Percy Jackson and the Olympians Essay Example for Free

Percy Jackson and the Olympians Essay I have chosen to build a temple for Poseidon in the city-state of Athens. The reason this temple is in Athens is because according to the Greek myth on the website Mr. Donn, the contest of Poseidon and Athena, the two gods compete to prove they are worthy of guarding that city-state. Athena gets the honor to guard that city-state because Poseidon thinks her gift is much better than his, but still is unhappy. To show his unhappiness, he flooded Athens. So, to show thanks to allowing her to be their guardian, I made this temple in honor of Poseidon. Additionally, Poseidon likes receiving temples and gifts from the city-states, especially the coastal city-states, like Athens, since those are closer to his true royal underwater palace. In this temple made especially for Poseidon, I have included some features that would be found in his royal underwater palace. This includes the decorative columns, fountains, and shells to add decoration to his palace above water. In the model of the temple and the drawing, I focused on only one room, the most important room to Poseidon. In this room, there is Poseidons throne, his Tridents holder and a royal fountain with sparkling blue water. He has a view of the city-state of Athens, and of the Aegean Sea. Poseidon will truly be pleased by this temple for many reasons. First of all, he will be pleased because the temple is on a peninsula where he can gaze out to the Aegean Sea. At the same time, he will still be close enough to Mount Olympus so he can travel faster when needed at a meeting of the council of gods. Also, Poseidon will be able to have a private place where he can map out what city-states he still has to take guard over. This would be important to him because he wants to be the guard of the most city-states to prove hes the mightiest.

Holyrood Project Case Study

Holyrood Project Case Study ABSTRACT: The need to adequately implement a project successfully with the required Project Management indices has ensured that project managers are continuously seeking ways of ensuring that projects meet and satisfies customers cravings. A project is said to be successful if it is implemented with an efficient and effective cost, quality and time management approach thereby meeting customers expectation; it is a failure when it fails to met these set objectives. The Holyrood -Scotland Parliamentary Building project management approach is critically analysed in a post mortem approach in this paper with a view to discussing how each of the stages in the project lifecycle culminated in the failure of the project to meeting certain criteria of an effective project. INTRODUCTION The Holyrood: A project of the Scottish government which was undertaken to provide a magnificent structure for the use of the Scottish Parliament. The advent of the Devolution proposal in 1979 gave rise initially to the project, however, the project became main-stream in 1998. The project became a key issue for the stakeholders due to key project management controls. A successful project is judged to be efficient, cost effective, quality, on time, and meet customers satisfaction. An appraisal of the Holyrood project indicated that some of these indices were not achieved especially in terms of cost and duration, hence the need to evaluate and analyse the entire project life cycle from initiation to closure to ascertain what went wrong and what could have been done. This paper aims to diagnose the indices of a successful project with respect to the Holyrood project, and critically evaluates how the project deviated from the expected project management indices. It identifies the problems of project management associated with each stage of the Holyrood project life cycle using project management theories of the like of P. Gardiner 2005 and J. Westland 2006 to define each stage of project life cycle Initiation Definition; Planning Development; Execution Control and Closure and analyse it to the Holyrood project. The first section reviews the background of the Holyrood Parliament building project. Section two identifies the problems associated with each stage of the project Initiation and definition; Planning and development; Execution and control and Closure. Section three analyses the problems that are most significant to cost increase and schedule slippage using the Auditor General report as well as other authors. Section four will evaluate the problems identified in section 3 and relate it to PM writers (Cimil J.K 1997), (Pinto 1998), (OGC, 2005) to identify why project fails; section five is a summary of findings and conclusion. Chapter 1 1.0 Background of the Holyrood Parliament Building Project The devolution proposals of 1979 may have given room for the incoming labour administration in 1997, to implement the proposal which included the building of the Scottish parliament. The Scottish parliament was and is still an important symbol for Scotland. It is expected that the parliament building should possess the best of quality, durability as well as represent civil importance. The Holyrood project from the initiation process faced enormous challenges starting from the quest for early completion and the high expectation in terms of quality. The major hindrance started with first, the cultural difficulties in the joint venture which did not allow them to work effectively. Secondly, the construction management approach of the project adopted, and the selection criteria for design procurement. Harnessing the ideas of different project team was a major concern for the project, as virtually all teams had different ideas indicating no clear direction, leadership, and project stage c ontrol. This ensued that there were lot of scope creep during the implementation of the project. A major creep was the cost creep: the initial capital cost was estimated at  £40million in 1997, which rose to  £90 million and from then rose to  £195 million. By April 2001 the cost had crept again to  £359 in June 2003 and the  £414.4million by 2004 resulting to a 20month delay. Lord Fraser report and the Auditors Generals report have scrutinized what must have gone wrong with the project. Chapter 2 2.0 Problems with the stages of the Project For a proper evaluation of what went wrong with the Holyrood Project, it is important to understand what really makes up a project life cycle. According to Paul D.Gardner (2005) the project life cycle indicates the phases a project has to go through from beginning to completion in an orderly from ensuring that the successful completion of one stage leads to the beginning of another, till the end of the project. It is imminent to state here that a well structured project phase of a project help in proper controlling and monitoring of the project, and ensure that timely corrective actions are implemented when deviation from plans are observed. 2.1 Initiation and Definition stage This stage kick starts the lifecycle of the project and establishes the ‘sum of the products and services to be provided by the project (PMI 2000). The business justification for the project is firmly established at this stage. The sponsors strategic plan is investigated by conducting a feasibility study which includes the project assessment in terms of its cost and benefits. For the Holyrood project whose objective was to provide a home fit for the Scottish parliament indicated a right step as a business case was made to justify such a proposal. However, the project encountered political problems which included the selection of an appropriate site to house the parliament, the PM drawing a time table to fulfill the political objective of early completion. It is of note mention that given the proposed cost estimate of the project one would have concluded that a poor feasibility study was conducted which drew a budget that can never have been a realistic estimate for anything other than a basic building for the new parliament. It also showed that adequate risk assessment was not carried out as the time frame approach for the completion of the building indicated. Overall impression for the initiation stage indicated that the project scope was not well defined, which would have indicated where the priority should be laid on , either on cost, quality, or early completion of the building . The project did not put into consideration the evolve of the clients need which does not fit into Cimil success criteria. 2.2 Planning and Development stage In this phase of the project three elements are important and they are; the creation of all the required plans to support the project (the scope management plan, the work plan, timeline, risk management plan and quality management plan), the mobilization and organization of all resources required for the project and infrastructure to support the resource as well as ensuring effective communication across the network of project stakeholders. The project lacked a sense of appreciation of plan, which made the project budget under estimated. A key setback for the planning stage was the disparity in choosing the proper design procurement approach. The selection criteria for the chosen procurement approach designer competition showed that the entire process lacked clarity; as a systematic approach was not adopted towards the handling of PQQs. This attributed to the lack of coordination from personnel undertaking visits in verifying the applicants/Competitors informations thereby leading to unfairness in choosing the appropriate candidate. This singular act ensured that all applicants including the joint venture partners presented drawings that extended outside the required size in the brief- a major signal of a possible project scope creep. Secondly in a project of this magnitude the choice of a project sponsor a very vital role to the success of a project should not be guided by political undertone as it appears in the choice of Mrs Doig who lacks expertise in matters of projects and construction. This to a large extent gave room for a lot of poor decisions which is evident in the choice of adopting construction management as the building option. Another problem at this stage in the project was that the project initiator, Mr. Dewar was too attached to the project. This often made him opt for unpopular choices like the choice of opting for a designer competition as against a design competition as specified by the RIAS team. Moreover, the competition process was conducted in an unprofessional manner that lacked finesse and proper coordination. For a project of this nature with very high risk content the lack of a contingency risk plan is inexcusable. The critical path of the project was not mentioned. The project lacked proper communication and coordination at this stage, sight of the terms of the brief was lost 2.3 Execution and Control stage (Westland Jason 2006) described this phase as the longest phase of a project. This is the stage were the deliverables are physically built and presented to the customer for acceptance. (Paul D. Gardiner 2005) described it as the phase where new information from other phases can lead to change, and a good project manger should know that some changes are inevitable, therefore there is need to maintain control over these changes to the project plan. Change Management for this project was out of control as most changes done in execution stage of the Holyrood project was not agreed by the parties involved. This exhibited the lack of good leadership, control and good management associated with the project. The reporting system did not encourage effective communication as well as flow of information between the teams which lead to the resignation of the 1st PM (Mr Armstrong) and subsequent managers. This lack of control saw the cost of the project skyrocketing with a lot of changes done in the design plan. 2.4 Closure stage Closure is the last phase of the project life cycle; it represents the end of a project. Money is no more paid out, all documentation and administration of the project is closed and opportunity for evaluation and performance review. The finished product is transferred to the care, custody and control of the owner (Paul D Gardnier 2005). In the Holyrood project, there were delays in the project handover as conflict between the contracted parties remains unresolved till the end of the project. The project closure and handing over lack some merits as potential risk elements were ignored in the final documentation. Some examples are 45,000 defects were discovered after handover and issues regarding the infrastructure. Chapter 3 3.0 Problems with the most significant cost increase and schedule slippage 3.1 Significant Cost Increases The project from inception has suffered successive increases in its cost forecast, but the most significant is in the construction stage (Execution and Control phase). Increase in construction cost was (caused by) as a result of design development and delay in construction process as the project progressed. The construction cost increases fall into three main areas Design development  £68m Prolongation, disruption and delay  £73m Inflation and Risk certainty  £19m Most of this cost was incurred from the year 2000, though this increase was as a result of poor planning, control and management attributed at the planning and development stage. 3.2 Significant Schedule Slippage The rush for early delivery of such huge project resulted to lot of schedule slippage. The complexities in the design variation as well as the late communication/supply of information during the construction phase were the most significant cause of the 20 months delay of the project. This delay started in 2000 and this still fall under the Execution and control phase. Apart from the complexity and late supply of information, other factors also attributed to the schedule spillage are 19-24 weeks delay in the Foyer roof, Glazing and assembling of the windows 15 Months each for the debating chamber and Canon Gate There was no contingency plan for spillage in the initial timetable. Chapter 4 4.0 Evaluation of the Project Management Problems Corresponding to those Identified in the Literature This section brings us back to the question why do project fail? And the writer is going to relate some of this failure to the problem associated with the Holyrood project. Writers like (OGC, 2005), (Cicmil 1997), (Carlos 2005) theory of why project fail will be used to evaluate the Literature. OGC, 2005 gave eight reasons why project fails and some of the reasons are lack of clear senior management and ministerial ownership and leadership. In the literature it was seen that was no clear direction, control as well as leadership among the different civil servants groups that handled the project. The project manager had no single point of authoritative command and could not use his authority and influence to control the project. In the literature decisions were made without communicating them to the stakeholders, this shows lack of effective engagement with stakeholders. Also there was lack of skills and proven approach to project management and risk management. The project sponsor knew very little about construction and this showed when no further inquiry was done on the construction management choice which has much risk on the client was not appreciated by the sponsor because of her incompetence. Risk was never incorporated in any of her decisions. (Cicmil 1997) also researched on principal sources of project failure where he talked about poor understanding and identification of client need. The joint venture never understood the clients need that was why from the beginning they never adhered to the clients brief, which would have minimised the risk that exists in undertaking a project with tight time frame. (Cicmil 1997) talked about organizational behaviour factors. The organisation of Holyrood project d id not provide the necessary clear direction and leadership and this led to lack of control, communication and poor management that existed in the project. The project was conceptualized as one without any provision for change. Such deficiency highlights the lack of (Cicmil 1997) bounded rationality approach to project management. The literature is rife with instances where proper procedures were not adhered to. Examples include the architects (Snr Miralles) reluctance to fit his designs into the project brief even when he was informed to. (Carlos 2005) talked about why project fails and most of it boils down to what existed in the Holyrood project which was lack of teamwork, cultural differences, communication, politics, control and poor management. This inevitably led to cost increase, and delays seen in the project. 4.1. RECOMMENDATIONS (Gardiner 2005) Valuation should have been applied to all the stages of the Project life cycle by PM The important key positions should not have been handled by Civil Servants Plan for contingency risk should have been made. The implementation of multi perspective framework on projects. In my opinion if this had been used issues like the choice of construction management would not have been made the content context and organisational character would have been analysed and a more suitable method like PFI/PPP would have been selected 5.0 Conclusion The Holyrood Project in the long run became a huge success, however most critics believed that the time and cost slippage would have been avoided if proper project management indices were followed. The author has been able to diagnose this key indices and is of the opinion that the success of every project is dependent on the effectiveness of the project manager , a major problem of the Holyrood Project .It is also worth mentioning that my recent visit to the Parliament Building afforded me the opportunity to have my personal take on the building and it is indeed a magnificent piece and so despite the many problems encountered it met the clients expectations of quality, â€Å"Past Glory of Scotland flowing within the present into the future† PRIMARY SOURCE Lord Fraser, Holyrood Inquiry, Blackwell Bookshop, (2004) Reid G., The Scottish parliament: Holyrood project closure (2007) Books Andersen E.S, Grude K.V, Haug T, Goal directed project management: effective techniques and strategies Kogan Page 3rd edition (2004) Gardiner P.D, Project Management: A strategic planning approach Palgrave Macmillian (2005) Kerzner H. Project Management, a systems approach to planning scheduling and controlling (John Wiley and sons Inc) (2006) page 66 Leech D.J, Turner B.,Project Management for profit, Ellis Horwood publishing (1990) Lockyer K.and Gordon J, Project management and project Network Techniques (6th Edition Pitman Publishing), (1996) Page 3 Lock D, Project Management Gower publishing limited, Pg 6, 12-14 Maylor H, Project Management (Pitman Publishing ) (1996) Page 25 Nickson D Siddons S, Project management disasters: And how to survive them, Kogan Page Limited, (2006) Page 25-74 Westland J., Project Management lifecycle: A complete step by step methodology For initiating, planning, executing and closing the project successfully, Kogan Page (2006) Articles Cicmil S.K , Critical Factors of effective project management the TQM magazine Volume 9 Number 6 1997,390-396 INTERNET SOURCES Architecture week, http://www.architectureweek.com/2005/1019/news_1-3.html ( Last visited on 20th July 2009)   BBC, http://news.bbc.co.uk/1/hi/uk/4343690.stm ( Last visited on 25th July 2009) Project Management, http://www.pmhut.com/project-phases (Last visited on 20th July 2009) The Scottish Parliament, ,http://www.scottish.parliament.uk/corporate/spcb/publications/docs/Holyrood_closeout_report.pdf http://www.scottish.parliament.uk/business/committees/audit/or-04/au04-1402.htm (Last visited on 20th July 2009)

Free Essays on The Crucible: John Proctor :: Essay on The Crucible

The Crucible - John Proctor, a man with pride John Proctor plays the leading role in The Crucible by Arthur Miller. He was persistent, honest, and full of integrity. He was simply, a man with pride. A wise woman once said, "Do what you feel in your heart to be right--for you'll be criticized anyway. You'll be damned if you do, and damned if you don't." (Eleanor Roosevelt). Proctor was the protagonist of the dramatic piece of literature. When the play sets in to action, John has had a past affair with his servant Abigail Williams. His wife, Elizabeth Proctor is very forgiving of his sin, but John has his mind set that he will not confess to anyone else, in fear of ruining his good name, and reputation. The affair between John and Abigail caused the start of chaotic witchery and accusation. After the affair, Abigail became horribly jealous of Elizabeth Proctor. Proctor realizes there is only one way to stop all the witch hysteria in Salem, and that would be to confess his sin of adultery. Although he knows he should, he continues to be determined not to confess. Also in the beginning Reverend Paris is new to town, and John insist continually that he is only speaking of hell, and hardly ever of God, as Proctor goes on to say to Parris, "Can you speak one minute without we land in Hell again? I am sick of Hell!" (Miller 30). In the drama, Mary Warren places a needle in a poppet she gave to Elizabeth; John fi rmly demands that Mary Warren tell the courts that she really put the needle in the poppet that day. Proctor says to her, "You're coming to the court with me, Mary. You will tell it in the court." (Miller 80). Furthermore, at the end of the play Proctor is persistent by saying that no matter what anyone says to convince him differently, he would rather die an honest man and save his name. John Proctor took pride in his thoughts, feelings, values, and his name. It took persistency to make his intent clear to others. For many reasons, John Proctor is an honest man. By no means is Proctor afraid to tell you what is on his mind.

Storytelling and its contribution to organizational theory

The storytelling approach towards the knowledge sharing is explored in detail. The story telling can be used to elicit tacit knowledge and can be used to flow the knowledge about previous events in the organization and any other work related knowledge in an interesting and effective manner. Since emotions are attached to the stories, they narrate the much value to the listeners and the listeners tend to keep what they have heard. In this sense, organization memory is created by the anecdotes of the stories being told.The lessons learnt from the past experiences are label to the employees working now. It is also studied the negative stories have much impact on the listeners. The story telling has the potential to capture tacit knowledge and how it is done in the context of IBM is explained. Moreover, the story telling in the organizations can be enhanced by the use of IT tools like intranet, emails and other knowledge management systems which helps employees to create platform to shar e their stories and communicate the values of the organization.This values and the knowledge base of the organization helps to form the organization memory. Table of Contents Introduction Storytelling is one of the approaches towards knowledge capture and codification, the first phase of KM cycle. This is used to elicit tacit knowledge, towards creation of new knowledge and to organize the content in systematic manner. In knowledge capture phase, the distinction between the capture of existing knowledge and the creation of new knowledge has to be made. Mostly, only existing knowledge is set into the pattern, which only forms the explicit knowledge.There is huge pool of knowledge, which needs to be captured towards generating the new knowledge and that knowledge is mostly tacit in nature, which resides within the heads of knower. Every organization also has a memory. The embodiment of the organizational memory is the experience of its employees, tangible data and knowledge stores in the organization (Walsh and Unison, 1991). The value of knowledge is increased when it is transferred otherwise the uncultured knowledge is devalued and ignored with time. In today's fast-paced economy, an organization's knowledge base is quickly becoming its only sustainable competitive advantage.This competitive advantage is owned by utilizing the organizational knowledge, the individual skills, thoughts and ideas. So Tacit knowledge management is must to capture the experience and expertise of the individual in an organization and making it available to anyone who needs it. Once the tacit knowledge becomes explicit, it needs to be organized in a structured document that will enable multipurpose use. The KM tools help to create knowledge and then leverage it across multiple channels, including phone, email, discussion forums, Internet and any new channel that come online.Story telling is one of the best KM tools to capture tacit knowledge. Organizational story can be defined as pa st management actions, employee interactions or other key events that have occurred and that have been communicated informally (Swap et al, 2001). The stories provide a rich context making it interesting for the listeners and also remains in the conscious memory longer. Stories reinforce organizational learning and communicate common values. The core capabilities of an organization are built by critical skills of employees, management systems and organizational values.This capability can be transferred in formal and explicit way. However much knowledge articulacy knowledge with rich tacit dimensions is transferred internally through processes of colonization and initialization. Story telling is one such transfer mechanisms that can leverage the tacit knowledge of the organization. Literature Review The use of the stories and storytelling may provide a powerful practice as a part of efforts by individuals, groups or organizations to share what they know. It breaks away from the tradi tional means of communication and adds new dimension to the knowledge management tools.Deeding, in his article â€Å"Telling Tales† tries to convey hat the age-old practice of storytelling is an effective method to be used as knowledge management tools but the stories told should match the situation and conditions in the organization. Storyteller as a leader should influence the listeners and the story should have enough detail to be intelligible and credible. Different narrative patterns like Sparking Action, Communicating who you are, Transmitting value, Fostering collaboration and Taming the grapevine can be used.Snowman's article titled â€Å"The new simplicity-context, Narrative and Content† focuses on the need f knowledge management to go beyond the boundaries of using best practices into the realms of uncertainty. Since both the human behavior and system are complex, the cause and effect of the system and the interacting agents can't be separated; the contextual stimulation is needed to capture the knowledge. The decision making pattern is important. Narrative is emerging as one of the most exciting approaches to knowledge management.It involves going and finding a person to ask questions whenever faced with the new task or encounter a problem and get context-sensitive answers. In short, stories allow the communication of complex ideas in a simple, memorable form. Karakul Shaffer B Kali in his research on â€Å"Transfer knowledge Using Stories: A Malaysian University Case Study † attempts to explore the usage of knowledge-embedded stories in a Malaysian institute of higher learning and will consider the understanding of organization members concerning storytelling in the organization.It provides insights on the culture of storytelling as a method of knowledge transfer medium and explores the practicality of using stories in the organization and the employee's perception of the usage of stories to transfer knowledge. This case reveal s that story telling is regarded as an acceptable approach in knowledge transfer. Mostly gathering sessions in the university stimulated storytelling. The case also presented the factors that influence the KM storytelling.The factors are an extension of the existing knowledge transfer factors mentioned in literatures, which do influence KM storytelling. Walter Swap, Dorothy Leonard, Mimi Shields and Lisa Abram in their research â€Å"Using Mentoring and Storytelling to transfer knowledge in the Workplace† explains that the knowledge with rich tacit dimensions is transferred informally through processes of colonization and naturalization. They have focuses on two transfer mechanisms mentoring and storytelling.Most stories told informally in organizations are negative. Therefore managers interested in how knowledge accrues in the organization cannot ignore these important transmitters. Stories that dramatist or illustrate managerial systems, values, norms are more likely to be believed and acted upon than mere statements of policies and norms. Finally, the use of information technologies can enhance the story telling. The effect of verbal storytelling can be enhanced through the use of multimedia.Consistent with the elaboration effect, seeing and hearing the storyteller can add weight and detail to the story as can visual about the environment in which the story occurred. Story-telling-a technique to capture tacit knowledge In KM, the knowledge capture and creation may be done by the individuals who work for the organization or a group within that organization, by all members of a community of practice (COP), or by a dedicated COP individual.So the creation, capture and the codification of the information is done at the personal level while performing activities at Job. Within the firm, individuals share perceptions and Jointly interpret information events and experiences (Cohen and Leviathan, 1990) and at some point, knowledge acquisition extends beyond the individuals and is coded into corporate memory (Napkin, 1995; Spencer, 1996; Monika and Takeouts, 1995). Unless knowledge is embedded into corporate memory, the firm cannot leverage the knowledge held by individual members of the organization.Knowledge acquisition from individuals or groups can be characterized as the transfer and transformation of valuable expertise from a knowledge source (human expert, documents) to a knowledge repository (organizational memory, facts and rules). Explicit knowledge is already well described but we need to abstract and summarize this content. Tacit knowledge capturing needs various techniques of which story telling is the one. Stories involve the detailed narrative of management actions and decision-making styles, employee activities and interaction and other events within the division that are communicated informally within the organization.A story can be defined as telling of a happening or a connected series of happenings whether true or fi ctitious (Deeding, 2001). This involved the group interaction and collaboration for story telling. The SEC' model developed by Knock and Takeouts also supports that story telling or narratives can be used to bring out tacit knowledge. Fig 1 :SEC Model by Monika and Takeouts Here, colonization process is involve which emphasizes the tacit knowledge exchange through Joint activities such as gathering, spending time together, informal talks and living and working in the same environment rather than through written or verbal instructions.The process of transferring one's ideas or images directly to colleagues or subordinates means to share personal knowledge and create commonplace or Baa. During extrapolation process, an individual commits to the group and thus becomes one with the group. The individuals' intentions and ideas merge and become integrated with the group's mental world. This involves the expressing of ideas or images as communicable manner such as metaphors, analogies, eve nt description or narratives. A number of conditions must be in place, however, in order to ensure that storytelling in its various enacted forms creates value in a particular organization.Sole and Wilson (2002) argue that although all stories are narratives, not all narratives are good knowledge-sharing stories. As an example, they cite movies, which tell stories designed primarily to entertain and therefore need not necessarily be authentic-?or even believable. In contrast, in organizational storytelling, stories are often used to promote knowledge sharing, inform, and/or prompt a change in behavior, as well as communicate the organizational culture and create a sense of belonging.In order to achieve these organizational objectives, knowledge-sharing stories need to be authentic, believable, and compelling. Stories need to evoke some type of response, and, above all, they need to be concise Deeding, 2001), so that the moral of the story or the organizational lesson to be learned c an be easily understood, remembered, and acted upon. In other words, organizational stories should have an impact: they should prevent similar mistakes from being repeated, or they should promote organizational learning and adoption of best practices stemming from the collective organizational memory.Deeding (2001) describes the power of a springboard story, knowledge that has been captured in the form of a brief story that has the ability to create a strong impact on its audience. He outlines a number of key elements required to use stories to encapsulate valuable knowledge, such as: The explicit story should be relatively brief and detailed Just enough that the audience can understand it. The story must be intelligible to the specific audience so that they are â€Å"hooked.The story should be inherently interesting. The story should spring the listener to a new level of understanding. The story should have a happy ending. The story should embody the change message. The change mes sage should be implicit. The listeners should be encouraged to identify with the protagonist. The story should ell with a specific individual or organization. The protagonist should be prototypical of the organization's main business. Other things being equal, true is better than invented.One should test, test, and test again Story telling and KM processes involved in context of MM. IBM has leverage on the power of story telling at the daily work place to enhance the employees' performance. IBM has a four-stage storytelling approach. 1 . Anecdotal elicitation through interviews, observation and story circles 2. Anecdotal deconstruction to analyses cultural issues, ways of working, values, rules and beliefs to lied the story's key messages 3. Intervention / communication design with a story constructed or enhanced 4.Story deployment Story telling workshops can be run to elicit the knowledge and cultural values of an organization as well as both its best and inhibitors to sharing and identifies business issues. Values, rules and beliefs of organization were identified. Storytelling provides the platform to the employees to share experiences and build social capital and networks and most importantly it achieves agreement among the participants The knowledge management framework developed by Olivia and Lieder (2001 a) is based n the view of organizations as â€Å"knowledge systems†.According to this view, organization consists of four knowledge processes Creation Storage / Retrieval Transfer Application Here in case of MM, knowledge creation process takes place by the creation of anecdotes, which are captured as tacit knowledge, and they are stored in a repository and aligned with communities, processes and subject areas. This shows the knowledge storage process.Then the knowledge transfer takes place through support discussion forums (lunch and learn), databases, intellectual capital, management systems (training), document management systems, bulletin boa rds, inline chats, portals (community kick-off days) and intranets. Ultimately, the people who make communities do the knowledge application process. The effective communities have valuable stories. Practice of dedicated Story Telling Sessions The practice of dedicated story telling sessions in some organizations have proved the increased level of knowledge exchange among employees.For example, NASA, Deducted and Malaysian university have Km initiative in form of story telling sessions. The ITEMS (Information Services and Media Services) Department has its own storytelling sessions. There are two storytelling session ITEMS Sharing Session- It involves the staffs from whole ITEMS department and it is conducted once a week to share the stories on the problems encountered and the solutions. Toolbox Session-alt only involves the units in ITEMS department. It gathers the support unit employees to share their stories on the problems raised.They have one program to stimulate KM storytellin g called Buddy program. In Buddy program, two employees from different department are paired together to work as a single department. Junior staff is paired with senior academic acting as mentor. Conclusion Stories are powerful conveyors of meaning and tacit knowledge and been in use from ancient times. It helps to share knowledge with context and emotion. It triggers the listeners to respond with other stories building new understanding.Stories can capture and hold the attention increasing the likelihood of hearing and listening. Story telling is very valuable in story telling network. Any organization has a set of its memories embedded from the time of its inception. These memories are the skills and knowledge of its employees while in an organization over the years of operation. So, the organizational memory has its role on forming the knowledge base of the organization. Employees can use the organization memory to learn and improve the effectiveness of their work.Employee's know ledge can be stored and then information and knowledge can be shared by KM. Organizational memory is one of intangible assets of one organization; it stores past experiences and knowledge, supports organization strategy and improves organization effectiveness. Accordingly, it is important to establishment and development of organizational memory for KM. Organizational culture can be stored by story, and it is one of retention facilities of organizational memory.The idea, spirit, and culture of organizations can be passed down by storytelling. Through storytelling, organization members emotionally connect to their organization and then identify their organization. Storytelling can store organizational culture, convey experience and knowledge, and improve acquisition, retention, and maintenance of process of organizational memory management. Organization value and spirit can be conveyed effectively by storytelling.

Be Fruitful and Multiply

â€Å"Be fruitful and multiply. † This is a line we commonly hear at Mass, but what does it really mean? If we read the bible, we can find this line in Genesis, at that moment after God has created heaven and earth, plants and animals, and Adam and Eve. This sentence is redundant and simple, yet it holds a deep meaning.â€Å"Be fruitful and multiply†Ã¢â‚¬â€this is God’s way of telling us to reproduce, to have children who represent God as we represent Him as we are created after His likeness. In the bible, however, there are certain instances that somehow contradict this line’s purpose.Two examples are the tower of Babel and the pharaoh’s order to gather and eliminate all Hebrew male babies. The tower of Babel was constructed after the Great Flood. Noah’s descendants have already multiplied—they have formed a very large family that uses the same language.They have built the tower to raise themselves to the heavens and seek glory highe r than God’s. At such insolence, God punished them by scattering them throughout the world and confusing their language. Thereafter, God’s people continue to multiply and be fruitful. However, they started to bear fruits of different natures, different colors, and different tongues.The pharaoh, at the time of Moses’ birth, ordered for all male Hebrew babies to be killed and cast to the sea for fear that, as their population continued to thrive, the Egyptians will be overthrown. This act contradicted God’s command of being fruitful and multiplying. However, though this had been the case, God’s words still found its way to being made possible.The Hebrews, led by the grown-up Moses, were able to break free from the Egyptians’ oppression. They were able to reach the Promised Land that overflows with milk and honey, and since that time, they were again able to be fruitful and multiply.

Bean Trees and Brave New World

Brave New World vs. The Bean Trees The novels Brave New World and The Bean Trees both show suffering and people trying to pursue their own happiness. In Brave New World, John suffers through his unhappiness. In The Bean Trees, Taylor Greer goes through the same situation. They both go through the process of suffering to reach the same goal, which is to find happiness. In Brave New World, John becomes out casted by both the New Mexico Savage Reservation and the World State. With living in the World State and their version of â€Å"happiness†, John begs for the right to feel emotion. He sees the World State as giving off artificial happiness, but he wants true happiness and true emotion. He pleads, â€Å"I don’t want comfort, I want God, I want poetry, I want real danger, I want freedom, I want goodness. I want sin. † He takes his values from the works of Shakespeare which helps him to voice his own emotions and reactions, it gives him a framework from which to comment on World State values, and it gives him the language that helps him hold his own in confrontation. Shakespeare shows all the values that the World State does not have. From reading the works, John wants to reject the shallow â€Å"happiness† of the World State, he becomes unable to control his temptations for Lenina, and ultimately he commits suicide. John taking part in the final orgy and later committing suicide can become viewed as the product of an insanity made by the conflict between his values and the reality of the World State. John never reached his goal due to him committing suicide. In The Bean Trees, Taylor Greer leaves her home in Kentucky to make a new life for herself. Along the way, a woman gives Taylor a child which she names Turtle. At first, caring for Turtle does not come easily to her, but over time she grows to love Turtle as her own. Taylor becomes forced to mature quickly which brings on another struggle for her. High School has only been behind her for a few years and she already has to take on the responsibility of providing for a child. She also needs to raise money on her own, not only for herself but also for Turtle. Finding a place to live became her responsibility, too. Estevan and Esperanza’s struggles with aving to give up their child and the trauma of Turtle getting attacked one day, forces Taylor to struggle through depression. The police investigation on the attack shows that Taylor is not the legal guardian of Turtle which brings up another struggle for her until Taylor comes up with a plan to adopt her. In the end, Taylor’s plan works, Taylor and Turtle now have a home in Tucson, and Esperanza and Estevan safely live at their new home in Oklahoma. Taylor struggled through life’s challenges but by the end of the novel she finds a new meaning for â€Å"family† and becomes appreciative of the miracles given to her each day. The struggles of the human condition become resolved for the current time in the lives that Taylor has touched. Ultimately, Taylor did reach her goal of happiness because she found family in the people around her and a new life in Tucson. Both of the characters went through much suffering on their pursuit of happiness. They handled their suffering in different ways though. John rebelled against the World State to gain his happiness whereas Taylor took what came to her and found her happiness with what she was given.

Current world problem Research Paper Example | Topics and Well Written Essays - 500 words

Current world problem - Research Paper Example According to an index of 72 countries by A.T. Kearney small, rich, and stable countries tend to be the most globalized (The Economist, 2011). Two of the most globalized areas in the world are Singapore and Hong Kong. The people of Singapore enjoy a higher standard of living than American citizens. The article entitled One Minute Case for Free Trade written by David Veksler discusses some of the cons of the globalization movement. Globalization has taken millions of jobs away from the US as companies are outsourcing their manufacturing production to developing countries that offer cheap labor and lower overall production costs. The reason globalization helps promote efficiency in the world markets is because countries that are good at certain things specialize their labor. For example the Japanese are good at producing electronics, while the United States produces a lot of pharmaceuticals. Each country has a talent they can exploit to increase their gross domestic product. â€Å"Some isolationist argue that foreigners have unfair advantanges due to lax labor or environmental regulations, industry subsidies, or restrictions on import abroad†(Veksler, 2007).