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is also a blueprint for deciding the appropriate treatment model and strategies to use in therapy and how session time is best spent. Using a wide range of assessments helps you determine what to address in the plan and how to address it. Assessment tools are not without shortcomings, but they can provide a great deal of information about your client if used appropriately. Family members also can be great sources of information about the client and, if supportive of the client, make for tremendous allies in the treatment process. Finally, a well-constructed treatment plan leads to a well-developed after-treatment plan. Taking the time necessary to develop a well-constructed treatment plan will pay dividends for both you and your client.

Changing the client s behavior on the teeter-totter is more important than a therapist s or counselor s pressuring the person toward change. Only the client has the capacity to change the decisional balance. You as a professional can use motivational interviewing to aid the client in shifting the weight, but ultimately the client is the only one who can decide whether change is better than no change. If someone else decides for the client, the client will not be committed to the plan. The best strategy is for the professional to use motivational interviewing to highlight the ambivalence of the client and to enhance motivation. At first contact, professionals generally are working with clients in the precontemplation or contemplation stages. However, sometimes clients who come in for help, referrals, or advice are already preparing or even taking action to change drug use. If a person does resolve her or his ambivalence and begins to plan how to take steps to change, she or he has entered into the preparation stage. The preparation stage is typified by less ambivalence about changing drug use, by more commitment to making changes or seeking help, and by a willingness to plan the next steps toward taking these actions. The preparation stage is not yet a time of action, but instead is a time of planning and preparing for action. Preparation is a good time for a professional to provide directions and suggest advice for a client on what strategies to use to meet her or his goals for behavior change. Professionals assume the role of guide on the road to changing a drug problem among clients in the preparation stage. At this stage, clients ask

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Empirical studies often used time intervals between about 6 months (Jackson & Martin, 1996; Korunka & Vitouch, 1999) and 2 3 years (Colye-Shapiro, 1999; Huutanen & Leino, 1992) between the implementation and the postmeasurement point When choosing measurement intervals, both theoretical and practical issues are important With respective to the theoretical issue, measures should be taken at the point in time when the new technologies and implementations of new work concepts have exerted their effects on the individuals and groups working under these new arrangements This sounds trivial However, for exactly determining the optimal period for measuring such longer-term effects, we would need an understanding about how long it takes until the technological and organizational changes affect employees behaviors and perceptions Until now, no sound knowledge has been available about the time frame of such change processes.

Contingent assets are possible assets that arise from a past event and whose existence is confirmed only by the occurrence or nonoccurrence of one or more uncertain future events not wholly within the control of the entity. 7. 7.1 INTERPRETATION OF IAS 37 (IFRIC) IFRIC Interpretation 1

Moreover, the time frames might differ for the several outcome variables (Frese & Zapf, 1988) From a practical perspective, matters become particularly problematic when extending the measurement interval First, the longer the time frame, the greater the probability that changes other than the initial one have occurred in the organization or the environment Second, the longer the measurement interval, the more dif cult it will be to have the initial sample studied a second (or a third) time This problem is evident in most longitudinal designs, and up to a certain point it re ects normal attrition in longitudinal studies In addition, there might be selective attrition in studies evaluating new technologies and new ways of working For example, employees who are unable or unwilling to use the new technology or work under new work arrangements might have left the organization.

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