Barrett, The Honors College Thesis/Creative Project Collection

The concept of rape has been a prominent part of historical U.S. criminal law, and legislation and statutes have changed significantly over time. Despite numerous reforms, however, there is still a lack of reporting, arrests, and convictions for sexual assault cases. This is due to several factors influencing the judgement of criminal justice actors, such as how cases are handled by police officers and prosecutors, who decide whether to further investigate a case, send the case to prosecution for sentencing, or bring the case to trial. Some of these influences include legal and extra-legal factors and certain beliefs or assumptions about sexual assault victims, which affect these officials’ discretionary decisions. As a result, criminal justice officials tend to dismiss or unfound a sexual assault case, especially with acquaintance rape, contributing to the substantial lack of arrests and convictions. These facts, which are examined in the paper, emphasize the need to reassess our criminal justice system's current response to sexual assault cases. This includes adjusting the evaluation markers for prosecutors, improving the communication between the relevant criminal justice actors, and implementing evaluations of prosecutorial ethics and community satisfaction.

This project aimed to understand what best practices for leadership in the Information Technology sector and if it could be consolidated for a comprehensive learning plan. This learning plan was housed on a traditional LMS (Canvas) and utilized a combination of IT Management research, interviews conducted with five industry members (all boasting five or more years of work experience), and an analysis of six top institution IT Leadership programs, to create a template. For the provided questionnaires, participants were asked to consider their time in the industry and discuss work culture dynamics, distribution of power, and what pain points were felt in their daily operations. All participants also described their direct roles and seniority, ranging from self-described “middle” to ”high” level placements. Based on these interviews, much of what seems to halt productivity and employee satisfaction regularly comes from a lack of concise and regular communication and a need for more understanding regarding team members' drive or capabilities. Regarding the program evaluation, six IT Leadership programs were chosen, where five were constructed by higher education institutions and one from a certificate governing body. The top skills identified across all programs were communication and decision-making. Communication is an all-encompassing idea for collaboration and strong speaking skills, with programs 1,4,5, and 6 noting their importance. Decision-making in this context is about both work delegation and firm problem-solving. For work delegation, it was pointed out in the interviews that techs and engineers see strong leadership utilizing professional judgment as vital to a business’s performance, with all programs but program 4 similarly emphasizing the same. Given this evaluation, the leadership styles used can be identified as Delegative, Strengths-Based, and Transformative. The previously noted interviews and research resulted in a 4-week course demo, which utilized the interviews in conjunction with leadership concepts.