency of responses to all items in the measure.
-Making sure there is a relationship between items in a test.

5. Inter-Scorer Reliability:

-Consistency between raters (two test administrators, and the outcome of the test is compared).

6. Intra-Scorer Reliability:

-Consistency of ratings from one rater.
-Moderator for example, see if it is consistency marker.​

Factors Affecting Reliability:

1. Speed vs Power Tests:

-Speed test based on time, faster writers will do better than slower writers will do worse, even if their abilities are similar.
-Power tests are tests that become more difficult as they go.

2. Length of Scale:

-If the questionnaire is long, people will start ticking off answers to get done, making it less reliable.

3. Subjective Scoring:

-Scoring according to how you feel, personal opinion, etc.​

Chapter 8: Assessing in a Multicultural Context:

Introduction:

➟ Psychological Assessment is being applied to different cultural contexts, either in a single country or in different countries.
➟ Done because;

➟ Academic researchers may be interested in looking at universals of behavior across all groups.
➟ Interested in national group differences
➟ Interested in individual differences

Definitions of Culture:

➟ It is a shared meaning system, a shared pattern of beliefs, attitudes, self definitions, norms, roles and values.
➟ Cultural differences are best conceptualized as different patterns of sampling information found in the environment.

Emic and Etic Approaches:

➟ Terms derived from Linguistics, where Phonemics is the study of sound patterns in a particular social group and Phonetics is the study of universal sound patterns.

➟ One is often faced with the issue of whether differences in assessment score reflect group differences, or whether they reflect bias and other problems in the measuring technique.

The issue of Acculturation:

➟ It is the transition from one culture to another.
➟ It involves the Psychological adaptation of people (like migrants and minorities) to a new and different cultural setting, as a result of movement from and adjustment.
➟ The extent of the adaptation depends on;

1. The length of the residence
2. Generational status
3. Education
4. Language mastery
5. Social disadvantage
6. Cultural distance

➟ Also depends on the extent to which the individual wishes to adapt and integrate into the new culture.
➟Two basic models of Acculturation;

1. Uni-dimensional model; assumes that acculturation is a process of change in the direction of the mainstream culture.
Results in adaptation to the culture of destination.

2. Bi-Dimensional model; trend toward developing a bi-cultural identity or by retaining the original culture without extensively adjusting to the society of settlement.
➟ This is due to two factors:

1. The sheer magnitude of migration has allowed migrant populations to develop and sustain their own cultural institutions like education, health care and religion.

2. Because the Zeitgest of the assimilationist doctrine among existing cultures have been replaced with one that is more accepting of diversity in which the retention of various cultural institutions and behavior patterns by migrants is more readily accepted.

Cultural Adaptation; "Do I want to establish good relations with the culture of destination?"

Cultural Maintenance; "DO I want to maintain good relationships with my culture of origin?"

1. Integration; Characteristics of both cultures are maintained in a process of bioculturism (yes to both questions)

2. Separation; Migrants retain most elements of their original culture and generally ignore most aspects of the host culture (no to Cultural Adaptation and Yes to Cultural Maintenance).

3. Assimilation; Aims at complete absorption of the migrant into the host culture with the loss of most elements of the original culture (Yes to Cultural Adaptation and No to Cultural Maintenance).

4. Marginalization; involves the loss of the original culture without establishing ties with the new culture (No to both questions).​

Approaches to Cross-Cultural Assessment:

1. Apply:

➟ Instruments that have been developed in one particular social context can simply be applied to all groups across different sociocultural settings without checking the meaningfulness and psychometric properties like reliability and validity of the instruments.
➟ This approach adapts an assumption of universality, the view that these instruments retain their original properties in the new setting.
➟ Described as an etic approach, and is a form of "blind" application of an instrument in a culture that it has not been designed for.

2. Translate/Adapt:

➟ Existing tests and measures can be adapted and translated into the language of the target group.
Goes beyond a literal and even idiomatic translation in order to ensure the proper conceptual translation of the test material.

3. Develop culture-friendly tests:

➟ To develop instruments that are designed to measure the targeted construct in ways that are "user-friendly" in specific cross-cultural contexts.
➟ This was the idea behind the so-called "culture free, culture-fair" and "culture-reduced" tests.

4. Develop culture specific tests:

➟ Develop culture-specific tests/instruments from scratch to assess constructs that may be very different in the specific cultural setting.
➟ Particularly important when existing instruments have been shown to be invalid and unreliable and if they inadequately assess the particular construct in the "other" cultural group.
➟ Termed as an "emic" approach.​

➟ A test needs to be calibrated or "normed" for the population for which it is be used.

Forms of Bias:

1. Construct Bias;

➟ Occurs when the constructs are associated with different behaviors or characteristics across cultural groups.
➟ Like the differences between traits of leaders in individualistic Western countries and the more communistic countries.
Construct equivalence thus implies that the same construct is being measured across cultures and inequivalence occurs when the instrument measures a construct differently in two cultural groups when the concepts of the construct overlap only partially across cultures or when the measure identifies somewhat different constructs.

2. Item Bias;

➟ Also known as differential item functioning or DIF.
➟ Refers to the systematic error in how a test item measures a construct for the members of a particular group.
When a test item unfairly favors one group of examinees over another, the item is biased.
➟ When anomalies at the item level exist, item bias is detected, which point towards differences in the Psychological meaning of the items across cultures or the inapplicability of item content in a specific culture.
An item is deemed equivalent across all cultural groups when it behaves the same way in both cultures - that is - when item bias is absent.

3. Method Bias:

➟ Refers to the presence of nuisance variables due to the method-related factors.
Three types of method bias;

1. Incomparability ability of samples on aspects other that the target variable can lead to method bias.

2. Method bias also refers to problems that relates to the assessment materials used (instrument bias).

3. Arises from the manner in which the assessment is administered (administration bias)

Forms of Equivalence:

➟ Equivalence is essentially the absence of bias - that is, the systematic but irrelevant component of the observed scores - and is the extent to which any measure yields the same results across different groups and is able to correctly identify individuals and groups possessing equal amounts of the attributes concerned, and to correctly distinguish between people and groups with different amount of the attribute.

➟ Individual test items and the test as a whole should not vary in the levels of difficulty or intensity, when the groups are known to be similar.
➟ Equivalence is thus achieved when the assessment behaves in a similar way across cultures as show by a pattern of high correlations with related measures and low correlation with measures of other constructs, as would be expected from an instrument measuring a similar construct.
➟ Is an "emic approach"
➟ Three kinds of equivalence has been identified;

1. Construct Equivalence:

➟ Also called structural equivalence and functional equivalence.
➟ Indicates that the same construct is measured across all cultural groups studied, even if the measurement of the construct is based on identical instruments across all cultures.
➟ It thus implies that the construct is universal (cultural independent) and is measured with a given instrument with equal validity in the different socio-cultural groups.
➟ It assumes the similarity of the underlying Psychological construct in the various groups, a view that is associated with an "etic" position.

2. Measurement Unit Equivalence:

➟ Obtained when two metric measures have the same measurement unit but have different origins.
➟ Difference between 2 scales (scores) are the same in quantity or magnitude.

3. Scalar Equivalence:

➟ Also known as full-scale equivalence.
➟ This level of equivalence is obtained when the two measures have the same measurement unit and the same origin.
➟ These values need to be demonstrated empirically.
➟ Full-scale equivalence uses the same scale across cultures, thereby maintaining the same unit of measure.
➟ Naturally, such equivalence can only be achieved if scales are universally used and accepted to hold the same universal meaning (eg: Like Degrees Celsius).
➟ It is thus the highest level of equivalence, as it requires equivalence at both construct and measurement levels.​

Detecting Item Bias:

➟ Differential Item Functioning (DIF) is perhaps the most important indicator of non-equivalence of assessment items/tests and of bias.

➟ An items shows DIF if individuals having the same ability but from different groups, do NOT have the same probability of getting the item right.

➟ DIF Analysis is a means of identifying unexpected differences in performance across matched groups of testees by comparing the performance of matched reference and focal groups.
➟ eg: When people with equivalent overall test performance but from different groups, have different probability or likelihood of answering an item correctly.

➟ Can be demonstrated via judgemental techniques, and various forms of statistical analysis (Parametric and Non-Parametric).

Judgmental Techniques:

➟ Rely on the degree to which two or more experts in the area agree that the measures are similar.
➟ Experts who are familiar with both the culture of origin and the target culture, who inspect the items for culture and linguistic equivalence.
➟ Techniques include;

1. Forward translation; done when a measure is translated from source language into target language by a person or group of people, who are experts in both languages. People from the target language are then asked to complete the measure and are questioned by experts about their responses.

2. Back translation; the test is translated into the target language but it is then re-translated by an independent expert, back into the source language.
Once the process is completed, the final back-translated test is compared to the original version. Its then "tried out" with a sample of participants.​

Method Bias:

➟ Assessments can be administered in many ways, including;

➟ Interviewing
➟ Pencil and paper
➟ Card sorting
➟ Manual
➟ Computerized-testing including adaptive testing​

➟ Method or instrument bias can occur when there are different formats used in a cross-cultural context.

Detecting Method Bias:

1. Triangulation:

➟ When different measures are used to assess the same construct.

2. Measures of Response Sets:

➟ Involves the measurement of social desirability or another response set.
➟ Should the scores vary across different cultures assessed, assessment is behaving differently in different contexts.

3. Non-Standard Administration:

➟ Administering the instrument in a non-standard way, soliciting all kinds of responses from a respondent about the interpretation of instructions, items, response alternatives and motivations for answer.
➟ Provides an approximate check on the sustainability of the instrument in the target group.​

Addressing Issues of Bias and lack of Equivalence:

➟ All psychological assessment require the assessors to demonstrate the reliability, validity and fairness of the techniques used.
➟ Equivalence needs to be demonstrated as well.
➟ Actions should or can be taken to REDUCE or PREVENT low levels of equivalence from occurring at various stages of the assessment process;

1. At the Design Stage:

1. Decentring:

➟ Cultural decentring means that an instrument is develop simultaneously in several cultures and only the common items are retained for the comparative study.
➟ Making items suitable for a cross-cultural context in this approach often implies the use of more general items and the removal of specifics, like references to places and currencies, when these concepts are not part of the construct being measured.
➟ Is essentially an adaptation approach.

2. Convergence:

➟ Instruments measuring similar constructs are developed independently within cultures and the various instruments are then administered across the various cultures.
➟ Essentially a process of assembly then adaptation.​

2. At the Implementation Stage:

➟ Because the interaction between administrators and respondents can be a significant source of error variance, the right administrator/interviewers should be selected so that respondents feel at ease and do not experience cultural barriers.
➟ Important source of inequivalence that arises during implementation stage is method bias (refers to problems caused by the manner in which the study is conducted; method related issues).
➟ 4 types of method bias are identified;

1. Sample bias
2. Instrument bias
3. Response sets
4. Administration bias

1. Sample Bias:

➟ Arises when sample parameters differ systematically between the people being assessed and those for whom the assessment was initially developed.
➟ These differences may be the result of educational levels, urban versus rural residency, and religious affiliation or even intensity of religious belief.

2. Instrument Bias:

➟ Arises when the assessment method used, behaves differently across different groups.

3. Response Sets:

➟ Refers to the systematic differences in the tendency to respond in particular ways.
➟ These need to be identified early and response formats adjusted accordingly.

4. Administration Bias:

➟ Is a form of method bias that comes about as a result of various administration practices and conditions (data collection modes, class size), ambiguous instructions, interaction between administrator and respondents and communication problems (language difference, taboo topics, etc).
➟ To minimize it, a standardized administration protocol should be developed and adhered to by all assessors.
➟ Establishment of rapport between administrator and those being assessed is important.​

Strategies to reduce bias in cross cultural assessment;
Construct Bias ➟ Decentering and Convergence Approach

Construct/Method Bias ➟ [/INDENT]Use of informants with expertise in local culture and language.
➟ Use of samples of bilingual subjects
➟ Use of local surveys
➟ Non-standard instrument administration (thinking out loud)[/INDENT]

Method Bias ➟
Extensive training of administrators (increasing cultural sensitivity)
➟ Detailed manual/protocol for administrating, scoring and interpretation.
➟ Establishing rapport through cultural sensitivity and practice terms.
➟ Detailed instructions
➟ Addressing sample issues
➟ Use of test-retest, training and/or intervention studies.​

Item Bias ➟
Judgmental methods of item bias detection.
➟ Psychometric methods of item bias detection.
➟ Error or Distracter Analysis.​

3. At the Analysis Stage:

➟ To show existence of bias at analysis stage;

1. Exploratory Factor Analysis (EFA):

➟ Can be used to check and compare factor structures.

2. Confirmatory Factor Analysis (CFA):

➟ Better approach than EFA, as a good fit between the twp factor structures suggest that there is a high level of equivalence across the cultural groups.

3. Differential Item Functioning (DIF):

➟ Can be used to identify anomalous items if a discrepancy exists between the two groups.
➟ Recall that DIF indicates that respondents from different groups have different probabilities of getting an item correct or endorsing an item, after matching on the underlying ability or latent trait that the item is intended to measure.​

Chapter 9: The Assessment Process
Introduction:

➟ To be fair to everybody being assessed, it is essential that the whole process, from the choice of techniques through to the administration, scoring and interpretation of results be as uniform as possible.

Important Standardization Procedures:

➟ To be sure it is fair, we need to ensure that the assessment process is controlled and as similar for everyone as possible.
➟ Assessment process can be divided into 3 main stages:

1. Before the testing session begins (preparation).

2. During the testing session (introduction, instructions, time limits, and dealing with questions and problems).

3. After the session (scoring and test security)

Preparation:

➟ Preparation for any assessment session involves ensuring that all the required materials are available and that the venue is appropriate for the assessment. The following aspects needs special attention:

1. Choice of techniques and sequence:

➟ Make sure that everyone is assessed using the same techniques in the same order.
➟ Generally start off slowly, causing results of earlier techniques to be less valid than the later ones.

2. Materials:

➟ Should be in good condition and the same for everybody being assessed (same difficulty).
➟ Administrator should make sure that he has enough booklets, answer sheets, pencils, erasers, all in good working conditions. Stopwatch, if exercises are timed.

3. Instructions:

➟ The administrator should be thoroughly familiar with the instructions and must adhere to them as close as possible, and consent of participants must be given too.

4. Venue:

➟ Should be well illuminated and comfortable.
➟ Must be adequate for the number of people being assessed.
➟ Should be free of distraction or noise.
Cellphones must be switched off.​

During Testing Session:

1. Establishing Rapport:

➟ Through welcoming participants, introducing yourself and the purpose and methods of the session.
House rules should be given through.
Consent forms should be signed.

2. Ensure that test instructions are understood:

➟ May require you to repeat them
➟ May slightly help the participants if they don't understand something.
Reasonable accomodation (help people with specific needs).

3. Monitoring:

➟ Should walk around and ensure that answers are being completed in the correct fashion.
➟ Ensure that people don't copy from each other.​

On the completion of the assessment:

1. Collecting the material:

Collect the material and pack it away safely.
➟ Ensure that all materials are returned and that there are no markings in the booklet.

2. Security of material:

➟ Carefully stored in a safe place, where no one without authorized access can get it.
➟ Done to ensure the validity and integrity of the test material is not compromised.

3. Scoring:

Carefully and accurately done.
➟ Must be checked by a second person to ensure accuracy.
➟ Especially necessary if items were scored subjectively.​

Interpretation of results;

➟ Depends on the use of appropriate norms.
➟ Limited to properly qualified Psychologists.

Feedback of results;

➟ Final stage, to provide feedback of the assessment.
Given directly to individuals
➟ Not to be given actual numbers but rather just state whether they were above average or average.

Confidentiality of the results;

Results should be treated as confidential and should not be made accessible to unauthorized persons.

Dealing with special situations:

➟ Like people with disabilities, or people with low levels of literacy.
➟ The principle of reasonable accomodation; process of bending the rules slightly to accomodate the person's disability while at the same time, not affecting the outcome of the assessment in any way.
➟ Include;
1. Language
2. Physically disabled
3. Hard of hearing
4. Visually impaired​

Setting and keeping ethical standards:

The choice of techniques;

➟ Know the strengths and limitations of techniques chosen
➟ Base all decisions of a wide source of information as is feasible
➟ Be properly trained in the use of the various tests.
➟ Take into account the biases
Regularly update your knowledge in the area

The rights of people being assessed:

➟ Have the right to know how and why they are being assessed
➟ Have the right to confidentiality
➟ Have the right to know what the data will be used for
➟ Have the right to be protected from stigmatization due to the test results
➟ Have the right to expect feedback.

Statutory Measures in place;

Why should the use of Psychological assessments be controlled?

➟ It should be administered, interpreted and used by a qualified competent assessment practitioner.
➟ Feedback should be conveyed in a sensitive and powerful manner.
➟ There should be restricted access and use of the test materials.
No premature release of the test material
No access to general public - invalidates assessment.

How to control assessment?

Statutory control
Categories of psychological professionals
Classification and evaluation of Psychological measures
Professional board for Psychology and protection of the public (HPCNA and PAN)

Chapter 14: Assessment Centres

Introduction:

Definition of Assessment Centres:

➟ Is a process for assessing a number of attributes and competencies using a wide range of assessment techniques in a multi-method, multi-trait and multi-observer process.
➟ An assessment centre is an assessment process that involves multiple exercises and multiple assessors to rate an assessee's performance on a series of job-related competencies.
➟ Seen as a large-scale replication of a job that requires test-takers to solve typical job related problems by role-playing or to demonstrate proficiency at job functions like making presentations of fulfilling administrative duties.
➟ Used for assessing job-related dimensions like leadership, decision making, planning and organizing.

➟ It refers to a technique not a place.
➟ It involves 5-8 candidates and 3-4 observers, and lasts about 3-4 days.
Results from assessment centres used to identify strengths and weaknesses of the candidates with a view to selection or promotion.
➟ They are given the full description of competency profile and guidelines on how to improve performance in relevant areas.

Advantages of Assessment Centres:

1. They are competency based and therefore job related.

2. They are organizationally relevant because exercises are tailored to meet organization and industry needs.

3. They are based on real-life situations typical of those likely to be found in the work situation (face validity).

4. They use properly trained observers.

5. They score different exercises for different competencies using different assessors, and combine these scores to give a single overall score, so it is a process of triangulation.

6. It is relatively culturally fair.

7. It provides further training for both participants and observers.

8. It is defensible in court as it based on job and competency needs.

Disadvantages of Assessment Centres:

1. They are labor intensive.

2. They are time consuming.

3. They require specifically trained assessors.

4. They are expensive to develop and validate, costly to implement.

5. They remove participants and observers from a workplace for several days, requiring substitutes to be found for this period.​

What do Assessment Centres measure?

1. Knowledge (job and industry specific; general)

2. Skills (cognitive and professional; analytical, leadership, decision-making, job specific).

3. Aptitudes (ability and/or potential to learn)

4. Attitudes (commitment, loyalty)

5. Motivation (need for achievement, perseverance)

6. Personality (openness; conscientousness; attention to detail; creativity; stress management).

7. Social skills, intelligence and styles (management styles; team role and styles).

8. Values

Examples of Assessment Centres:

1. In-Basket exercise (IB):

➟ Simulation in which each candidate is required to work through a typical managers' in-tray, and to make various decisions about department or organization.

2. Role-Play (RoleP):

➟ Used to identify a person's interpersonal skills.
➟ Has to deal with a problem client for example.

3. Various Written Exercises (Writ):

➟ To determine a person's ability to think strategically and lay out document in a logical manner.

4. Oral Presentation (Oral).

Chapter 15: Computer-Based and Internet-Delivered Assessment:
Introduction

➟ Computers and computer technology are used in assessment to:

➟ Design tests more effectively.
➟ Scores tests more accurately and in shorter time.
Interpret test results according to rules and hypothesis.
Generate tests reports.
Deliver tests over the internet.​

Computer-based test; refers to a test that is administered and scored using a computer.

Computerized Adaptive Testing (CAT):

➟ A special type of computer based testing, which uses a set of statistical procedures that makes it possible to tailor the test for the individual being assessed on the basis of their responses, and which allows for more efficient and accurate measurement.

Computer-based test interpretation (CBTI):

Aid assessment practitioners in interpreting test performance and provide hypotheses relating to understanding the test-taker better, making a diagnosis and suggesting treatment possibilities.

Internet-delivered testing (IDT):

➟ Represents a method of administrating computer-based tests via the World Wide Web.

Advantages of Computer-based and Internet-deliver Assessment:

More efficient design of tests
Individually tailored tests
Large scale testing
Instant reporting
Reduces test administrator bias
Differently abled test takers
Lesser test administrators

Disadvantages of Computer-based and Internet-delivered Assessment:

Lack of security
➟ Problems with confidentiality
➟ Reports require clinical skills
Scoring routines may have errors
High costs
Computer phobia
Lack of computer sophistication
Internet connectivity

Good practice guidelines:

➟ Ensure that practitioners themselves have the competence to use computer-based and internet-delivered tests.
➟ Establish potential utility of computer-based tests.
➟ Choose a technically sound test.
➟ Check for equivalence of computer-based and paper-based versions.
Prepare test-takers appropriately through practice tutorials.
Verify identity of test takers.
 
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"Never overreach your limits...! Make your move only when you're 100% positive you can make the kill. Otherwise, bide your time...!! It's foolish to show your hand when the odds are against you."


Basic Information | 基本情報
Name: Silva Zoldyck
Nickname: Shiruba Zorudikku
Gender: Male
Age: 46
Clan: Gyojin​

Looks | 見える

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Silva is a tall, muscular man in extremely good physical condition. He has long, silver-blond hair with blue cat-like eyes, and is always dressed in a sleeveless or short-sleeved shinobi shōzoku outfit and wears a pair of wristbands.​

Personality | 個人性

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Silva is a stoic, calm, and pensive person. Despite being a cold assassin to the core, he doesn't seem to be entirely devoid of compassion.​

Village Information | 村の情報

Village of Birth: N/A
WSE Clan: N/A​

Rank and Chakra Information | ランクチャクラ

Ninja Rank: Jounin
Specialty: Damage Resistance | Increased Speed Specialist | Apex Speed Specialist | Renewal Taekwondo

Elements:

➠ Earth - Mastered
➠ Fire - Mastered
➠ Lightning - Mastered
➠ Water - Mastered
➠ Wind - Mastered
➠ Rain - Mastered
➠ Cork - Creator/Mastered

Your ninjutsu:

➠ Ninjutsu - Mastered
➠ Genjutsu - Mastered
➠ Taijutsu - Mastered
➠ Kenjutsu - Mastered
➠ Fuuinjutsu - Mastered
➠ NB Taijutsu (w/Restricted) - Mastered
➠ Leg Weights - Mastered
➠ Eight Inner Gates - Training
➠ Fishman Karate - Mastered
➠ Draco Lizard Contract - Mastered/Owner
➠ Snake Contract - Mastered






Background Information | 背景情報

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Insert History here​

Other | 能力

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Theme Song and Background Music


Battles | 戦い

Won: None
Lost: None​
 
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Psychological Intervention and Human Resource Development

Chapter 1: Introduction to Organizational Development:
Burke's Definition of OD:

Organizational Development is a planned process of change in an organization's culture, through the utilization of behavior science, technology, research and theory.

French's Definition of OD:

Organizational Development refers to the long-range effort to improve an organizations' problem solving capabilities and its ability to cope with changes in its external or internal environment with the help of behavioral-scientist consultants.

Beckhard's Definition of OD:

Organizational Development is an effort (1) planned, (2) organization wide, (3) managed from the top, (4) increase organization effectiveness and health through (5) planned interventions in the organization's processes using behavioral science knowledge.​

Beer's Definition of OD:

Organizational Development is a system-wide process of data collection, diagnosis, action planning, intervention and evaluation, aimed at;

1. Enhancing congruence between organizational structure, process, strategy, people and culture.

2. Developing new and creative organizational solutions.

3. Developing the organizations' self renewing capacity.

-It occurs through collaboration of organizational members, working with a change agent, using behavioral science theory, research and technology.​

Definition of OD:

A system-wide application and transfer of behavioral science knowledge, to the planned development, improvement and reinforcement of strategies, structures and processes that lead to organizational effectiveness.​

➟ OD is mostly known for its attention to the process of change.
➟ It addresses the effective implementation of planned change.
➟ It supports values of human potential, participation and development, in addition to performance and competitive advantage.
➟ Development is concerned with the transfer of knowledge and skill, so that the system is more able to manage change in the future.


Change management on the other hand, focuses more narrowly on cost, and quality. It does not necessarily require the transfer of these skills.
Organizational Change is a broader concept than OD.
➟ It can be applied to any kind of change, including technical and managerial innovations or organizational decline.​

History of OD:

➟ OD emerged from 5 stems or major backgrounds;

1. Laboratory Training (the so-called T-Groups)

➟ People are put in small unstructured group activity where participants learn from their own interactions and evolving dynamics about issues like interpersonal relations, personal growth and leadership.
➟ Observers then discuss what behaviors and group dynamics they have observed.
Feedback about group interaction can then be provided, and group building processes can commence.
➟ The practical aspect of T-Group techniques are known as Team Building.

Team Building; a process for helping work groups become more effective in accomplishing tasks and satisfying member needs.
➟ It is one of the most common and institutionalized forms of OD.​

2. Action Research/Survey Feedback:

➟ Scientists found that research needed to be closely linked to action, if organization members were to use it to manage change.
➟ Has to do with collecting research data about an organizations' functioning, to analyze it for causes of problems and to devise and implement solutions.
➟ After implementation, further data is collected to assess the results and the cycle of data collection and research is often continuous.
Feedback is given to task groups, who can discuss the data.
➟ The research results can result in guiding action and change in the organization.​

3. Normative Background:

➟ Has to do with the belief that a human relations approach represents a one best way to manage organizations, like;​

A. Likert's Participative Management Program;


➟ Program characterized organizations as having of 4 types of managements systems;

1. Exploitative Authoritative Systems;

➟ Exhibits an autocratic, top-down approach to leadership, employee motivation based on punishment and occasional rewards.
Decision-making and control reside at the top of the organization.
Results in mediocre performance.

2. Benevolent Authoritative Systems;

➟ Similar to first system, but management is more paternalistic.
Employees allowed a little more interaction, communication and decision-making within boundaries, defined by management.

3. Consultive Systems;

➟ Represents increased employee interaction, communication and decision-making
➟ Although employees are consulted about problems and decisions, management makes final decision.
➟ Productivity is good, and employees are moderately satisfied with the organization.

4. Participative Group Systems;

Opposite of system 1.
➟ Fosters high degrees of member involvement and participation.
➟ Work groups are highly involved in setting goals, making decisions, improving methods and appraising results.
➟ Communication occurs laterally and vertically.
➟ Achieves high levels of productivity, quality and member satisfaction.​

B. Blake and Mouton's Managerial Grid;

➟ The managerial grid originated from research about managerial and organizational effectiveness.
➟ In it, the individual's style can be described according to their concern for production and concern for people (has to do with managers that have high concerns for these 2 dimensions).
9, 9 = most effective in overcoming communication barriers to corporate excellence.
➟ The so-called 1, 9 managers have a low concern for production and a high concern for people.
➟ On the other hand, the 9, 1 managers have a low concern for people and a high concern for production.

➟ The grid has two key objectives;

1. To improve planning
2. Help managers gain the necessary knowledge and skills to supervise effectively.

➟ It contains 6 phases;

1. A one week programme where participants analyze their personal style and learn methods of problem solving.
2. Consists of team development.
3. Involves inter-group development.
4. An ideal mode of organizational excellence is developed.
5. The model is implemented.
6. Consists of an evaluation of the organization.​

4. Productivity and Quality-of-Work-Life Background:

➟ Involves the joint participation by unions and management in work design. Thus, employees gave high levels of discretion, task variety and feedback.
Self-managing work groups are a form of this approach.

QWL = people's reaction to work, also as specific techniques and approaches used for improving work and viewed as synonymous with methods like job enrichment, self-managed teams, and labour management committees.


Quality circles; groups of employees trained in problem-solving methods that meet regularly to resolve work environment, productivity and quality control concerns and to develop more efficient ways of working.
➟ Continues under the banner of EI (employee involvement) which is the growing emphasis on how employees can contribute more to running the organization, so it can be more flexible, productive and competitive.​

5. Strategic Change Background:

➟ Involves aligning organization environment, strategy and organization design.
➟ SC interventions include efforts to improve both the organizations relationship to its environment and the fit between technical, political and cultural systems.
➟ The need for SC is usually triggered by major disruption to the organization like technological breakthrough or a new CEO.
➟ SC involves multiple levels of the organization and a change in its culture.
➟ Implementing SC requires OD practitioners to be familiar with competitive strategy, finance, marketing, team-building, action research and survey feedback.

Chapter 2: The Nature of Planned Change
1. Theories of Planned Change:

1. Lewin's Change Model;

➟ Kurt Lewin expressed "change" as a modification of those forces keeping a system's behavior stable.
➟ He is of the opinion that at a particular set of behaviors at any specific time, is the result of two groups of forces; those striving to maintain the status quo and those pushing for change.
➟ When both those forces are equal, the organization is in a state of "quasi-stationary equilibrium".
To change it, one can increase the forces pushing for change, decrease the forces maintaining the current state, or apply some combination of both.

Example; ➟ The level of performance of a work group might be stable because group norms maintaining the level are equivalent to the supervisors pressure for change at higher level.
➟ This level can be increased either by changing the group norms to support higher levels of performance or by increasing supervisor pressures to produce at higher levels.

➟ Lewin is of the opinion that modifying those forces maintaining the status quo produces less resistance than increasing forces of change, and consequently, is a more effective change strategy.
➟ Lewin's perspective involves 3 steps:

1. Unfreezing; involves reducing those forces maintaining the organizations' behavior at its present level. Members can be motivated to engage in change when shown discrepancies between desired behavior and behaviors currently exhibited.

2. Moving; behavior is lifted to a new level. Involves developing new behaviors, values and attitudes through changes in organization systems like structures and processes.

3. Re-freezing; organization is stabilized at a new state of equilibrium. It is frequently accomplished through the use of supporting mechanisms that reinforce the new organizational state like organizational culture, norms, policies and structures.​

➟ This model provides a general framework for understanding organizational change (for example, it is used to explain how information technologies can be implemented more effectively).

2. Action Research Model:

➟ Focuses on planned change as a "cyclical process" in which initial research about the organization provides information to guide subsequent action. Then, the results of the action are assessed to provide further information to guide further action and so on.
➟ This iterative cycle of research and action involves considerable collaboration among organization members and OD consultants.
➟ It places heavy emphasis in data gathering and diagnoses prior to action planning and implementation, as well as careful evaluation of results after action is taken.
➟ It presents 8 steps;

1. Problem Identification ➟ Someone with power in the organization identifies the problem.

2. Consultation with behavioral science expert ➟ OD practitioner and client assess each other. Shares assumptions and values.

3. Data gathering and preliminary diagnosesGathering and analyzing information by OD practitioners to determine underlying causes of organizational problems.

4. Feedback to key client or groupFed back to client usually in a work team meeting, help members determine strengths and weaknesses of organizations under study.

5. Joint Diagnoses of problemMembers discuss feedback and explore if they want to work on identified problems. Summarized and used or frame of reference.

6. Joint planning action ➟ OD practitioner and client members jointly agree or further actions to be taken; like Lewin's second stage.

7. Action ➟ Involves the actual change from one organizational state to another, may include installing new methods and procedures, reorganizing structures and work design & reinforcing new behavior.

8. Data gathering after actionMeasure and determine effects of action and feed results back to organization. Because it is cyclical, may lead to re-diagnoses and new action.​

3. Positive Model:

Focuses on what the organization is doing right, while others focus in its problems.
Helps members understand their organization when its at its best, and builds off those capabilities to achieve even better results.
➟ Model is supported by research on expectation effects that is based on the premise that positive expectations about organization can create an anticipation that energizes and directs behavior toward making those beliefs happen.

Applied to planned change through a process called Appreciative Inquiry (AI).
➟ AI encourages a positive orientation to how change is expressed and managed. It promotes member involvement.
➟ It has 5 stages;

1. Initiate the inquiry - determines the subject of change and emphasizes member involvement to identify organizational issues that they have the most energy to address.

2. Inquire into the best practice - involves gathering information about the "best of what is" in the organization.

3. Discover the themes - members examine the stories and identify a set of themes representing the common dimensions of people's experiences. Provide the basis for moving from "what should be".

4. Envision a preferred future - members then examine the identified themes, challenge status quo, and describe a compelling future. The vision becomes a statement of "what should be".

5. Design and Deliver - involves the design and delivery of ways to create the future. Create activities and plans necessary to bring about the vision. Proceeds to action and assessment phases; as members make changes, assess the results, make necessary adjustments and move organization towards vision.​

Comparison of Change Models:

➟ They overlap in that implementation of organization change is preceded by a preliminary change (unfreezing, diagnoses or initiate the inquiry) and followed by a closing stage (refreezing or evaluation).
➟ Three approaches emphasize the application of behavioral science knowledge; involve members in change process and recognizes any interaction between consultant and organization constitutes an intervention.
Lewin's model differs from the other two in that it focuses on the process of planned change, rather than specific OD activities.

➟ Lewin's model and Action Research emphasize the role of the consultant with relative little member involvement in the change process.
➟ While contemporary action research and Positive Model treat both consultants and participants as co-learners in planned change.

Lewin's model and Action Research are more concerned with problems, rather than focusing on what the organization does well and leveraging those strengths.

2. General Model of Planned Change:

➟ It is important because it organizes and integrates the previous models into 4 sets of activities.
➟ These activities have broad applicability to planned change.
➟ The general model identifies the steps the organization moves through when implementing change and specifies the OD activities needed to affect to change. The 4 are;

1. Entering and Contracting;

➟ These events help managers decide whether they want to engage further in a planned change program and to commit resources to such a process.
Need to gather data to understand organizational problems or to determine positive areas for inquiry.
➟ These are then discussed with managers and others to develop contract or agreement to engage in planned change.
Contract spells out future change activities; resources that will be committed and how OD practitioner and organization members will be involved in the process.

2. Diagnosing;

➟ Focus is on understanding organization problems, including their causes and consequences or on collecting stories on the organizations positive attributes.
➟ Diagnoses includes choosing an appropriate model for understanding the organization and gathering, analyzing and feeding back information to managers and organization members about the problems or opportunities that exist.
Analyzes at three levels - organizational, group and individual level.

➟ Organizational issues = total systems
➟ Group-level issues = department and group effectiveness
➟ Individual level issues = the way jobs are designed and performed

3. Planning and Implementing Change;

➟ Organization members and OD practitioners jointly plan and implement OD interventions.
➟ They design interventions to achieve the organizations' vision or goals to engage in actions plans for purposes of implementation.
4 types of interventions can be explained;

1. Human Process Interventions at the individual, group and total systems level.

2. Interventions that modify an organization's structure and technology.

3. Human Resource Interventions that seek to improve member performance and wellness.

4. Strategic Interventions involve managing the organizations relationship to its external environment and the internal structure and process necessary to support a business strategy.

Implementing interventions includes motivating change, creating a desired future vision of the organization, developing political support, and managing the transition towards the vision and sustaining momentum for change.

4. Evaluating and Institutionalizing Change;

➟ Involves evaluating the facts of the intervention and providing feedback to organization members as to whether the changes should be continued, modified or suspended.
➟ Managing the institutionalization of successful change involves reinforcing the change through feedback, rewards and training.

3. Different types of Planned Change:

➟ Steps in planned change may be implemented in a variety of ways, depending on the clients' needs and goals, the change agent's skills and values and the organization's context.

1. Magnitude of Change;

a) Incremental Changes;

➟ Involve limited dimensions and levels of the organization
➟ Occur with the context of the organizations' existing business strategy, structure and culture and are aimed at improving the status quo.
➟ Like to solve common communication problems among members or low customer satisfaction scores.

b) Quantum Changes;

➟ Involve several dimensions like structure, culture, reward systems, information processes and work design.
➟ Can involve changing levels of the organization, ranging from management through departments to individual jobs.

2. Degree of Organization;

➟ In over-organized situations, various dimensions like leadership styles, job designs, organization structure, policies and procedures are too rigid and overly defined for effective task performance.
➟ In under-organized situations, these dimensions are poorly defined and fail to direct task behaviors correctly.

*OD practice in over-organized situations;

➟ Aimed at loosening constraints on behavior and to design features that liberate supressed energy, increase the flow of relevant information between employees and managers, and promote effective conflict resolution.

*Planned change in under-organized situations;

Aimed at clarifying leadership roles, structuring communication between managers and employees, and specifying job and departmental responsibilities.

3. Domestic vs International Settings;

➟ The cultural values that guide OD practice in the USA include a tolerance for ambiguity, equality among people, involvement, individuality, achievement motives and short-term time horizons for results.
➟ This culture embraces an OD process that encourages openness among individuals, high levels of participation and actions that promote increased effectiveness.

➟ In other societies, a different set of cultural values can operate and make the application of OD problematic.
➟ For example, the cultures in some societies are more hierarchial and status conscious, less open to discussing personal issues, more concerned with "saving face" and have a longer time horizon for results.

*All steps of Action Research Model can be followed in Namibia.

4. Critique of Planned Change:

➟ They are still in formative stage of development and there is room for improvement.
➟ Critics look at how planned change was conceptualized and practiced.

➟ For example, planned change is a long-term process but some organizations want quick fixes and some OD consultants oblige resulting in bad results.
➟ Critics suggest that current theories and models of Planned Change are;

1. Deficient in knowledge about how the stages of Planned Change differ across situations.

2. Unable to capture the disorderly and dynamic qualities of change.

3. Searching for better understanding of the relationship between Planned Change and organizational performance and effectiveness.​

➟ Some believe its because of inadequate OD practitioners, who had inadequate qualifications or stick only to one strategy.


Chapter 12: Restructuring Organizations
Contingencies influencing Structural Design:

1. Environment
2. Organization Size
3. Technology
4. Organization Goals
5. Worldwide Operations

Functional Organization:

Advantages:

1. Promotes skill specialization
2. Reduces duplication of scarce resources and uses resources full time
3. Enhances career development for specialists within large departments
4. Facilitates communication and performance because superiors share expertise with their subordinates.
5. Exposes specialists to others within some specialty.​

Disadvantages:

1. Encourages routine tasks, encourages short time horizons.
2. Fosters narrow perspectives by managers and limits capacity for top-management.
3. Multiplies interdepartmental dependencies; increases coordination and scheduling difficulties.
4. Obscures (not easily perceived) accountability for overall results.​

Divisional Organization:

Advantages:

1. Recognizes interdepartmental interdependencies.
2. Fosters an orientation toward overall outcomes and clients.
3. Allows diversification and expansion of skills or training.
4. Ensures accountability by departmental managers and promotes delegation.
5. Heightens departmental cohesion and involvement in work.​

Disadvantages:

1. May use skills and resources inefficiently.
2. Limits career advancement by specialists.
3. Impede specialists' exposure to others within the same specialty.
4. Puts multiple role-demands upon people and creates stress.
5. May promote departmental objectives as opposed to overall organizational goals.​

The Matrix Organization:

Advantages:

1. Makes specialized, functional knowledge available to all projects.
2. Use people flexibly.
3. Maintains consistency by forcing communication between managers.
4. Recognizes and provides mechanisms for dealing with legitimate, multiple sources of power.
5. Can adapt to environmental changes.​

Disadvantages:

1. Can be difficult to implement.
2. Increases role ambiguity, stress and anxiety.
3. Performance is lowered without power balancing between projects and functions.
4. Make inconsistent demands and can promote conflict and short-term crisis orientation.
5. May reward political skills over technical skills.​

The Process-Based Structure:

Characteristics of Process-Based Structures:

➟ Structure organized around the key process that define the work of the organization.
Work adds value - simplify and enrich work process.
Teams are fundamental.
Customers define performance - primary goal is customer satisfaction.
➟ Teams are rewarded for performance - team performance measurement.
Teams are tightly linked to suppliers and customers - direct relationship.
➟ Team members are well-informed and trained - work with a broad range of information (financial, policy, personnel, etc).​

Advantages:

1. Focuses resources on customer satisfaction.
2. Improves speed and efficiency.
3. Adapts to environmental changes.
4. Reduces boundaries between departments.
5. Increases ability to see total work flow.
6. Enhances employee involvement (EI)
7. Lower costs due to overhead.​

Disadvantages:

1. Can threaten middle managers and staff specialists.
2. Requires changes in command-and-control mindsets.
3. Duplicates scarce resources.
4. Requires new skills and knowledge to manage lateral relationships and teams.
5. May take longer to make decisions in teams.
6. Can be ineffective if wrong processes are identified.​

The Network Organization:

Advantages:

1. Enables highly flexible and adaptive responses.
2. Creates a "best of the best" firm to focus resources on customer and market needs.
3. Each organization can leverage a distinctive competency.
4. Permits rapid global response.
5. Can produce a "synergistic" results.

Disadvantages:

1. Difficulty managing lateral relationship across autonomous organizations.
2. Difficulty motivating members to relinquish autonomy to join network.
3. Sustaining member and benefits can be problematic.
4. May give partners access to proprietary knowledge and technology.​

The Down-Sizing Process:

1. Clarify the organizations strategy.
2. Assess downsizing options and make relevant choices.
3. Implement the changes.
4. Address the needs of the survivors and those who leave.
5. Follow through with growth plans.

Downsizing Tactics:

1. Workforce Reduction;

Characteristics
Reduces head count
Short-Term Focus
➟ Fosters Transition

Examples
Attrition
Retirement/Buyout
Layoffs

2. Organization Redesign;

Characteristics
Medium-Term Focus
➟ Changes organization
➟ Fosters transition and transformation

Examples
Eliminate functions
Layers, products
Merge, units
Redesign, tasks

3. Systemic Redesign;

Characteristics
Long term focus
Changes culture
Fosters transformation

Examples
Change responsibilities
Fosters continuous improvement
Downsizing is normal

The Re-engineering Process:

1. Prepare the Organization
2. Specify the organization's strategy and objectives
3. Fundamentally re-think the way work gets done;

Identify and analyze core business processes
Define performance objectives
Design new processes

4. Restructure the organization around the new business process

Characteristics of Re-Engineered Organization:

Work units change from functional departments to process teams.
Jobs change from simple tasks to multi-dimensional work.
People's rules change from controlled to empowered.
➟ The focus of performance measures and compensate shifts from activities to results.
Organization structures change from hierarchial to flat.
Managers change from supervisors to coaches; executives change from scorekeepers to leaders.

Chapter 13: Employee Involvement:
Employee Involvement:

➟ Employee involvement seeks to increase members' input into decisions that affect organization performance and employee well-being.
➟ Employee involvement (EI) is the broad term for diverse approaches to gain greater participation in relevant workplace decisions.

Power:

Extent to which influence and authority are pushed down into the organization. It includes providing people with enough authority to make work-related decisions. The amount of power given to employees can vary, simply asking them for input into decisions, to managers and workers jointly making decisions, to employees making decisions themselves.

Information:

Extent to which relevant information is shared with members. Organizations must ensure that the necessary information flows freely to those with decision authority. Timely access to relevant information is vital to making effective decisions. This can include data about operating results, business plans, new technologies and work methods and ideas for organizational improvement.

Knowledge and Skills:

Extent to which members have relevant skills and knowledge and opportunities to gain them in order to make good decisions. EI contributes to organizational effectiveness only to the extent that employees have the requisite skills and knowledge to make good decisions. Organizations must provide training and development programs for improving members' knowledge and skills. Such learning can cover areas such as performing tasks, making decisions, solving problems and understanding how the business operates.

Rewards:

Extent to which opportunities for internal and external rewards are tied to effectiveness. Meaningful opportunities for involvement can provide employees with internal rewards such as feelings of self-worth and accomplishment. External rewards such as pay and promotions can reinforce employee involvement when they are directly linked to performance outcomes. Rewards can have a powerful effect on getting people involved in the organization as people generally do those things for which they are recognized.​

EI And Productivity:

Employee Involvement Intervention -> Improved Communication and Coordination ~ Improved Motivation ~ Improved Capabilities -> Improved Productivity.

Secondary Effects of EI on Productivity:

Employee Well-Being and Satisfaction → Attraction and Retention → Productivity

↑ ↑

Employee Involvement Intervention → Productivity

Employee Involvement Applications:

Application ︱ Power ︱ Information ︱ Knowledge/Skill ︱ Rewards

1. Parallel
StructuresaaaaaLowaaaaaModerate aaaaaModerateaaaaaaaaaLow

2. High
Involvement
OrganizationsaaaaaHighaaaaaHigh aaaaaHighaaaaaaaaaHigh

3. Total
Quality
ManagementaaaaaHighaaaaaHigh aaaaaHighaaaaaaaaaHigh

Employee Involvement (EI) Interventions:

Extent that all four elements (power, information, knowledge and skills, and rewards) are made available throughout the organization, the greater the employee involvement.
➟ The four elements of EI are interdependent and must be changed together to obtain positive results. Eg; if organization members are given more power and authority to make decisions but do not have the information or knowledge and skill to make good decisions, then the value of involvement is likely to be negligible.
➟ Similarly, increasing employees' power, information and knowledge and skills but not linking rewards to the performance consequences of relevant changes gives members little incentive to improve organizational performance.
Total quality (TQM) and high-involvement organizations (HIO's) provide far greater opportunities for involvement.
Parallel structures, such as union-management cooperative efforts and quality circles (QC's) are limited in the degree that the four elements of EI, eg: power, information, knowledge and skills and rewards are moved downward in the organization.
➟ The increased use of TQM has replaced QC's intervention in many organizations.​

Parallel Structure Application Stages:

Parallel structures provide organization members with an alternative setting to address problems and to propose innovative solutions. Eg; off site meetings or temporary assignment to a special project. The following application steps are associated with the two most common parallel structures, namely, cooperative union-management projects and quality circles (QC's);

1. Define parallel structure's purpose and scope (expectations about how it will function):

➟ Organizational diagnoses can help clarify which specific problems and issues to address such as productivity, absenteeism or service quality.

2. Form a steering committee:

(the committee must be composed of acknowledged leaders of the various functions and constituencies within the formal organization). For example, in cooperative union-management projects, the steering committee would include key representatives from management and the union or employee groups involved in the project.

3. Communicate with organization members:

➟ (communicating the purpose, procedures and rewards of participation can promote a high level of involvement from organization members). The effectiveness of a parallel structure depends on a high level of participation from organization members.

4. Form employee problem-solving groups:

➟ (these forums are the primary means of accomplishing the purpose of the parallel structure). The problem-solving group formation involves selecting group members (need to represent the appropriate hierarchical levels, expertise, functions and constituencies), identifying problems for the group to work on and providing appropriate facilitation.

5. Address the problems and issues:

➟ (parallel structures solve problems by using an action research process). They diagnose specific problems, plan appropriate solutions, and if empowered to do so, implement and evaluate them.

6. Implement and evaluate the changes:

➟ (this step involves implementing appropriate organizational changes and assessing the results). As changes are implemented the organization needs information about their effects, so members know how successful the changes have been if they need to be modified.​

High Involvement Organization Features:

- In HIO's, employees have considerable influence over decisions and most such organizations include several if not all, of the following features:

Flat, lean organization structures (pushing the scheduling, planning and controlling functions to the shop floor).
Enriched work designs (provide employees with discretion, task variety, and meaningful feedback).
Open information systems (provide the necessary information for employees to participate meaningfully in decision making).
Sophisticated selection and career systems (help employees plan and prepare for long-term development in the organization).
Extensive training programs (for the necessary employee knowledge and skills to participate effectively in decision-making).
Advanced reward systems (based on acquiring new skills, as well as on sharing gains from improved performance).
▸Participatively designed personnel practices (provide employees with a strong sense of commitment to the organization).
▸Conducive physical layouts (that support team structures and reduce status differences among employees can reinforce the egalitarian climate needed for employee participation).​

TQM Application Stages:

▸ TQM (also known as continuous process improvement) grew out of a manufacturing emphasis on quality control and is an effort to orient all of an organization's activities around the concept of quality. It is implemented in 5 major steps:

1. Gain long-term senior management commitment (help senior executives understand importance of long-term commitment to TQM)
2. Train members in quality methods (extensive training in the principles and tools of quality improvement).
3. Start quality improvement projects (identify the few projects that hold promise for the largest improvements in organizational processes).
4. Measure progress (measure organizational processes against quality standards).
5. Rewarding accomplishment (link rewards to improvements in quality).​

Deming's Quality Guidelines:

▸Create a constancy of purpose
Adopt a new philosophy
▸End lowest cost purchasing practices
▸Institute leadership
Eliminate empty slogans
Eliminate numerical
▸Eliminate numerical quotas
▸Institute on-the-job training
Retrain vigorously
Drive out fear
Break down barriers between departments
▸Take action to accomplish transformation
▸Improve processes constantly and forever
▸Cease dependence on mass inspection
▸Remove barriers to pride in workmanship​

Deming's Seven Deadly Sins:

▸Lack of constancy of purpose
Emphasizing short-term profits and immediate dividends
Evaluation of performance, merit rating or annual review
Mobility of top management
Running a company only on visible figures
Excessive medical costs
Excessive costs of warranty

Chapter 16: Talent Management
Coaching Intervention:

➟ Coaching involves working with organizational members to help them clarify their goals, deal with potential stumbling blocks and improve their performance.
➟ This intervention is highly personal and generally involves a one-on-one relationship.
➟ Helps managers gain perspectives on their dilemmas and transfer their learning into results, thus increasing their leadership skills and effectiveness.
➟ Also involves using guided inquiry, active listening, re-framing and other techniques to help individuals see new or different possibilities.

➟ The coaching process clearly follows the follow application stages:

1. Establish the principles of the relationship - it involves the goals of the engagement, parameters of the relationship like schedules, resources and compensation and ethical considerations like confidentiality.

2. Conduct an assessment - this process can take on a personal or systemic assessment; a personal assessment can involves a set of interview questions like 360-feedback.

3. Debrief the results - the coach and client review the assessment data and agree on the diagnoses.

4. Develop an action plan - specific activities of engagement are outlined including methods and milestones to monitor progress and evaluating the effectiveness of the coaching process.

5. Implement an action plan - involves one-on-one meetings in which the coach supports and encourages the client to act on their intentions.

6. Assess the results - based on this process, the goals or action plans can be revised or process can be terminated.​

Career Planning and Development Interventions:

➟ Are an important tool in developing and retaining an effective workforce.
➟ Helps attract and retain highly talented people.
➟ Provides the appropriate resources, tools and process necessary to help organization members plan and attain their career objectives.
Career Planning is concerned with individuals choosing jobs, occupations and organizations.
Involves helping employees attain career objectives.

Career Stages:

1. Establishment Stage (21 - 26):

➟ People are generally uncertain and dependent on others for guidance, support and feedback. People are making initial choices about committing themselves to a specific career, organization and job, as they explore the possibilities while learning about their own capabilities.

2. Advancement Stage (26 - 40):

➟ Employees become independent contributors who are concerned about achieving and advancing in their chosen careers; they need less guidance from bosses and closer ties with colleagues, they also clarify the range of long-term career options.

3. Maintenance Stage (40 - 60):

➟ Involves leveling off and holding on to career success as people have achieved their greatest advancements and are now concerned with helping less-experienced employees.
➟ Others might experience mid-life career crisis, looking for alternatives.

4. Withdrawal Stage ( 60 and above):

➟ This phase concerns leaving a career and involves letting go of organizational attachments and getting ready for greater leisure time and retirement.
➟ Period can result in feelings of fulfillment and a willingness to leave the career behind for those people who are generally satisfied with their careers.

Career Stages and Planning Issues:

1. Establishment; provide employees with communication and counseling about available career paths and the skills and abilities needed to progress in them.

2. Advancement; provide employees with communication about challenging assignments and possibilities for more exposure and demonstration of skills in order to help clarify range of possible career options.

3. Maintenance; provide employees with communication about the broader organization and how they can develop skills to train and coach others.

4. Withdrawal; provides employees with the skills and information necessary to make a successful transition from work to non-work life.

Career Planning Resources:

Communication regarding career opportunities and resources within the organization.
Workshops to assess member interests, abilities and job situations and to formulate career plans.
Career counseling by managers or human resource department personnel.
Self-development materials directed toward identifying life and career issues.
Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals.

Career and Human Resource Planning:

Effective career planning and development requires a comprehensive program integrating both corporate objectives and employee career needs.

#Individual Career Planning:

Personal objectives and life plans
Occupational and organizational choice
Job assignment choice
Development planning and review
Retirement

#Human Resource Planning:

Business objectives and plans
Was to attract and orient new talent
Methods for matching individuals and jobs
Ways to help people perform and develop
Ways to prepare for satisfying retirement

Career Development Interventions:

1. Role and Structure Interventions:

1. Realistic Job Preview;

➟ Provides applicants with credible (accurate) expectations about the job.
➟ Informs recruits whether job is likely to be consistent with their needs and career plans.
➟ Informs recruits about positive and negative aspects of the job.

2. Job Rotation and Challenging Assignments;

➟ Provide members with interesting work assignments leader to career objective.
➟ Provide employees with experience and visibility needed for career advancement.
➟ Helps members learn new skills, knowledge and competencies.

3. Consultative Roles;

➟ Involves opportunities to apply wisdom and knowledge to help others develop in their careers.
➟ Provide less experienced members with exposure to knowledge and skills.
➟ Directed at helping others deal with complex problems or projects.

4. Phased Retirement;

➟ Provides older employees with an effective way of withdrawing from the organization and establishing a productive leisure life.
Lessens the reality shock of those retiring.​

2. Individual Employee Development:

1. Assessment Centers;

➟ Used to select and develop members for managerial and technical jobs.
➟ Consists of interview, tests of mental ability and knowledge and managerial exercises.
Observed and assessed based on performance and results.

2. Mentoring;

➟ Involves establishing a relationship between a manager or someone more experienced and another organization member who is less experienced.
➟ The mentor intentionally transfers specific knowledge and skill & guiding the client's activities.

3. Developmental Training;

➟ To provide education and training opportunities to help members achieve career goals.
➟ Provides new or existing organization members with the skills and knowledge they need to perform their work.
➟ May include classroom methods, simulations, case studies, etc.

3. Performance Feedback and Coaching:

1. Performance Management;

➟ Provides members with knowledge about their career progress and work effectiveness.
Feedback and support in the form of coaching, training or management development are particularly relevant when employees are establishing careers.​

4. Work Life Balance:

Helps employees better integrate and balance work and home life.
➟ Work life programs focus on dependent care of both children and elders, job scheduling and flexibility, paid and unpaid leave, employee wellness, etc.

Management and Leadership Development Interventions:

➟ Aimed at developing talent and increasing employee retention.
Build an individuals skills, prepare executives for strategic leadership roles.
➟ Can be differentiated from career development, but they do overlap.

*In management and leadership development interventions, the focus is on developing the skills and knowledge the organization believes will be necessary to implement future strategies and manage the business.

*In career development, the focus is on building the skills and knowledge the individual believes will best equip them for a career path they prefer.

➟ These interventions are generally applied as follows:

1. Perform a needs assessment

2. Develop the objectives and design of the training

3. Deliver the training

4. Evaluate the training
 
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Laboratory Training Stem (The so-called T-groups)

- People are put in a small unstructured group activity where participants learn from their own interactions and evolving dynamics about issues like interpersonal relations, personal growth and leadership.
- Observer privately discuss behaviors and dynamics observed.
- Feedback is given and group building process starts.
- The practical aspects of T-groups is known as Team Building; a process of helping work groups become more effective in accomplishing tasks and satisfying member needs.
- One of the more common forms of OD.
 

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Exam questions

1. Stages of Family Life Cycle:

1. Childless Stage Adjust to marriage/Decision to have children
2. Nurturing Stage Adjust to demands of parenthood/Defining roles
3. Authority Stage Adjusting to financial demands/Socializing and Disciplining of child
4. Interpretive Stage Establish good communication with children/Maintain realistic expectations of children
5. Independent Stage Encourage adolescent independence/Encourage their identity development
6. The Launching Stage Accepting young adults as independent persons/Rebuild own life
7. The Empty Nest Stage Maintaining a feeling of satisfaction/Coping with ageing parents

2. Hardiness ➟ Define it:

It is a personality style that is characterized by commitment, challenge and control. Hardiness acts as a buffer against stress.

3. Four Career patterns for Women:

1. Regular Career These woman start their careers after their training and continue working with few or no interruptions.
2. Interrupted Career Start career, but interrupt it for a few years (to raise children) and then return to the workforce. Some establish careers, start a family then return to workforce after a few years and some enter career, interrupt it to raise children then never return to workforce.
3. Second Career These women typically begin their training and career when their children are almost ready to leave home or after a divorce.
4. Modified Second Career These women start their training while their children are still at home, but old enough to not require full-time care. After training, they start to work on a part-time basis, until the last child has left the home, then they return full-time.

4. How does love and marriage look like in mid life (more affectionate, more compassionate):

➟ Romantic love decreases and compassionate love increases
➟ Security, loyalty and emotional interest are more important

5. Dimensions of Personality (Coster & Mcray):

1. Openness to new experience
2. Conscientiousness
3. Extraversion
4. Agreeableness
5. Neuroticism

6. Define life span:

➟ It is the field of study that examines patterns of growth, change and stability in behavior that occurs that occurs through the lifespan. Involves gain, loss, neutral changes, etc.

7. What are ages of young/old?

➟ Young - Old = 20 - 39
➟ Old- Old = 40 - 59
➟ Oldest Old = 60 - Death

8. Differentiate fluid and crystallized intelligence:

Crystallized Intelligence refers to the knowledge a person accumulated during his/her lifetime. It is reflected in verbal and informational abilities that were learned at school and through culturally based experiences.
Fluid Intelligence refers to the ability to solve problems for which there are no solutions derivable from formal education. It is raw intelligence.

9. Mnemonics ➟ Know what it is:

➟ A system like a pattern of letters, ideas, or associations which assist in remembering something. (like (OCEAN/Only Crips Eat Almonds Ninja!) for the Big 5, each letter represents something).

10. Different neurological conditions old people suffer from:

1. Depression
2. Anxiety
3. Parkinson's Disease
4. Alzheimer's Disease
5. Sleep Disorders

11. Differentiate the traditional and life span approach of human development:

Traditional Approach to development emphasizes extensive change from birth to adolescence, little to no change in adulthood and decline in old age.
Infancy is thought to be a time of considerable change in the traditional approach.
Life Span Emphasizes developmental change during adulthood as well as childhood.

12. What other areas are interested in human development:

➟ Psychology
➟ Sociology
➟ Anthropology
➟ Neuroscientists
➟ Medical Researchers

13. What is a critical life event:

➟ An occurrence in one's life that necessitates a large acclimation and the behavior that goes with it, like a divorce, death, marriage, etc.

14. What do we call the study of ageing?

➟ It is called Gerontology.

15. What is generational equity?

➟ Refers to the concept that different generations should be treated in similar ways and should have similar opportunities.
 
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16. Defense mechanisms that humans have ➟ Out of Personality Psychology

1. Denial
2. Regression
3. Acting Out
4. Dissociation
5. Compartementalization
6. Projection
7. Reaction Formation
8. Repression
9. Displacement
10. Intelletualization
11. Rationalization
12. Undoing
13. Sublimation
14. Compensation
15. Assertiveness

17. Which Psychologist identified Industry vs Inferiority?

Erik Erikson

18. What is stopping out?


19. Is it a good or bad thing?


20. What is the weight called when a person makes no effort to lose or gain weight?

➟ It is called the Set Point.

21. What does it mean if a human has reached glass ceiling?

➟ The glass ceiling refers to an informal but effective limit on how women could rise in a work organization. This ceiling was "glass" in that women could not see above this transparent barrier, nor realize that it was there, until they could not go any higher. This was only because they are women, however the term has been expanded to include minorities as well.

22. Name 3 characteristics rapists seem to share:

1. Display anger or aggression, could be physical or verbal
2. Ignore your wishes
3. Acts excessively jealous or possessive

23. Three reasons why people feel lonely:

1.
2.
3.

24. Two forms of Euthanasia and define them:

1. Active Euthanasia takes place when there is a deliberate act to end a person's life, like through a lethal injection.
2. Passive Euthanasia occurs when a person is allowed to die by withholding medical or other aids/facilities from the person.

25. Different theories of Human Development?

➟ Freud's Psychosexual Theories
➟ Erikson's Psychosocial Theories
➟ Piaget's Theory of Cognitive Development
➟ Abraham Maslow, Karl Jung

26. Know at least 5 factors that determine whether an old person has a high status in a culture/society:

1. Have valuable knowledge
2. Control key family/community resources
3. Are part of a culture that has greater respect for older adults
4. Are integrated into extended family
5. Engage in useful/valued functions as long as possible

27. Define 3 social theories of ageing:

1. Disengagement Theory The first formal theory of ageing; the view that normal aging involves a natural and inevitable mutual withdraw or disengagement, resulting in decreasing interaction between an aging person and others.
2. Activity Theory A theory of aging that states that the psychological and social needs of the elderly are no different from those of the middle-aged and that it is neither normal nor natural for older people to become isolated and withdrawn; also called the Implicit Theory of Ageing.
3. Continuity Theory A more formal elaboration of the Activity Theory; uses a life course perspective to define normal aging and to distinguish it from pathological aging.

28. Explain the 4 stages of cognitive development of Jean Piaget:

1. Sensorimotor Stage Birth to age 2, infant schemes are simple reflexes and interactions with people and objects.
2. Preoperational Stage 2 to 6 years, child begins to use mental representations but problem solving is limited.
3. Concrete Operational Stage 7 to 11 years, child performs mental operations
4. Formal Operational Stage 12 years extending into adulthood, child can use formal problem solving and higher level abstract thinking.

29. Characteristics of Human Development:

➟ It is a life-long process
➟ It is multi-dimensional
➟ It is multi-directional
➟ It is a combination of gains and losses.
➟ It shows plasticity
➟ It is embedded in history and context.
➟ It occurs in context
➟ It is multi-disciplinary

30. Five stages of dying (one sentence for each):

1. Denial and Isolation Person denies that death is really going to take place.
2. Anger Person recognizes that denial can no longer be maintained.
3. Bargaining ➟ Person develops the hope that death can somehow be postponed or delayed.
4. Depression ➟ Dying person comes to accept the certainty of death.
5. Acceptance ➟ Person develops a sense of peace and acceptance of one's fate, and in many cases, a desire to be left alone.
 
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31. Look up John Holland, theory of career development. He listed 8 personality types/characteristics that he paired with certain careers (16 marks). Know only one career and the 8 personality characteristics:

1. Realistic ➟ Diesel Mechanic
2. Investigative ➟ Electrical Engineer
3. Artistic Art Teacher
4. Social ➟ Nurse
5. Enterprising ➟ Sales Manager
6. Conventional ➟ Banker
 

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Cleaning SEASON!
Special Bio Abilities Section;


fixed bullets
Shin thread - fixed rank
Sumire - fixed rank
Momoshiki - rank
Urashiki - rank

Sarada - rank
Mitsuki - rank
Boruto - rank
SHB - rank
Jashin - rank
Hiruzen - rank
Jiraiya - rank
NB Tai to Kaito's Tai and rank
Sasuke - rank
Sakura - rank change
Kakashi - rank
Sage Mode - ranks
Summon Contracts - ranks
Medical - ranks
Kinjutsu - ranks
Fuuinjutsu - ranks
Otsu - ranks
Nara - ranks
Akimichi - ranks
Sharingan - ranks
Byakugan - ranks
Wood - ranks
Rain - Kumi price
Sage Transformation - rank
Soma no Ko - rank
Puppetry - rank
Curse Mark - rank
Aburame - rank
Sand - rank
Yin/Yang - rank
Hamura - rank
Hago - rank
Kinshiki - rank
Toneri - fixed coding and rank
Kaguya bones - rank
Hozuki - rank
3rd and 4th Kazekage - rank
Hashirama - rank
Muu - rank
Onoki - rank
Mei - rank
Minato - rank
Tobirama - rank
Kabuto - rank
Kakuzu - rank
Oro - rank
Zetsu - rank
Danzo - rank
Kin brothers - rank
Nagato - fixed coding and rank
Obito - rank
Madara - rank
Sora - rank and coding
Tsunade - rank
Kurama - rank and coding
Seven Swordsmen - rank and coding
Gengetsu - rank
Ay (3rd) - rank
Yamanaka - rank
4th Raikage - rank
Sasori - rank
Kisame - rank
 
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You must be registered for see images


B
asic Information

Name: Sasuke Uchiha
Nickname: The Avenger | One-Arm Boi
Gender: Male
Age: 32
Clan: Uchiha

Looks


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Sasuke is a fair-skinned ninja who has onyx eyes and black chin-length hair. Sasuke loses his left arm at the end of the Fourth Shinobi World War, though unlike Naruto, he opts not to have it replaced with a prosthetic that was being prepared for him. In The Last: Naruto the Movie, he wears a black high-collared shirt, a midriff-exposing flak jacket, and light blue pants. Most of this goes unseen, as he wears a tattered light brown poncho over it. He wraps bandages around his ankles and a blue sash around his head during this appearance. In Sasuke Shinden: Book of Sunrise, he wears a black cloak over a black shirt and pants with a white belt and white bandages wrapped up to his knees on both legs. In his later adulthood, Sasuke dons a black cloak with purple lining, and a grey, long-sleeved, collared shirt, over which he wears a periwinkle vest. He also wears black pants, a purple belt, and dark grey finger-less glove on his remaining hand. He once again wears his forehead protector, letting it hang from his left hip.

Personality


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When he was a child, Sasuke was very kind, loving towards his parents and older brother and respectful to his fellow clansmen as well as his teachers. He was even very proud of being Itachi's brother and Fugaku's son — famous for being devoted protectors of Konoha, and he desired to emulate them. His original dream was to join the Konoha Military Police Force when he grew up, like his father and as such greatly sought his father's approval and acknowledgement of his abilities. After Itachi massacred the clan, Sasuke's ideals and personality changed drastically and he became cold, indifferent, cruel, cynical, somewhat arrogant, unreasonable and devoted the next nine years of his life to kill Itachi.
Sasuke is pardoned for his crimes based on his service in helping undo the Infinite Tsukuyomi, along with a good word of Naruto and Kakashi's influence as Hokage. Sasuke intends to leave Konoha to wander the world, curious how different it will appear to him now that his outlook has changed. Sakura offers to come with him, but he declines, explaining that his journey is also one of atonement and that she has no part in that. He then pokes her forehead, promises to her that he will see her when he returns and thanks her. As he leaves the village, he is met by Naruto, who returns to him his forehead protector. Sasuke accepts the headband and credits Naruto for teaching him the true meaning of a shinobi. While on his travels, Sasuke would often help the Five Great Nations whenever something tried to disrupt the peace. Although he often did this without being seen, he often left subtle hints that he was responsible

V
illage Information

Village of Birth: Land of Fire
Village of Alliance: Golden State

R
ank and Chakra Information
Ninja Rank: Jounin
Specialty: Advanced Handseal Specialist ▸Advanced Kenjutsu Specialist ▸ Increased Combat Specialist ▸ Yin ▸ Infinite Sword Style
Elements:
Fire Release
Lightning Release
Earth Release
Wind Release
Water Release
Blaze Release
Chloroform Release
Mawscape Release
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Liquid Nitrogen Release
Draconium Release
Skills
Genjutsu [+ Sharingan Genjutsu]
Ninjutsu
Taijutsu
Kenjutsu
Kaito's Taijutsu
Fuuinjutsu
Medical Ninjutsu
Yin Release
Eternal Mangekyō Sharingan
Rinnegan
Summons
Snakes & Arts
Hawks & Arts
Custom Fighting Styles
Way of the Warrior Monks
Way of the Barrier
Infinite Sword Style
Hidden Rope Art
Impetus of the Untouchable

B
ackground Information

Uchiha (うちはサスケ, Uchiha Sasuke) is one of the last surviving members of Konohagakure's Uchiha clan. He became a shinobi so he could someday grow strong enough to exact revenge against his older brother, Itachi, who had slaughtered their entire clan. Initially a member of Konoha's Team 7, Sasuke defected from the village to obtain power from Orochimaru, and later also joined Akatsuki, becoming an international criminal in the process. He later proves instrumental in ending the Fourth Shinobi World War, redeeming himself and his family name. Since early childhood, Sasuke is hailed as a prodigy even amongst the Uchiha clan, being well-versed in their techniques and graduating top of his class in the Academy. As a recognised Uchiha, Sasuke has great skill in Fire Release, having it as a second specialty. Sasuke also has a natural affinity for Lightning Release, creating many powerful techniques derived from the Chidori. Sasuke also has access to both Hawk and Snake contracts, capable of using both. Sasuke is one of select members of the Uchiha clan to awaken the Sharingan, later going on to awaken his Mangekyou Sharingan after killing his brother Itachi Uchiha in battle. With his left Mangekyo, Sasuke can cast unquenchable black flames upon his focal point with Amaterasu. With his right Mangekyo, he is able to cast Blaze Release: Kagutsuchi to manipulate and extinguish them at will. Having awakening the powers of both Mangekyo Sharingan, Sasuke became one of the few Uchiha capable of invoking Susano'o. Transplanting Itachi's eyes, Sasuke acquired the Eternal Mangekyō Sharingan, not only regaining his full eyesight, but also obtained additional might from Itachi's ocular power and no longer experienced the side effects. After receiving the Six Path's Chakra, Sasuke's left Sharingan evolved into a Rinnegan. Once fully mastered, Sasuke became able to teleport great distances using Amenotejikara, but only a fixed number of times before needing to recharge, during which he can once again only teleport in small distances.

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ther


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T
heme Song


B
attles
 
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