David Cole Interviews Dr Franciscek Piper Research Paper

David Cole Interviews Dr Franciscek Piper - Research Paper Example The greatest tragedy, however, continues to be the conspiracy that the Holocaust never occurred. In my personal opinion, I don’t know how anyone in their right mind could think for a second that a million people were murdered in concentration camps. It seems David Cole’s facts are based on memories of Holocaust victims, fuzzy memories that are rough around the edges. If I met David Cole, I would ask him, â€Å"What is your worst memory? Please describe it in excruciating detail. I’ll take you to the location and you can tell me each detail exactly. If you can’t do that, then I won’t believe that ever happened to you. I’ll assume you’re making the whole thing up.† How does a society measure the number of deaths that occurred after a horrifying holocaust when the majority of victims lie in mass, un-numbered graves? To the base, the existence of a horrific event on facts that cannot be proven seems a little unfair. Sure, the initial estimate by the Russians was four million then later changed to one million. That’s still one million innocent people. We’ll never know the true number of victims, there’s no way to know that. David Cole claims that Dr. Piper’s memory of the gas chamber appears to be sketchy. Perhaps it is a fuzzy memory, but I’m sure there’s a reason behind that. Why would someone want to remember such a horrifying place? Wouldn’t the human brain involuntarily block that memory for survival purposes? Could a human being continue to live a happy life if he wasn’t able to suppress those memories? I don’t think so. Also, why would millions of other Jews make up such a story?

COMMUNICATION AND SOCIAL CHANGE IN CHINA Essay Example | Topics and Well Written Essays - 2000 words

COMMUNICATION AND SOCIAL CHANGE IN CHINA - Essay Example A large number of new operas on modern and historical themes were created, and previous operas continued to be performed. As a trendy form of art, opera has often been the foremost of the arts to highlight transformations in Chinese policy. For instance, in the middle period of 1950, it was the first to gain from the Hundreds Flowers Campaign. Identically, the November 1965 criticism on Wu Han, the deputy mayor of Beijing and his historical play indicated the start of the Cultural Revolution. In the Cultural Revolution, a large number of opera soldiers were dismissed, scriptwriters and performers were singled out, and all operas apart from the eight model operas endorsed by Jiang Qing and her partners were outlawed. Also, Western-style plays were damned as poisonous weeds and dead drama and were not presented. After the demise of the Gang of four in 1976, Beijing opera was restored and continued to be an extremely admired form of entertainment both on television and in theaters (Chu, 1977). This paper will discuss the role of revolutionary model operas in the 1960s and 70s in the People’s Republic of China. ... Therefore, if people were to comprehend the features of modernity, that is, the life situations developed by the modern societies and institutional elements of modern societies, then they should give a core responsibility to the establishment of communication media and their effect (Thompson, 1995a). In addition, there was a revival of the Western-style Theater following the Cultural Revolution. A large number of works that were created, and banned and revised from abroad and China were restored in the national collection. A large number of the new acts stressed at the perimeters of imaginative freedom and were condemned and commended, on the basis of the political situation. One of the most vocal of the novel class of playwrights was Sha Yexin. He developed a contentious play, The Imposter, in 1979, which dealt unsympathetically with the prerequisites and favoritism given to party associates. In addition, the most widespread entertainment for the Chinese citizens prior to the revolu tionary model operas in the 1960s to 70s entailed public gatherings, art shows, and fireworks displays. Individuals felt tremendous happiness and derived inspiration among the cheering crowds. For instance, Yangge stilt walking and performances became admired shows. The people of People’s Republic of China enjoyed engrossing themselves in carnival groups, in which they felt a rousing spirit of unity. In addition, filmmakers erupted into new eagerness to develop novel performances. Also, this period saw Chinese filmmakers developed a sizeable amount of movies (Clark, 2008). Context in Which the Case Became Significant The people of the People’s Republic of China went through a strenuous period during the 1960s and 1970s. The natural catastrophe during the initial three years

Atheistic Existentialism - Life Domains Essay Example for Free

Atheistic Existentialism Life Domains Essay Directions: Complete the â€Å"Atheistic Existentialism† column in the table below by filling in the cells from information provided in the textbook. Atheistic Existentialism / REALITY The only reality for an AE is the one they create for themselves†¦everything is matter – everything is connected as some form of matter or energy and in a cause and effect relationship Atheistic Existentialism / KNOWLEDGE The only knowledge comes from our own senses. Atheistic Existentialism / HUMAN NATURE To an AE – humans are allowed free-will, personalities and consciences – but don’t have any reason to do anything with it Atheistic Existentialism / HUMAN PROBLEMS Their problem is that they can’t deal with the fact that they have human personalities and tendencies – but don’t know why, or what to do with it Atheistic Existentialism / SOLUTIONS TO HUMAN PROBLEMS Humans alone have the only solution to their problem and the more they evolve the better they’ll be at fixing them, so live as if your inner desires do have some meaning and try to make an impact on the world. Atheistic Existentialism / HUMAN VALUE Truly there is no ultimate value of a human life, but Humans can have value because they create their own reality by making their own choices – good or bad. Atheistic Existentialism / HUMAN PURPOSE Our only purpose – according to an AE is that of making yourself into who or what you wish to be, otherwise there is no purpose. Atheistic Existentialism / ETHICS Ethics – Schmethics†¦As long as you make a conscience choice to do something – good or bad – you are determining what your ethics are. not living by the laws of man, or any other guide. Atheistic Existentialism / SUFFERING Nothing good comes of it – there is no purpose for it – so don’t do it. Atheistic Existentialism / MEANING OF LIFE. There is no real meaning – each individual is able to determine what life means to them by their choices to be or not to be, do or not do, etc. Atheistic Existentialism / HUMAN DESIRE Kill it! Don’t be led by your inner needs, wants, voices, it is absurd to follow these â€Å"accidental causes† of evolution because you don’t need anything more than the basics to survive. Personal Reflection Directions: Briefly summarize your personal reflection on the information that you have entered into Tables 1 and 2 in this assignment. It is interesting to see the â€Å"evolution† of these 3 worldviews. From the Naturalist who views everything as natural in it’s existence – you exist based on your senses and experiences alone to the Secular Humanist with their realization that humans are wonderful – great creatures with personalities and determinations, but it doesn’t matter†¦to the Atheistic Existentialist (AE) – who finally realizes that the innermost feelings and desires we have as humans do exist, but would be better off â€Å"killed† or cut out than to be nurtured and followed. To me It is just man’s way of not wanting to give credit where credit is do! So many people feel they have to â€Å"give up† so much to follow God. The only way Satan can â€Å"win† is to have more souls in his army than God. He finds our weaknesses and zeroes in on them to keep us from realizing the truth. Man’s ego and sense of self is historically his ruination. It’s easy to see how in these days, these 3 views – all making humans the only thing that matter and by crossing out God, satan is able to lead many astray.

Reframing the Organization and the Role of a Change Agent

Reframing the Organization and the Role of a Change Agent Change management is a comprehensive effort to lead an organization through transformation. It is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. Most importantly, the transformation effort must be actively led and managed with a clear set of objectives and an agreed plan for achieving these objectives. This process can be unnerving to employees if communication it not used wisely. Effective change management is important for the growth and development of the organization and for ensuring employees are properly engaged and informed throughout the process. Change management is a critical part of any project that leads, manages and enables people to accept new processes, technologies, systems, structures and values. My paper will educate the reader on the process of change management and the role of the change agent. Finally I will discuss the steps for reframing the organization. Change management considers the individuals and teams behavior and attitude during the change transition as well as the culture. Changes not only affect people it could affect the business processes, technology implementation or any other policies Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities. Many people are interested in answering the question: How much change is too much change? Webster defines change as to make different in some particular, to make radically different or to give a different position, course, or direction. Isnt this the perfect environment for most cutting-edge companies? I am a supporter of change however; companies who change often may sometimes be operating in a state of chaos. It is best to take a strategic approach when initiating the change process in an organization structure. The key is a well defined strategic plan and great leadership at the executive level; this is fundamental during change management. It is the positive catalyst for keeping an organization on task during the chaotic moments. Almost every company will face the need to change due to the need for a culture change, competitive pressures, economic challenges, or skills shortages. Two-third of all organizations have experienced some type of change in the past year, whether it is a merger, acquisition, or downsizing initiative. Less than half of employees say that change is implemented well. A company periodically needs to mix it up a bit. Restructuring gets people to start forming new networks, making the organization as a whole more creative. The most successful organizations not only master the art of change; they demonstrate an understanding and acceptance of change as a constant. Fortunes Worlds Most Admired Companies research specifically examined how 18 world-class corporations handled change. Notable similarities were revealed. In approaching major transformations, successful firms: Vision was defined. They got consensus at the highest level about when they wanted the company to be in the very near future They sought to understand the behavior in as many ways as possible through systems, staff, structure and processes in order to drive and reinforce the change They devised a plan to systemically measure what they were trying to change They ensured that their basic human resources practices, reward systems, career development systems, selections procedures, performance management strategies and leadership styles supported the new direction What differentiates successful firms from the rest? They make sure everybody leaves a meeting with the same priorities in mind. Until agreement is reached, it is practically impossible to allocate the sense of urgency to specific issues. Research has shown how difficult it is for an organization to gauge its distance from its target. One study by the Hay Group, in which executive teams ranked 56 internal cultural elements to form snapshots of both desired and current cultures, found that 9 out of 10 executive teams were more divided on defining their culture than in describing future cultural priorities. Cultural change is enormous. It can feel very uncertain. That is why it is so important for a company to identify precisely what it is that it seeks to change. Change is good for an organization it disrupts all the routine in an organization that collectively stifle innovation and adaptability. Restructuring breaks up the outdated power structures that may be quietly misdirecting a companys resource allocation like silos. However without proper planning the process can be catastrophic. Over time, informal networks mirror formal structure, which is how silos develop. Silos can be considered as specific department being incapable of reciprocal operation with other, related departments within one organization. The expression is typically applied to teams where the focus is inward and information communication is vertical. In some silos managers serve as information gatekeepers, making timely coordination and communication among departments difficult to achieve, and seamless interoperabi lity with external parties impractical. Employees are also guilty of hoarding information. Both managers and employees consider this a form of job security. The problem with silos is that communication and collaboration tend to become trapped in specific business units or departments. Change will break down these silos creating a better company. Breaking down the silos is so important because the longer things are done a particular way, the harder it is to adapt to when change is required. Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Change must be managed using an ethical and professional approach with common sense. Due to the changing economic state over 30 million Americans have been dislocated by restructuring. Companies expect to cut an average of 15 percent of their workforce over the next decade. Today, change is continuous and enormous. It is important that companies create a strategic plan to manage the change process and control resistance. However, they often forget about how to handle or who will handle the transition from the old way to the new way of doing things. The transition period is where people get immovable. People become anxious, confused, angry and often unproductive. On many occasion the task of helping people through the transition is the responsibility of frontline management but can become difficult for them. The most logical approach is for the company too employee a change agent. Change agents carry many titles but have some distinctive characteristics. A Change agent is an individual whose presence or thought processes cause a change from the traditional way of handling or thinking about a process. They must possess qualities such as experience in providing direct services to management in the public sector and private sector, particularly to those with multiple problems. Strong communication skills, including writing and public speaking abilities are critical. They must have the ability to communicate changes effectively across the entire organization. This helps them build consensus among groups of diverse stakeholders. In addition, they need the ability to sense and manage controversy. A person who is known for this type of work may promote credibility among other stakeholders. In a final analysis, the personality and interpersonal skills that change agents bring may be far more important qualifications than any advanced degree or specialized training. Im plementing change requires a specialized group of people. Hiring the right person to lead the team is a delicate and subjective task. A change agent leader may come in the form of a Change Management Project Manager. A change management Project Manager focuses on executing standard Change Management methodology which will facilitate the business partners planning and execution of new standards. The Project Manager will be directly allied to the company transformation champion or Change Manager. The role of a change manager is to be a leader who can alter forces that can impact the change project. Depending on the magnitude of the change, this leader might be the Chief Executive Officer/Executive Director, Vice President or department manager. If the organization culture must change to accommodate a new way of working, the leader must be the top dog of the company. Company culture is created from the top of the organization. The project manager may hire a change management analyst. They are responsible for auditing and evaluating the change management process of a business. Change management is aimed at helping system users to adopt the new system and use it productively. The role of the change management analyst includes ensuring that adequate documentation and support are available to the users. These are a few people who could make up the team that ultimately facilitate the transformation of an organization. It is imperative that the company take great care in selecting the right people to help support change within the organization. They must be skilled and have the ability to devise and execute a plan from start to finish. Companies excel at creating plans on change but selecting the correct change management team is often overlooked. Some executive think using an internal resource to champion alone and a few memos to the staff announcing the persons new role while noting the upcoming changes will suffice. This notion is far from the truth and will result in rebellion. It is necessary for the positive success of the change that serious thought is put into the change management agent selection. For some reason, there is often more power in what an outsider says than in the same suggestions coming from the inside. This power should be used to reinforce the direction in which you want to go. Outsiders bring important information and a fresh perspective; which is why great team selection is critical It is no secret that much is documented about the course or stages of change however; while process is clearly important, what is the defined role of the change agent and what characteristics are critical to be an effective change agent? After careful research there were a few characteristics that seem to echo. Motivation is what keeps the momentum going, even when things are tough. Change is tough and if they are not highly motivated, the change may not come. Commitment is another essential characteristic of successful change agents. The level of personal commitment influences behavior which in turn influences results. They must be a planner with ability to plan effectively; no real change can happen unless it is planned and thought through. Being a risk taker is a good trait. You cannot steal second if you are afraid to leave first. Change requires an element of risk. When you take risks they sometimes result in success but can result in failure. When you fail you learn. In fact, the most successful people always state that they learned more from when they failed than when they succeeded. Change without some risk taking is not an option. Changes agents must start with a goal in mind and be outcome focused. If they dont know where the organization wants to go, they are incapable of helping the company get to the anticipated finish. While this might seem like stating the obvious, it is surprising how many organizations start to embark on change without absolute clarity. It is important that they believe change is possible. Failure to do so will result in resistance and creativity blocked. In any change difficult choices will need to be made and communicated. Many of these changes will be unpopular and impact on a lot of people. Those that excel as change agents have the courage to follow through on the changes and stay focused on their goal and outcome while being empathetic and flexible. While there is a need to be courageous and move things forward, high degrees of empathy are important. Change agents need to be ready to see different perspectives and be able to step into the shoes of others. Even the best laid plans dont materialize as expected. As a change agent they need to be able to adapt to changing circumstances internally and externally to the organization. Change agents always need the ability to get all people affected by the project involved, to ensure their support and commitment. Change projects involve a great variety of factors and forces. Many change projects challenge the existing cultural framework of an organization. Efforts to change such lasting values, however, lead to resistance and denial. It takes the acceptance and the support of all people affected by such projects to make them succeed. It is the change agents task to generate this acceptance in order to implement change with the people, not against them. Rosabeth Moss Kanter a tenured professor in business at Harvard Business School where she holds the Ernest L. Arbuckle Professorship and author numerous books on business management techniques, particularly change management, mentions that many emotional components among the most important characteristics of change agents. Change agents should realize that there is more than one right solution. The change agent has to be able to evaluate facts from different points of view. Additionally, Moss Kanter writes about the significance of alliance building, which she describes as an often-ignored step in change processes. Change agents should identify and involve leaders, decision makers on resources, functional experts and other important persons as early as possible in the project. Selecting the proper change project to put into action first is vital. Proven techniques such as cost benefit analysis, return on investments calculations and risk analysis are well defined protocols for selecting what need to be tackled first. These tasks are often performed by a change agent analysis. This data is transferred to the change management Project Manager. The change team and employees affected by the change initiative must not feel like as if they are just the tools for change or the subject of change. Genuine commitment can only be gained by giving people the chance to become actively involved. People will develop a sense of ownership for the project, which, in turn may serve as a major source of motivation when it comes to the inevitable problems and barriers which manifest into full blown mutiny also known as resistance. Resistance to some employees is used as a survival mechanism. Most people are reluctant to leave the familiar behind making change incredibly difficult. We are naturally concerned about how we will get from the old to the new; especially it involves something new and risking failure. The change agents role is designed to help facilitate and make the transition uncomplicated. Based on research resistance to change is the most prevalent reason change never happens or takes years to implement in an organization. Resistance is simply a very powerful, very effective, very useful survival mechanism. The biggest obstacle to change for a new on the job change agent is dealing with a companys past success. It is difficult to ask people to change when things have gone so well in the past. The idea that anyone would challenge this reasonable and rational way of doing business is ludicrous. The change professional must have the ability to notice these changes and react immediately. People may begin to feel a loss of security. Employees no longer feel in control of their destiny. They may question where they stand in the organization. People will no longer know what to do or how to manager. Their understanding of where they are going is lost. The companys mission and vision often becomes unclear. Resistance can affect many other aspects of change. A change agent must monitor productivity during times of resistance because typically it declines. People are often upset and downbeat. Resistance is not a pleasurable experience for the employees or the change agent. The change agent is often blamed for everything that is going on at moment. Workshops arranged by the change agent typically help neutralize this problem. During workshops employees are encouraged to openly express their feelings. Expressing feeling about the entire process is what helps employees change. People need a way to say good bye to the old and welcome in the new. A well trained change agent views resistance as a gateway or filter. This opposition helps them select from all the probable changes the one that is most suitable to the current situation. The utilization of compassion makes it possible for them to respond empathetically. Communication becomes essential to worker buy-in; the reason for why change is necessary must be clearly defined and communicated. The project manage need to keep the employees informed of any new development and give then as much data as possible. The workshops should be followed up with one on one meeting if necessary. Statics show that when 5 percent of the people, in a group, adopt a change, the change is imbedded. When 20 percent adopt it, the change is unstoppable. An experience change agent focus on the innovators, people who try things first followed by the early adopters. Some individuals are harder to get involved and more often than not become somewhat the focus of the project manager. Change agents who repair damaged relationships and restore trust both before and during change are less likely to encounter resistance than agents who do not; research shows that falling to repair damaged relationships can lead to lowered commitment (Dean, Brandes, Dharwadkar, 1998). Agents can reduce the chances of such damage by being truthful and realistic as possible including revealing what they do not know. As a matter-of-fact, change agents are encouraged to communicate frequently and enthusiastically about change (Lewis, Schmisseur, Stephens, Weir, 2006). Even communication cannot eradicate all forms of resistance. Rational resistance forms when employees feel uninvolved. They think change is being forced upon them. These are the people who refuse to budge. This is what a change agent faces when someone ignores or does not embrace the idea of change. This can be cancerous. One way to help is to create an environment where learning is the norm. Motivating employees to change by celebrating small successes can help people inspire to embrace change. However in some cases irrational resistance gets the best of the most experienced change professional. There are people for whom no amount of verification, persuasion or motivation will suffice to get them to willingly adopt change. Since it is the goal of the change agent to persuade individuals to change a change professional may make use of McGuires theory of inoculation. Inoculation Theory was developed by social psychologist William J. McGuire in 1961 to explain more about how attitudes and beliefs change, and more important, how to keep original attitudes and beliefs consistent in the face of persuasion attempts. According to McGuires theory of inoculation, change recipients success in resisting influence is determined by their ability to refute arguments that challenge their prevailing beliefs (McGuire). Inoculation is a theory developed to strengthen existing attitudes and beliefs and build resistance to future counterarguments. For inoculation to be successful it is critical that the motivation for resistance is imposed upon these existing ideas takes place after the inoculation. The argument that is presented through inoculation must be strong enough to initiate motivation to maintain current attitudes and beliefs, but weak enough that the receiver will refute the counterargument. Inoculation theory has been successful in increasing college stu dents resistance to credit card advertisements (Compton Pfau, 2004). Change recipients reactions to change are not necessarily dysfunctional obstacles or liabilities to successful change. Quite the opposite, recipient reactions can have value serving as an asset and a resource in its implementation and successful accomplishments (Knowles Linn, 2004). Resistance is one possible form of engagement with change and may, in some cases reflect a higher level of commitment that acceptance, because some resistance is thoughtful. Change agents can use resistance as feedback on a stakeholders engagement. It can become an indicator and a valuable source of feedback for improving the process and conduct of change. In fact, change agents may want to consider the absence of resistance as a sign of disengagement and harbinger of future problems from unthinking acceptance (Wegener et al., 2004). The change professional must surely include responsibility for the relationship with recipients, as well as the tactics of change implementation. Change is nothing more than a simple shift in technology or some reporting relationship. They are the cornerstone of forward progress. The effect of the change professional is important to the execution of a successful positive transformation and culture shift. The culture change of a company can be achieved by giving employees the means by which they could successfully do their jobs. It is communicating clearly to employees what their jobs are and providing the training and tools to enable them to perform those jobs successfully. Organizations need to bear in mind that throughout the process of making improvements, individuals will be thinking about WIIFM (whats in it for me). This doesnt mean solely the financial impact of the change. The typical Western approach to organizational change management is to start by trying to get everyone to think the right way. This causes their values and attitudes to change, which, in turn, leads them naturally to start doing the right things. It is imperative that the company starts by influencing a culture change. The first change should focus on how people think. The focus should be on behavior modifications which align with the mission and vision of the company. Putting together the change management strategy is the first significant step in implementing change management methodology. This can also be considered reframing the organization. The strategy provides direction and results in informed decision making throughout the change process. A well-formulated strategy really brings the change to life, describing who and how it will impact the organization. People will follow a person who inspires them. The change must start with a solid vision and passionate leadership. A change plan is necessary to ensure that the initiative becomes a living breathing document. The change management plan is documented by the change professional and includes but is not limited to: Communication plan Resistance management plan Training plan Reinforcement planning This plan must address getting buy-in from key stakeholders and the naysayers. Top management must fully support the change. Leadership has to understand the employees and business units being impacted by the change. These stakeholders should be addressed personally by senior leadership. Showing how they will be positively impacted enables the employees to better appreciate the vision. The leader new vision has to be communicated throughout the organization. Understanding the employees perceived level of commitment will have more to do with the success or failure of the change than anything else. This must be evident to the employees. It is critical, if leadership is commitment is poorly communicated the change will more than likely be resisted. We previously addressed resistance and ways to deal with or embrace the process. In addition to a solid strategic plan, the leaders must be willing to look at the company through a different set of lenses. Different lenses can bring organizational life into a different or clearer focus. Lee Bolman and Terrence Deal authors of Reframing Organizations: Artistry, Choice and Leadership argue that it is impossible to really understand an entire organization without using a multi-framing perspective. Although there are no right or wrong ways to view organizations, one of the most practical theories, suggested by Bolman and Deal (1984), advocates looking at organizations from four different perspectives or frames. These frames are often described as windows, maps, tools, lenses, orientations and perspectives because these images suggest multiple functions (Bolman Deal, 2003). The four frames are: (a) structural (emphasizes specialized roles and formal relationships), (b) human resource (considers the needs of the individual), (c) political (focuses on bargaining, negot iating, coercion, and compromise), and (d) symbolic (views organizations as cultures with rituals and ceremonies). Each of the frames is powerful and coherent, and collectively, they make it possible to reframe Re`frame ´Ã‚  Ã‚  Ã‚   v. t. 1. To frame again or anew.   or view the same situation from multiple perspectives (Bolman Deal, 2003). . They allow the leader to view the workplace from different images to make judgments, gather information and get things done. Not every framework works well in every situation. The change agent will find that all or most of the frames will be employed by the people they will be dealing with. The idea to creating change in an organization is to figure out which frame offers them the best opportunity for focusing all the individuals on a feasible solution. Basically they are going to have to convince some people to change their frame of reference, at least when they are thinking and talking about the changes that are coming. Once the situation or problem has been successfully reframed, the change professional will need to help people reinterpret the new framework in terms of their preferred approach. No one uses only one frame all the time, although people often show a preference for one or two frames. The structural and political are the most prevalent frames shown by people during change. Both can be used to demonstrate different analytical approaches to describe an organization. Bolman and Deal (2003) are careful to explain the steps that ought to be taken to prohibit greed and encourage morality in the politically fueled workplace. For example, negotiation can be seen as a win-win as opposed to a positional ordeal. If there is potential for both sides to benefit through bargaining, it is optimal to go about this process in such a way that does not insist on a clear win-lose outcome. Similarly, they describe ethical issues in bargaining and general organizational politics. The symbolic frame looks at the core beliefs and values that employees of organizations possess in common. These beliefs represent what people stand for and shape their identity. This frame suggests that what happens in organizations is not as important as what these phenomena mean to people. The symbolic fram e is concerned with organizational culture and the culture is significant and well-established in most companies. This frame is important because it is directly tied to the emotions of the people. Most people dont like change because it represents uncertainty. Quoting Burns, If leaders are to be effective in helping mobilize and elevate their constituencies, leaders must be whole persons, persons with full-functioning capabilities for thinking and feeling (217). In this way, the authors encourage leaders to be both aware of the importance of the power they wield, and to lead by example as an ethical individual. The end result is to learn the importance of stepping back and looking at a situation from more than a single pane of glass. This is vitally important because most of us have the tendency to look at situations or problems from a limited narrow perspective, and this hinders our ability to be effective and visionary leaders. Below is a chart that outline the reframing process. Reframing Organizational Process Frame Structural Human Resources Political Symbolic Strategic Planning Strategies to set objectives and coordinate resources Gatherings to promote participation Arenas to air conflicts and realign power Ritual to signal responsibility, produce symbols, negotiate meanings Decision Making Rational sequence to produce right decision Open process to produce commitment Opportunity to gain or exercise power Ritual to confirm values and provide opportunities for bonding Reorganizing Realign roles and responsibilities to fit tasks and environment Maintain balance between human needs and formal roles Redistribute power and form new coalitions Maintain image of accountability and responsiveness; negotiate new social order Evaluating Way to distribute rewards or penalties and control performance Process for helping individuals grow and improve Opportunity to exercise power Occasion to play roles in shared ritual Approaching Conflict Maintain organizational goals by having authorities resolve conflict Develop relationships by having individuals confront conflict Develop power by bargaining, forcing, or manipulating others to win Develop shared values and use conflict to negotiate meaning Goal Setting Keep organization headed in right direction Keep people involved and communication open Provide opportunity for individuals and groups to make interests known Develop symbols and shared values Communication Transmit facts and information Exchange information, needs, and feelings Influence or manipulate others Tell stores Meetings Formal occasions for making decisions Informal occasions for involvement, sharing feelings Competitive occasions to win points Sacred occasions to celebrate and transform the culture Motivation Economic incentives Growth and self-actualization Coercion, manipulation, and seduction Symbols and celebrations Source: Bolman Deal (1997), pp. 267-268 The uses of the multiple frames assist the leader to distinguish and recognize more broadly the problems and potential solutions available. It encourages the leader to think flexibly about their organization and opens a range of opportunities to the leader to view events from multiple angles. Lastly, employees should feel comfort in knowing that their participation in change is moving the organization toward a more healthy state. Collaboration gets all employees to work together. Their thoughts and opinions are sought and valued by leadership. Communication is important to create awareness about why the change is needed. The word about the change should be talked about daily. In most cases several times a day if needed to get stakeholder buy-in. It is imperative that this message comes fro

Black Boy :: essays research papers

Black Boy   Ã‚  Ã‚  Ã‚  Ã‚  Black Boy is a story written in first person through the black boy’s eyes. The story opens with the black boy cleaning eyeglasses at the sink during the morning hours before lunch. As the boy washed eyeglasses this day as all other days, Mr. Olin, a white man who ordered the black boy around hovered over him. While striking up conversation with the black boy, Mr. Olin asks a ridiculous question if the black boy is his friend. This question in the story is the first step in developing the plot. The black boy, fearful of the Mr. Olin and the power he has over him, decides to lie to him and tell him that he is his friend. Mr. Olin begins to trick the black boy in thinking that another black boy named Harrison wants to fight him because of words that were taken the wrong way. The black boy gets worried because he does not remember saying anything insulting to Harrison, and he wants to talk to him and make things right. Mr. Olin tells the black boy that he will go and speak to Harrison for him. During the black boys lunch break he goes and talks to Harrison himself about the situation, but soon they realize that they are being set up to fight each other in order to entertainment to the white men. Both black boys keep their mouths shut about speaking to each other and knowing the truth that neither of them wants to fight. Mr. Olin and Harrison’s boss both keep egging them on for weeks to fight each other and finally bribe them with five dollars to box fight. Harrison is interested because he wants a suit and this money will help, but the other black boy knows that this is shameful and does not want to fight no matter what the bribe is. For days Harrison and the black boy dispute whether to box or not, and they finally decided to box but to pretend. The day comes to fight and both stare each other in the face realizing that they do not have enough knowledge about fighting to fake the whole scene. The fight begins and the two boys angr y at themselves, each other, and their authority begin to fight and shed blood. After their fight both boys feel shame and degraded and never fight again although they are egged on many times after.

earthquake Essays -- essays research papers

Earthquakes have plagued our lives for as long as people have inhabited the earth. These dangerous acts of the earth have been the cause of many deaths in the past century. So what can be done about these violent eruptions that take place nearly with out warning? Predicting an earthquake until now has almost been technologically impossible. With improvements in technology, lives have been saved and many more will. All that remains is to research what takes place before, during, and after an earthquake. This has been done for years to the point now that a successful earthquake prediction was made and was accurate. This paper will discuss a little about earthquakes in general and then about how predictions are made. Earthquake, â€Å"vibrations produced in the earth's crust when rocks in which elastic strain has been building up suddenly rupture, and then rebound.†(Associated Press 1993) The vibrations can range from barely noticeable to catastrophically destructive. Six kinds of shock waves are generated in the process. Two are classified as body waves-that is, they travel through the earth's interior-and the other four are surface waves. The waves are further differentiated by the kinds of motions they impart to rock particles. Primary or compressional waves (P waves) send particles oscillating back and forth in the same direction as the waves are traveling, whereas secondary or transverse shear waves (S waves) impart vibrations perpendicular to their direction of travel. P waves always travel at higher velocities than S waves, so whenever an earthquake occurs, P waves are the first to arrive and to be recorded at geophysical research stations worldwide.(Associated Press 1993) Earthquake waves were observed in this and other ways for centuries, but more scientific theories as to the causes of quakes were not proposed until modern times. One such concept was advanced in 1859 by the Irish engineer Robert Mallet. Perhaps drawing on his knowledge of the str ength and behavior of construction materials subjected to strain, Mallet proposed that earthquakes occurred â€Å"either by sudden flexure and constraint of the elastic materials forming a portion of the earth's crust or by their giving way and becoming fractured.†(Butler 1995) Later, in the 1870s, the English geologist John Milne devised a forerunner of today's earthquake-recording device, or seismograph. A simple pen... ... warned that a major quake would occur along the New Madrid fault before the end of the year. Like most predictions of this type, it proved to be wrong. â€Å"Groundwater has also played an important part in earthquake predictions. A peak in radon in the groundwater at Kobe, Japan 9 days before the 7.2 earthquake cause quite a stir. Radon levels peaked 9 days before the quake, then fell below the normal levels 5 days before it hit.†(Monastersky July, 95) In North America, the series of earthquakes that struck southeastern Missouri in 1811-12 were probably the most powerful experienced in the United States in historical time. The most famous U.S. earthquake, however, was the one that shook the San Francisco area in 1906, causing extensive damage and taking about 700 lives.(Nagorka 1989) The whole idea behind earthquake predicting is to save lives. With the improvement in technology, lives have been saved. New ideas and equipment is starting to prove to be very helpful in pr edicting were and when an earthquake will strike. The time and research put into earthquake predicting has already started to pay off. It is only a matter of time before earthquakes will no longer be a threat to us.

Managing safely project Essay

Introduction As part of the Managing safely course, you have to complete a project and have it assessed. You will be expected to carry out a risk assessment based on your own work environment. You need to record the results on the attached sheets and submit them for marking. Do not submit any additional material in support of your project work as only the six parts of the A4 project will be assessed. The project can be word processed or hand written. When you have completed your work you should return it to There is a two week time limit for the return of the project. Your project must be completed and returned by Instructions Please read all of the instructions before starting work on your project. The project is broken down into a number of parts. Please complete each section as detailed below. Part 1 – description of the work tasks that are your responsibility Record a brief description of all the work tasks within your work environment including: description/labelled sketch of the location(s)   people who work in or visit the area on a regular basis or from time to time. (Think about the different groups of people who may be in the area and how often they may be there.) permanent and temporary items of equipment and substances activities carried out within your work environment Part 2 – a hazard checklist of the location(s) Record a brief description of three location hazards that may arise in your work environment. For example, car park, stairs, uneven floor. For each of these hazards please include: a description of the location a description of the hazard – in relation to the location the number and occupation of people who could be affected by the hazard – in relation to the location whether a risk assessment is recommended Part 3 – a hazard checklist of permanent and/or temporary items of equipment and substances used in your work environment Record a brief description of three hazards that may arise from equipment or substances used. For each of these hazards please include: a description of permanent and/or temporary items of equipment and substances used a description of the hazard – in relation to the equipment/substance the number and occupation of people who could be affected by the hazard – in relation to the equipment/substance whether a risk assessment is recommended Part 4 – a hazard checklist of the activities carried out within your work environment Record a brief description of three hazards that may arise from within your work environment. For each of these hazards please include: a description of the work activity a description of the hazard – in relation to the work activity the number and occupation of people who could be affected by the hazard – in relation to the work activity Note: for the purpose of this exercise all three activity hazards that you  are assessing on part 4 must require a risk assessment. Part 5 – carrying out a risk assessment Please carry out a risk assessment on all three of the activity hazards you have listed on part 4. Please make sure you include: a description of the work activity a description of the hazard, hazardous event and expected consequence – in relation to the work activity the number and occupation of people affected – in relation to the work activity an assessment of risk (please use the 5 x 5 matrix) – in relation to the work activity Note: for the purpose of this exercise all three activity hazards that you are assessing on part 5 must require risk controls. Part 6 – risk control recommendations Please complete the risk control form for all three activity hazards you have listed on part 5. Please make sure you include: a description of the work activity and risk level from the risk assessment existing risk controls any further risk controls required – in relation to the work activity the residual risk (please use the 5 x 5 matrix) – in relation to the work activity a description of the type of monitoring required and how often – in relation to the residual risk Note: where you have large numbers of hazards in your work environment you will not have space to record them all. In these circumstances, select a representative sample of hazards for the purposes of this project and record only these. Remember that only three hazards are required for parts 2, 3, and 4. Each part has a maximum number of marks which can be awarded and details are  given in the table below.