C.P. Ellis Essay Example | Topics and Well Written Essays - 1250 words

C.P. Ellis - Essay Example He worked day in and day out and even worked in the week ends in order to gain some extra money but ended up being angry, annoyed and frustrated as he saw little success. With all these efforts that he had been putting, he was not even able to break even, that is to say, he was not even able generate enough income to sustain himself. With all this building up inside him, he did not know who to blame for all that was happening and who should be held responsible for his failures, one after the other. He wanted to vent out the anger and frustration upon something. Blaming the situation or the country could not help because it can not be personified. With this at his background, he joined the Klan which was meant for the anti black movement in order to 'hate' them in a formalized manner. The fact that his father was also a member of the Klan once upon a time and that his initial mental makeup was done up by his father, he was more inclined towards joining the Klan. While doing this, he assumed that this would solve his problems that he was seeing at personal level. Many members of the klan were of lower income and education and they joined it because it gave them a platform for hating and opposing the blacks, which they could not do in an equally efficient manner when they were individuals. Also, the Klan gave Ellis a certain kind of respect and recognition that he was deeply longing for, and which he had not received till date. When Ellis took the oath in the presence of more than four hundred Klan members, he felt certain kind of satisfaction for being respected and honored. 3. How did C.P. Ellis's assumptions about the Klan and those who were in power change Why did they change Ellis took great honor himself with the fact that the municipal council members would call him up from their side in late hours and spoke to him in person. He had a certain sense of importance felt with this and thus felt good about that because he had never received any such treatment when he had not joined the Klan. However, at one instance, he realized that the behavior of the municipal council men was not the same in public as it is in the private. He felt that the people in the power would avoid him in public so their associations are not revealed. This was the first instance when Ellis found that something was wrong with the people in power. He felt that the people who were in power were using the groups of black and the white by dividing them and then with their support they would be in power. Both the groups were being used against each other in order to achieve their motive. By keeping them engaged in fighting the council men made it sure that none came up to a level where they would have to share the power with them because they were unwilling to part from the wealth and the power that they were enjoying. When he tried to put this point through in the Klan meetings, he was unable to make people convince and think the way he was. Fellow members of the Klan would no believe that the people in the council were not really working fro the whites but were using them. This make Ellis

Advanced Seminar Final Take Home Exam Assignment

Advanced Seminar Final Take Home Exam - Assignment Example The fourth is education in order to enhance growth of knowledge and the management of activities that direct, organize or control activities that psychologists offer to the public. Fifth is ability to adhere to ethics of good practice and lastly the skills to develop appropriate attitudes towards the understanding of concepts such as individual differences, cultural diversity and professional development (Falender & Shafranske, 2008). MASTERY stands for Mastering knowledge, Assessing skills and competence, Setting minimal competency standards, Training to competency, Evaluating understanding of relevant legal and ethical principles, Reviewing skill level and Yielding to continuing education (Falender & Shafranske, 2008). I will ensure that the trainees have the knowledge required of them to become competent psychologists by providing training opportunities for them in order to build their knowledge and skills. After the training I will use various methods to assess whether they have acquired the right knowledge and skills necessary for them to perform their duties. In order for them learn faster and acquire these skills it is important to set minimal standards for them so that they feel motivated to learn. In the supervision I will continue to offer more avenues for training so that they build on their competencies so that they feel competent about their duties. I will also ensure that they do understand ethical concerns in handling patients by exposing them to various legal and ethical problems. I will also evaluate them to see whether they have learnt anything if not I will give them a chance to build their knowledge through continued education. Intentional self-disclosure is the deliberate verbal or nob verbal disclosure of personal information. It refers to both verbal and other deliberate actions that may include placing a given family photo in the office. There are two types:

A Beautiful Mind Essay Example for Free

A Beautiful Mind Essay You have to wonder what goes through the mind of a person with schizophrenia. I have often wondered if the people who have this disorder have had experiences similar to those of John Nash, portrayed by Russell Crowe, the Oscar nominated best actor in a leading role. The movie was A Beautiful Mind. This 2001 film received four Oscars in 2002 for Best supporting Actor, Best Director, Best Picture, and Best Writing Screenplay Based on Material Previously Produced or Published. I think all too often people are given medication and other intrusive forms of treatment for mental illness when cognitive therapy with motivating factors can help to overcome the crippling illness. This is the drama represented in this film. This film depicts mathematician John Nash and his lifelong struggles with his mental health. Enrolling at Princeton in 1947 as a graduate student, Nash almost immediately stood out as an odd duck (Honeycutt). He devoted himself to finding something unique, a mathematical theorem that would be completely original. He kept to himself for the most part and while he went out for drinks with other students, he spends a lot of time with his roommate, Charles, who eventually becomes his best friend. Five years later John is a professor at MIT where he meets and eventually marries a graduate student, Alicia. The problem that John Nash writes on the blackboard in his lecture is a real one (unlike in other movies, where math on boards is usually either too simple or fake). See more:  Masters of Satire: John Dryden and Jonathan Swift Essay There is an important theorem in mathematical physics that directly says the answer to this is 1. Later, when he discusses the problem with Alicia Nash, he makes additional restrictions for the solution, without which the problem is much harder, so he is pretty confident she didnt solve it. Over time however John begins to lose his grip on reality, he secretly goes to work for the Pentagon and an elusive spy, breaking hidden messages from the coded newspapers sent by Soviets to operatives in the United States, warning of Armageddon (David). As the depths of his imaginary world are revealed, we find out that Charles, along with his niece, is a figment of his imagination; Nash withdraws from society and eventually is institutionalized and diagnosed with schizophrenia. Years of partially successful psychiatric treatment combined with medication follow, and although there was some success with this form of treatment, Nash realizes his thinking is a fog and his marriage is falling apart and to op it off he does not feel like he is a husband. With tremendous effort and much practice he learns to ignore the delusions of his mind and focus on reality, Alicia stands by him and continues to support Nash in his daily struggle. Its not until the 1970’s that John makes his long journey back into the world of academics, gradually returning to research and teaching. In 1994, John Nash was awarded the Nobel Prize in Economics (David). Paraphrasing Nash’s acceptance speech, in the movie Russell Crowe sums up his career by saying â€Å"And I have made the most important discovery of my career, the most important discovery of my life: It is only in the mysterious equations of love that any logic or reasons can be found (Crowe). † In conclusion I would like to state that by being compassionate and loving towards a person with mental illness it is possible to help them to cope with life without drugging them. Thank you. Are there any questions?

Approaches To Implementing Appreciative Inquiry Cultural Studies Essay

Approaches To Implementing Appreciative Inquiry Cultural Studies Essay Appreciative Inquiry (AI) is an organizational development process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. Appreciative Inquiry was adopted from work done by earlier action research theorists and practitioners and further developed by David Cooperrider of Case Western Reserve University. It is now a commonly accepted practice in the evaluation of organizational development strategy and implementation of organizational effectiveness tactics. Appreciative Inquiry is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, a situation, or an organization. In so doing, it enhances a systems capacity for collaboration and change.0#cite_note-0[1] Appreciative Inquiry utilizes a cycle of 4 processes focusing on: DISCOVER: The identification of organizational processes that work well. DREAM: The envisioning of processes that would work well in the future. DESIGN: Planning and prioritizing processes that would work well. DESTINY (or DELIVER): The implementation (execution) of the proposed design.1#cite_note-1[2] 2#cite_note-2[3] The basic idea is to build organizations around what works, rather than trying to fix what doesnt. It is the opposite of problem solving. Instead of focusing gaps and inadequacies to find blame and remediate skills or practices, AI focuses on how to create more of the occasional exceptional performance that is occurring because a core of strengths is aligned. The approach acknowledges the contribution of individuals, in order to increase trust and organizational alignment. The method aims to create meaning by drawing from stories of concrete successes and lends itself to cross-industrial social activities. It can be enjoyable and natural to many managers, who are often sociable people. There are a variety of approaches to implementing Appreciative Inquiry, including mass-mobilized interviews and a large, diverse gathering called an Appreciative Inquiry Summit (Ludema, Whitney, Mohr and Griffin, 2003). Both approaches involve bringing very large, diverse groups of people together to study and build upon the best in an organization or community. The basic philosophy of AI is also found in other positively oriented approaches to individual change as well as organizational change. As noted above, AI fosters positive relationships and builds on the basic goodness in a person, or a situation . The idea of building on strength, rather than just focusing on faults and weakness is a powerful idea in use in mentoring programs, and excellent performance evaluations. It is the basic idea behind teaching micro-affirmations as well as teaching about micro-inequities. (See Microinequity Rowe Micro-Affirmations and Micro-inequities in the Journal of the International Ombudsman Association, Volume 1, Number 1, March 2008.) AI has been used extensively to foster change in businesses (a variety of sectors), health care systems, social profit organizations, educational institutions, communities, local governments, and religious institutions. Appreciative inquiry (AI) is a major breakthrough in organization development, training and development and in problem solving, in general. AI is based on the assertion that problems are often the result of our own perspectives and perceptions of phenomena, eg, if we look at a certain priority as a problem, then we tend to constrain our ability to effectively address the priority and to continue to develop in our lives and work. AI is a philosophy so a variety of models, tools and techniques can be derived from that philosophy. For example, one AI-based approach to strategic planning includes identification of our best times during the best situations in the past in an organization, wishing and thinking about what worked best then, visioning what we want in the future, and building from what worked best in order to work toward our vision. The approach has revolutionized many practices, including strategic planning and organization development. Various Perspectives The following links are by no means a complete list of online resources about AI. Like any other topic in the Library, the following links are to resources that can help to get you started in learning more about this topic. Appreciative Inquiry Commons AI : the Quest Appreciative Inquiry Resources Appreciative Inquiry and Community Development Appreciative Inquiry 5D Spiral of Development Taos Institute on Appreciative Inquiry managementhelp.org/commskls/appr_inq/appr_inq.htm Appreciative Enquiry . . . it is through language that we create the world, because its nothing until we describe it.   And when we describe it, we create distinctions that govern our actions.   To put it another way, we do not describe the world we see, but we see the world we describe.  Ã‚  Ã‚   Joseph Jaworski As it has evolved, there are a number of ways in which to conduct an Appreciative Inquiry (AI)Team Building but the processes all tend to follow a common path of four phases: Discovery (conducting appreciative interviews and identifying the themes and life-giving forces), Dream (developing provocative propositions for the future), Design (integrating wishes for the future with plans for needed changes to structure, systems and processes) and Destiny (making it happen and making it sustainable over time Appreciative enquiry is a new way of approaching problem solving, team-building and solution development. Appreciative Inquiry works from a set of assumptions. 1. In every society, organisation or group, something works well. 2. What we focus on, becomes our reality. 3. Reality is created in the moment, and there are multiple realities. 4. The act of asking questions of a person, or group influences the group/person in some way. 5. People have more confidence to journey to the future (the unknown) when they carry forward parts of the past (the known). 6. If we carry forward parts of the past, they should be what is best about our past. 7. It is important to value differences. 8. The language we use creates our reality and experience. The Appreciativer Inquiry Way While these may seem obvious, we know from our own experience that we can look at what isnt working and start problem solving. This pulls us backwards/downwards rather than forwards.   If we focus on difficulties in the past, people become self defensive and feel that life is hopeless.   When we ask them about their successes, they become enthusiastic and start to hope again and explore possibility. Appreciative Inquiry 5-D Cycle Discovery: The Appreciative Inquiry approach to personal, or organisational, change is to begin by looking for what is working -APPRECIATING the best of our experience. Dream: This is to consider what might be ENVISIONING RESULTS Design: What should be the ideal? CO-CONSTRUCTING Destiny: How to empower, learn adjust or improvise    SUSTAINING Do-It: Action towards achievement Commitment, response, action The tangible result of the Appreciative Inquiry process is a series of statements that describe where the person or organisation wants to be, based on the best moments of where they have been. Because these statements are based in real experience and history, people know how to repeat their success. They have created before, they can create once again. The purpose is to reconnect with the life giving forces-what is working, and then go beyond that to, what could be if we expanded our paradigm of possibility. What is Appreciative Inquiry? from A Positive Revolution in Change: Appreciative Inquiry by David L. Cooperrider and Diana Whitney. Ap-preci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY. Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives life to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a systems capacity to apprehend, anticipate, and heighten positive potential. It centrally involves the mobilization of inquiry through the crafting of the unconditional positive question often-involving hundreds or sometimes thousands of people. In AI the arduous task of intervention gives way to the speed of imagination and innovation; instead of negation, criticism, and spiraling diagnosis, there is discovery, dream, and design. AI seeks, fundamentally, to build a constructive union between a whole people and the massive entirety of what people talk about a s past and present capacities: achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high point moments, lived values, traditions, strategic competencies, stories, expressions of wisdom, insights into the deeper corporate spirit or soul and visions of valued and possible futures. Taking all of these together as a gestalt, AI deliberately, in everything it does, seeks to work from accounts of this positive change core-and it assumes that every living system has many untapped and rich and inspiring accounts of the positive. Link the energy of this core directly to any change agenda and changes never thought possible are suddenly and democratically mobilized. appreciativeinquiry.case.edu/intro/whatisai.cfm What is Appreciative Inquiry? Appreciative Inquiry is the study and exploration of what gives life to human systems when they are at their best. It is an organization development methodology based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is itself transformational. It is founded on the following set of beliefs about human nature and human organizing: à ¢Ã¢â€š ¬Ã‚ ¢ People individually and collectively have unique gifts, skills and contributions to bring to life. à ¢Ã¢â€š ¬Ã‚ ¢ Organizations are human social systems, sources of unlimited relational capacity, created and lived in language. à ¢Ã¢â€š ¬Ã‚ ¢ The images we hold of the future are socially created and, once articulated, serve to guide individual and collective actions. Through human communication (inquiry and dialogue) people can shift their attention and action away from problem analysis to lift up worthy ideals and productive possibilities for the future. In short, Appreciative Inquiry suggests that human organizing and change, at its best, is a relational process of inquiry, grounded in affirmation and appreciation. One way to understand Appreciative Inquiry is to consider the meaning of its two words. Each word alone has implications for the practice of organization change. The power of Appreciative Inquiry, however, is the by-product of the two words working together. Like hydrogen and oxygen that combine to make water the most nurturing substance on earth appreciation and inquiry combined produce a powerful, vital approach to leadership and organization change. Appreciation: Recognition and Value Added Appreciation has to do with recognition, with valuing and with gratitude. The word appreciate is a verb that carries a double meaning. It refers to both the act of recognition and the act of enhancing value. Definitions include: à ¢Ã¢â€š ¬Ã‚ ¢ to recognize the best in people and the world around us; à ¢Ã¢â€š ¬Ã‚ ¢ to perceive those things which give life, health, vitality and excellence to living human systems; à ¢Ã¢â€š ¬Ã‚ ¢ to affirm past and present strengths, successes, assets and potentials; à ¢Ã¢â€š ¬Ã‚ ¢ to increase in value (e.g., the investment has appreciated in value). Indeed, organizations, businesses and communities can benefit by greater appreciation. Around the global, people hunger for recognition. They want to work from their strengths on tasks they find of value. Executives and managers long to lead from their values. They seek ways to integrate their greatest passions into their daily work. And organizations strive regularly to enhance their value to shareholders, employees and the world at large. Inquiry: Exploration and Discovery Appreciative Inquiry is about more than appreciation, recognition, and enhancement of value. Its also about inquiry. Inquiry refers to the acts of exploration and discovery. It implies a quest for new possibilities, being in a state of unknowing, wonder and a willingness to learn. It implies an openness to change. The word inquire also a verb means: à ¢Ã¢â€š ¬Ã‚ ¢ to ask questions; à ¢Ã¢â€š ¬Ã‚ ¢ to study; à ¢Ã¢â€š ¬Ã‚ ¢ to search, explore, delve into or investigate Inquiry is a learning process for organizations as well as for individuals. Seldom do we search, explore or study what we already know with certainty. We ask questions about and query into areas unfamiliar to us. The act of inquiry requires sincere curiosity and openness to new possibilities, new directions and new understandings. We cannot have all the answers, know what is right, or be certain when we are engaged in inquiry. The spirit of inquiry is the spirit of learning. How Does Appreciative Inquiry Work? The process used to generate the power of Appreciative Inquiry is the 4-D Cycle. Based on the notion that human systems people, teams, organizations and communities grow and change in the direction of what they study, Appreciative Inquiry works by focusing the attention of an organization on its most positive potential its positive core. The positive core is the essential nature of the organization at its best peoples collective wisdom about the organizations tangible and intangible strengths, capabilities, resources, potentials and assets. The Appreciative Inquiry 4-D cycle unleashes the energy of the positive core for transformation and sustainable success. Affirmative Topic Choice: The 4-D Cycle begins with the thoughtful identification of what is to be studied affirmative topics. Since human systems move in the direction of what they study, the choice of what to study what to focus organizational attention on is both essential and strategic. The topics that are selected provide a framework for collecting stories, discovering and sharing best practices, and creating a knowledge-rich work environment. They become the organizations agenda for learning and innovation. Once selected, affirmative topics such as inspired leadership, optimal margins, or culture as competitive advantage guide the 4-D Cycle of Discovery, Dream, Design and Destiny. Discovery: The Discovery phase is a diligent and extensive search to understand the best of what is and what has been. It begins with the collaborative act of crafting appreciative interview questions and constructing an appreciative interview guide. Appreciative Inquiry questions are written as affirmative probes into an organizations positive core, in the topic areas selected. They are written to generate stories, to enrich the images and inner dialogue within the organization, and to bring the positive core more fully into focus. The results of Discovery include: à ¢Ã¢â€š ¬Ã‚ ¢ The formation of new relationships and alliances, that bridge across traditional barriers. à ¢Ã¢â€š ¬Ã‚ ¢ A rich description or mapping of the organization s positive core. à ¢Ã¢â€š ¬Ã‚ ¢ Organization-wide sharing and learning from stories of best practices, golden innovations and exemplary actions. à ¢Ã¢â€š ¬Ã‚ ¢ Greatly enhanced organizational knowledge and collective wisdom. These results, in turn, inspire the emergence of organic, unplanned changes well before implementation of the more planful phases of the 4-D cycle. Dream: The Dream phase is an energizing exploration of what might be: a time for people to explore their hopes and dreams for their work, their working relationships, their organization, and the world at large. It is a time for groups of people to engage in thinking big, thinking out of the box, and thinking out of the boundaries of what has been in the past. The intent of the Dream phase is to identify and spread generative, affirmative, and hopeful images of the future. Typically this is accomplished in large group forums, where unusual combinations of stakeholders explore: à ¢Ã¢â€š ¬Ã‚ ¢ Creative images of the organization s most positive potentials à ¢Ã¢â€š ¬Ã‚ ¢ Innovative strategic visions à ¢Ã¢â€š ¬Ã‚ ¢ An elevated sense of purpose. Design: The Design phase involves making choices about what should be within an organization or system. It is a conscious re-creation or transformation, through which such things as systems, structures, strategies, processes and images will become more fully aligned with the organizations positive past (Discovery) and highest potential (Dream). Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation or what will be. Since the entire 4-D Cycle provides an open forum for employees to contribute and step forward in the service of the organization, change occurs in all phases of an Appreciative Inquiry process. The Destiny phase, however, focuses specifically on personal and organizational commitments and paths forward. The result of destiny is generally an extensive array of changes throughout the organization in areas such as: à ¢Ã¢â€š ¬Ã‚ ¢ Management practices à ¢Ã¢â€š ¬Ã‚ ¢ HR processes Measurement systems à ¢Ã¢â€š ¬Ã‚ ¢ Customer service systems à ¢Ã¢â€š ¬Ã‚ ¢ Work processes and structures In many cases, the 4-D Cycle provides the framework for ongoing activities. Thus, the cycle begins again . . . and again . . . and again. Why Does Appreciative Inquiry Work? Appreciative Inquiry works because it treats people like people, and not like machines. People are social. We create our identities and our knowledge in relation to one another. We are curious. We like to tell stories and listen to stories. We pass on our values, beliefs and wisdom in stories. We like to learn and to use what we learn to be our best. And we delight in doing well in the eyes of those we care about and respect. Appreciative Inquiry enables leaders to create natural human organizations knowledge rich, strength based, adaptable, learning organizations. www.positivechange.org/appreciative-inquiry.html Appreciative Inquiry Consulting AI Consulting, LLC offers a collaborative, strength-based approach to strategic change and transformation. At the heart of our practice is Appreciative Inquiry (AI), an approach that draws on the strengths and values of an organization in order to implement its change agenda and achieve its highest goals. AI Consulting has the greatest concentration of AI expertise and our consultants span the globe. Among them are the thought leaders, authors, and founders of AI. Our whole-systems approach, global reach, and collaborative partnerships are reflected in our success stories. AI Consulting combines features of a large consulting firm, a knowledge web, an alliance of change agents, and a socially responsible business entity. We are a principle-driven organization, valuing integrity, learning, generosity, and the common good. Our leading-edge design makes us highly flexible and responsive to client needs. We always seek to enhance the core strengths that give life to an organization while growing its economic vitality, ecological integrity and organizational health.   www.aiconsulting.org/ Appreciative Inquiry Appreciative Inquiry (AI) is a process for catalyzing positive change developed at Case Western Reserve University by David Cooperrider, a professor of Organizational Behavior at their Weatherhead School of Management. As a graduate student, Cooperrider noticed that most organizational change was driven by consultants going into an organization and looking for problems and then attempting to fix them. He decided to see what happened if he took the opposite approach. During his graduate thesis work, Cooperrider went into the Cleveland Clinic and, rather than seek out what needed fixing, he sought out what was working well. He then developed a structured process to concentrate information about these success factors in what is called the positive core and to then amplify that positive core throughout the organization. The experiment was a great success and Cooperrider went on to establish the process as Appreciative Inquiry. Appreciative Inquiry is both a specific methodology and a perspective and has been defined as the study of what gives life to human systems when they are at their best. As such it ties deeply into fields such as Positive Psychology and Flow which, like AI, stand in contrast to our cultures typical problem-based or deficit-based mindset. To understand the phrase more deeply, we need simply look at the two words that make it up. Appreciate has two meanings: to look for the best in something and to increase something in value, such as when a stock or real estate appreciates. Inquiry means to seek understanding using a process based on provocative questions. So the idea is that provocative questions are used to draw out powerful success stories and identify the factors that are already working well within a human system. We can then use this understanding to help bring about what people want more of (as opposed to the usual cultural focus on reducing what they want less of). The specific methodology of Appreciative Inquiry gives us the tools to do this, while involving both left and right brains, and exploring the past, present and future. It consists of five main phases: Affirmative Topic Choice An interview is carried out using several provocative questions and, from the clients responses, several themes are chosen as the focal points for the rest of the inquiry process. Discovery Further provocative questions are explored regarding each of the Affirmative Topics and, from the clients responses, several themes are again chosen. These themes, a virtual DNA sample of the system at its best, reflect its central success factors its best strengths, talents, assets, values and ideals and are known as its positive core. Dream Creative processes are used to verbally and/or experientially explore what the future might be like if the positive core were more thoroughly enacted throughout the system and to examine, looking back from that vantage point, what must have happened in order for it to have reached such an optimal state. Design The system is organized into an architecture, and preferences chosen for each element of that structure, that will enable further enactment of the positive core and lessons from the Dream phase throughout the system. Provocative Propositions, in which clients put in writing broad goals or ideas that will help encourage the organization to move in the direction of optimization, may also be developed. Destiny Concrete plans are made and supporting resources put in place for enacting the chosen preferences in the service of amplifying the positive core and making the clients dreams a reality. Notice how these phases, in many ways, mimic the evolutionary process. That which is working best in a system is selected for and then those successful elements of the system become the raw material for its next stages of development. Thus, I like to consider Apprecative Inquiry a process for facilitating and accelerating evolutionary processes. Appreciative Inquiry has now been used to aid optimization in many large companies such as British Airways and Verizon, in schools such as at UC Berkeley, and even in whole cities such as in the Imagine Chicago project. It has also been adapted for use with families, individuals, and in many other settings. In developing my company, Emergent Associates, we synthesized a number of other tools and methods within a framework deeply based in Appreciative Inquiry to create our unique coaching and consulting process. Though a simple and enjoyable process for clients to experience, Appreciative Inquiry ties into fields as diverse as evolution, chaos theory, Systems Thinking, and other systems sciences. A quote from 3creativeASIN=1576752267creative=373489camp=211189The Power of Appreciative Inquiry: A Practical Guide to Positive Change sums up the mindset of this field well. We are not saying to deny or ignore problems. What we are saying is that if you want to transform a situation, a relationship, an organization, or community, focusing on strengths is much more effective than focusing on problems. www.systemsthinker.com/interests/appreciativeinquiry/    APPRECIATIVE APPROACH The Challenge The underlying belief of todays paradigm is that there is one best way to do things; one perfect way for an organization to be formed; one preferred way for employees to perform; one acceptable way for people to behave. We have been trained and educated from an early age to look for things in our human organizations that are not the best, perfect or preferred so that we can to fix them. We are a world of problem solvers. Our basic assumption of problem solving seems to be that organizations are problems to be solved. The process traditionally involves: (1) identifying the key problems; (2) analyzing the causes; (3) locating logical solutions; and, (4) developing an action plan. The result, change happens through a linear process that assumes we can repair human beings and organizations much as we might repair our car or computer. If we fix the problems, the organization will succeed. While this problem solving mentality has dominated business for years and led to some success, we are starting to see the limitations of this approach. The problem-solving approach directs attention to the worst of what is, constantly examining what is wrong with the organization. This continuous focus can have some very limiting and unintended consequences: We assume that because we know the problem, we must know the solution. No innovation. The organization creates no visions/images of the future. Breakthrough changes happens slowly, if at all, because we put attention on yesterdays causes. Visionless voice leading to organizational fatigue. Not another problem to deal with! Weakened fabric of relationships, defensiveness blameà ¢Ã¢â€š ¬Ã‚ ¦the creation of a negative culture. However, recent advances in the sciences and other related fields of study are causing a shift in how we understand the world. This new research and experience is leading us to an entirely new way of thinking about our organizations and how we improve them. There is a BETTER way! A Positive Change Model The fact is that our organizations are not predictable machines, but rather human constructions that are molded and changed by the images that human beings have of them. If we think that our organization is dysfunctional, unhealthy, and a bad place to work, most of what we see will be the behaviors, attitudes, and values that prove us right. If, on the other hand, we look for those things in our organizations that are healthy, creative, and supportive, we will begin to see an entirely different organization. We actually have a choice on what we focus on and Appreciative Inquiry (AI) is a method that can help us see the true potential or our organization. In contrast to the problem solving approach, the underlying assumption of Appreciative Inquiry is that organizations are solutions to be embraced. AI Definition To appreciate means to value to understand those things that are worth valuing. To inquire means to study, to ask questions, to search. AI is, therefore, a capacity building approach that selectively seeks to locate, highlight, and illuminate the life-giving forces within an organization or community. AI seeks out the best of what is to help ignite the collective imagination of what might be.   The aim is to generate new knowledge that expands the realm of the possible and helps people envision a collectively desired future and to carry forth that vision in ways which successfully translates images of possibility into reality, and belief into practice. AI is not a methodology. It is a philosophy, an orientation to change, and a way of seeing and being in the world!   AI 4-D Model Tirawa Consulting uses a change process, called the 4-D Model (see below), that: (1) Discovers what gives life to an organization; what is happening when the organization is at its best; (2) Dreams about what might be; what the world is calling the organization to be; (3) Designs ways to create the ideal as articulated by the whole organization; and, (4) Delivers through an on-going and iterative processes. This is not a static solution but rather a dynamic process of continuous change. The 4-D Model has been used successfully in multiple cultures, in all sizes of organizations, working in every sector of relief and development, at every level of the organization. The 4-D Model has also produced tremendous results in the governmental and business sectors as well.   Tirawa Consulting can help integrate AI into your strategic change agenda and work with you to design a solution that will involve your people, identify your strengths, and chart a course for unbelievable transformation! Here are just a few examples of how AI can be used to drive your organization to higher levels of performance: Culture transformation Vision building Team building development Feedback performance management Organization redesign Partnership creation / relationship building Strategic Many other applications

The Character of Torvald Helmer and Nils Krogstad in A Dolls House Ess

Torvald Helmer is the least likeable character in A Doll's House, a play by Henrik Ibsen. Torvald is sometimes portrayed as a sexist pig. Such a reading does an injustice to Torvald. There is more depth to his character if one follows the hints that he had actively covered up for Nora's father. The first hint came when Nora told Kristina that Torvald had given up his government post because there was no prospect of advancement. It may be that there was no opportunity for getting ahead because promotion was slow in the bureau, but it may have been because his most intimate co-workers (those who would have used the familiar Du with him) were aware of what he had done. While the management did not prosecute him (just as Krogstad was not prosecuted), those acquainted with the incident could prevent his advancement into an office where his larcenous tendencies could do real harm. A second hint is that Helmer saw Krogstad as a threat to his new post in the savings bank: "he seems to think he has a right to be familiar with me." Did he suspect that Krogstad knew the one awful secret that could destroy him? The third hint follows that trail: Krogstad expected that Nora had sufficient influence to persuade her husband not to dismiss him. Why did he believe this unless he had some su spicion of her past influence? A further hint comes when Helmer remarks: "I pretend we're secretly in love--engaged in secret--and that no one dreams that there's anything between us." Why does he want that? Is this not a reference to the conflict of interest regarding her father? Lastly, after reading Krogstad's letter, almost immediately Nora's father comes to mind; he exclaims, "So this is what I get for condoning his fault! I did it for your sake, and t... ...e Artist. Coral Gables, Florida: University of Miami. Koht, Halvdan. 1971. Life of Ibsen. New York: Benjamin Blom. Meyer, Michael. 1971. Ibsen. A Biography. Garden City, N.Y.: Doubleday and Company. Northam, John. 1965. "Ibsen's Search for the Hero." Ibsen. A Collection of Critical Essays. Englewood Cliffs, N.J.: Prentice-Hall. Â   Notes: 1. Clurman (1977:115, 117). Brandes (1964:77-78): "The man is thoroughly honourable, scrupulously upright, thrifty, careful of his position in the eyes of strangers and inferiors, a faithful husband, a strict and loving father, kind-hearted. . . ." 2. Brandes (1964:49) says that Ibsen views Helmer as a stupid and evil man, whose "stupidity arises solely from his self-righteous egoism." 3. Clurman (1977:115-116) presents the traditional interpretation of Krogstad: "a soft man driven to hardness."

The Signal-Man and The Monkeys Paw :: Free Essay Writer

How do the writers create a sense of suspense? Fictional text need to be interesting so that the reader likes it. Many writers use many different things to capture their reader’s interest. Both Charles Dickens and WW Jacobs, in the Signalman and the monkeys paw both use different ways to try and keep the interest of their reader. The Signalman and the Monkey paw, are very similar both are horror stories set in 0ne location with very few characters. Even though they seem similar, they are actually told in different styles. Throughout the story the Signalman, Charles Dickens uses a Varity of methods to create atmosphere, tension and mystery. The author of this short story Charles Dickens was motivated to write this story because of a terrible train wreck at Staple Hurst, Kent, which he was involved in on 9 June 1865, in which several passengers died but he survived by luck. The story â€Å"The signalman† starts with the quote "Halloa! Below there" as the story unfolds this quote becomes very important. At the start of the story â€Å"The signalman†, suspense is created when the narrator calls out to â€Å"the signalman†; the signalman seems to stare at him in shock. It seems to be weird because the signalman seems to fear the narrator, or is somehow astonished by his presence. The signalman’s actions create ambiguity, which is successful to create the overall suspense. Both the writers use conflict to create suspense, for example in the signalman, the narrator and the signalman seem to show a sense of conflict. For example the narrator presence, seems to astonish the signalman. The signalman says† before he stirred I was near enough to him to have touched him, not even then removing his eyes from mine, he stepped back one step and lifted his hand† the signalman is implying that he is uncomfortable with the narrator. Even the narrator notices the weird behaviour that is displayed by the signalman he says, â€Å"You look at me, I said forcing a smile, as if you dread me†. They do not understand each other at this moment; the both think that each other are ghosts. The signalman says, â€Å"I was doubtful, he returned, whether I had seen you before, where? He pointed at the red light he looked at there? I said†. The signalman was implying that he had seen the narrator, under the red light that was the same place which he also said he had seen the ghost. The narrator also believes the signalman is a ghost he says, â€Å"A monstrous thought came into my mind as I perused the fixed eyes saturnine face, that this was a spirit not a

AlfredHitchcock, Essay

Final Paper Mamet and Hitchcock’s Suspenseful Similarities While comparing the film’s Strangers on a Train, directed by Alfred Hitchcock and The Spanish Prisoner directed by David Mamet, two suspenseful mysteries unfold. In this essay I will compare both directors use of themes, tones, and camera effects to convey the thrilling story of a confused and tortured protagonist. While they are different plotlines, both stories overlap in many ways. Perhaps Mamet may have even made an homage to Hitchcock’s Strangers on a Train by mirroring various scenes and themes in The Spanish Prisoner. Strangers on a Train is the story of two strangers that meet on a train, but it is hardly that simple. One a tennis star, Guy Haines, and the other, a wealthy psychopath Bruno Anthony. Bruno proposes a scheme to Guy to kill someone the other person wants to dispose of, a â€Å"criss-cross†. Unknowingly, Guy agrees to kill Bruno’s enemy and vice versa. Bruno kills Guy’s wife that he had been trying to divorce, and expects Guy to kill his father. They get mixed up in a cat a dog chase of murder and confusion, which ended with Bruno’s death and Guy marrying the women he loved, Anne Morton. The Spanish Prisoner is titled from a con game that traps a mark into turning over thousands of dollars to scam artists. David Mamet character Joe Ross is a math genius that devised a â€Å"process† that will earn his company billions of dollars. The process is the maguffin (a typical trait of Hitchcock); we never find out what the process is, only that rival Japanese corporations will do anything to steal it. Joe Ross ends up happily ever after similarly to Guy Haines. Both stories reflect one another in multiple ways. One is that Bruno the sympathetic villain in Hitchcock’s Strangers on a Train that we love and hate is very similar to that of Julian ‘Jimmy’ Dell who elaborately tried to steal the process. We grow relationships with Jimmy Dell and with Bruno Anthony; they are both the catalyst of all bad that comes to the protagonist, yet each director makes them appealing and loveable. Both plotlines are obviously different, but Joe Ross is a similar reflection of Hitchcock’s creation of Guy Haines as well. Both men are mixed up in what they thought were brief encounters with ice or eccentric strangers. Yet both men get fooled along the way and get entangled in a web of lies, murder, and deceit. Mamet mirrors Hitchcock storyline in various ways throughout the films with character similarities again and again. On the plane ride back to the States, Susan asks Joe the film’s signature question: â€Å"Who in the world is what they seem? † In this scene, instead of a train they are on an airplane, and instead of Bruno asking Guy a question, it is Susan to Joe. Inevitably they are the same. Susan endows doubt and a motive to do something out of character, much like Bruno’s question to Anthony, â€Å"My theory is that everybody is a potential murderer. Didn’t you ever want to kill somebody? Say one of those useless fellows Miriam was running around with? † Each character is stricken with a striking comment that unravels the rest of their fate. In the same scene in the airplane Joe responds to Susan by retreating to the plane’s bathroom to unwrap Dell’s gift, which turns out to be a first edition of Budge on Tennis. The tennis theme is another similarity echoed in Strangers on a Train. Guy Haines is a pro tennis player and many of the scenes have imagery of tennis. Metaphorically it could represent the mental state of characters or plot, the back and forth of sense and logic. Later when Joe is trying to meet up with lawyers to discuss the process in Central Park, he goes onto a carousel. Mamet does no mistake by copying Hitchcock’s carousel tool as a dizzying climactic point. The spinning of the carousel signifies the mental state of both protagonists at the time. Each is on the verge of a breakdown, not knowing who to trust or what to do next. Camera angles enhance the scene in Hitchcock’s version because he uses high angle shots and differential focus on the faces of the patrons riding the carousel while the background spins quickly it creates a highly suspenseful and memorable scene. Hitchcock also used that little carnie man who crawled under the moving carousel, I was in awe of the camera angles throughout this scene, it made me hold my breath. The scene from The Spanish Prisoner where Joe was in the carousel was not as thrilling, the tone was different, he just walked around it slowly. The tones of the two scenes are like night and day. Hitchcock’s is loud and scary, while Mamet’s is eerily quiet and somber. Thematically they both explain the mental state of the protagonist, but Hitchcock’s tone is intense, fast paced, and surreal at times, while Mamet’s tone is cerebral and realistic. Not only are the characters, the themes, and elements comparatively similar, but also many of Hitchcock’s trademarks are found in both movies. One is the falsely accused man. This is present in Guy Haines, as well as in Joe Ross. Each protagonist is being chased for a crime they didn’t commit. It is a classic trait of suspense thrillers and is defiantly a major part of each film. The second trait is the guilty woman. This is present in Susan in Spanish Prisoner, and in Miriam in Strangers on a Train. Both directors convey police as idiotic throughout the movie as well, which is another Hitchcock trait. The final element is the pathological deviant. This is present in Bruno Anthony and in Julian ‘Jimmy’ Dell. This is the figure that spun the web of lies and created a â€Å"trustworthy† bond while in reality being completely crazed for a purpose that is unattainable. While both movies are similar in their theme, tone, characters, and director traits, they also vary in ways that make them unique. Both the stories are well conveyed due to the director’s clear point of view. One was referencing the other, both were gripping and suspenseful tales of an innocent man trying to fix a problem that they cant seem to solve. Mamet’s mirroring of Hitchcock was done well, but Hitchcock’s surrealistic shots and character like the carnie make it more interesting and compelling of a movie to me.