Joy Cowley

Authors Study Joy Cowley was a phenomenal author, she has written multiple children books, adult fiction and non- fiction, besides her major impacts in literature she comes from a very interesting back round. Joy Cowley was born on August, 7, 1936, in Levin New Zealand. She was the eldest of four girls and one boy. Her parents Peter Summers and Cassie Gredge were both physically ill while joy was growing up, the condition of both their health caused the family to be finically poor.When joy attainted elementary school in her early years she struggled with her academics, she was a poor reader and writer. Since English was her second language it made learning a very difficult experience in her early years. At the age of eleven when she could still barley read, but was able to understand books threw pictures, she became book addicted and also a writing addiction eventually occurred. As time went on, after she finished school her parents sent her to the local pharmacy to work. Joy opposed this idea but she wanted to please her parents.If the choice was up to joy she would have continued into a career of art or journalism, but she wanted to make her parents happy at the time. Joy Started writing a lot while she worked in the pharmacy . At the age of 20, Joy married farmer Ted Cowley. They moved to a dairy farm. They decided to children, they had four children in a 5 year time span. The children’s names were Sharon, Edward, Judith and James. While the kids were growing up joy milked cows, changed diapers, made puppets and play dough and wrote short stories in the evenings.She eventually wrote stories for her son Edward who was a slow reader, the stories eventually made their way to other kids. When joy realized she was an extrodaniry writer she introduced novels to her children’s teachers. They enjoyed them so much; they actually made them into big books they read to their classes. The teachers asked her if she could please work on getting published. Whe n she eventually started focusing on children’s book, she was also writing adult novels. In 1978 Joy stopped writing adult novels; she took a five year brake.She started working with June Melser who was a teacher/ editor. During this time her influncely work started to occur she designed the Story Box Reading Programmer which was published by Shortland Publications, Auckland, NZ and then The Wright Group, USA. She became deeply involved in early reading and the five years of commitment became twenty years focusing on early childhood books. In 1999, after a 22 year brake from adult novels, she wrote again. This novel included many adult experiences that had occurred. The novel included her marriage to Ted Cowley that ended in 1967.She decided to get married to Malcolm Mason after her divorce in 1970, a Wellington writer/ accountant, who died in 1985. Her third marriage in 1989 was to Terry Coles. For years, Terry and joy lived in the Marlborough Sounds in New Zealand's South I sland, with an assortment of animals – sheep, chickens, ducks, 8 cats and a dog – and visits from 13 grandkids. In 2004 they moved to Wellington so that Terry could be nearer medical services suited us for a while but Terry’s heath deteriorated further, strokes leaving him with diminished sight, hearing and mobility.Wellington’s stairs and traffic became too much of a challenge for them and they had to move out of the city. They decided to leave wellington and move to a cottage in the township of Featherstone, here joy has a shed with a lathe and woodturning tools. Joy still currently alive is still a full time writer today she is focused on adult writing – articles, spiritual reflection material, stories and novels – and books for children. Over the years joy has won multiple awards for her work.She is a brilliant writer who comes from a very progressive back round who has a major impact on many readers around the world. Commemoration Medal for services to New Zealand| 1990| OBE (Order of the British Empire) for services to children's literature| 1992| Margaret Mahy Lecture Award| 1993| NZ Women's Suffrage Centennial Medal| 1993| Hon. D. Litt Massey University| 1993| Award Best TV Drama Script| 1994| Patron NZ Children's Book Foundation| 1994|Roberta Long medal for multicultural writing (USA)| 2002| A. W. Reed Award for Contribution to New Zealand Literature| 2004| Distinguished Companion of the New Zealand Order of Merit (DCMNZ)| 2005| Prime Minister's Award for Fiction| 2010| University of Alabama, Birmingham, Maryann Manning Award for Outstanding Literacy Scholar| 2011| Joy Cowley said â€Å"that learning to read must be a pleasurable and meaningful exercise. If it isn't, then we teach children to read and to hate reading at the same time†.We infer that joy is a very passionate writer for young children, who wants all children to enjoy reading . Three of her books written by her, Mrs. Wishy-Washy, Mrs. Wishy -Washy Christmas, and Mrs. Wishy-Washy Farm relate to her back round of living on different farms. All three books have Ducks, Cows, and Pigs; they talk about taking care of each and every farm animal. A very interesting task we can do with young students is we can foreshadow the three books to joy personal autobiography.We can ask young readers who are exposed to these books, different questions about the similarities of joys book and her own personal life. Questions we can ask young readers and graph * Why do you think joy wrote about farm animals in all 3 books? * Do you think joy enjoyed the different animals? * Does Mrs. wishy washy remained joy of herself? * How can we compare The three books to Joy Cowley * After reading all three books what animals do you think were joy favorite ? This question will give to the oppurtinetey to draw which animals they think were joy favorite

Fill in the Blank Summer Final Exam

Sociology 101 Fill in the Blank Summer Final Exam Directions: This 50 question exam covers Chapters 1 through 15 and is due no later than noon Friday, 7/29. Each question is worth 3 points for a total of 150 points for this exam. There could be as many as 3 words necessary for the answer. The answer will be counted incorrect if all words are not exact and spelled correctly. This is an open book exam, but please do not share answers with your classmates. Remember that the integrity of the learning environment requires our honesty. Provide the number and the answer only and post in the message box located below these questions. Be sure to click on Submit when finished. 1. The ability to see how our personal troubles are connected to public issues and social structures is called the sociological imagination. 2. Structural functionalism addresses the question of social organization or structures of society and how it is maintained or functions. 3. Value-free sociology concerns itself with establishing what is, not what ought to be. 4. Empirical research is research based on systematic, unbiased examination of evidence. 5. Manifest functions or dysfunctions are consequences of social structures that are intended or recognized. . Conflict theory addresses the points of stress and conflict in society and the ways in which they contribute to social change. 7. Symbolic interaction theory addresses the subjective meanings of human acts and the processes through which people come to develop and communicate shared meanings. 8. The experiment is a method of research strategy in which the researcher manipulates indepen dent variables to test theories of cause and effect. 9. Social-desirability bias is the tendency of people to color the truth so that they sound more desirable and socially acceptable than they really are. 0. Replication is the repetition of empirical studies by another researcher or with different samples to see if the same results occur. 11. Content analysis refers to the systematic examination of documents of any sort. 12. The way of life shared by members of a community that includes language, values, symbolic meanings, technology and material objects is called culture. 13. Ethnocentrism is the tendency to judge other cultures according to the norms and values of our own culture. 14. Cultural relativity requires that each cultural trait be evaluated in the context of its own culture. 5. Cultural diffusion is the process by which aspects of one culture or subculture are incorporated into another. 16. Norms associated with fairly strong ideas of right and wrong that carry a moral connotation are called mores. 17. Counterculture are groups whose values, beliefs, interests, and lifestyles conflict with those of the larger culture. 18. Assimilation is the process through which individuals learn and adopt the values and social practices of the dominant group, sometimes giving up their own values in the process. 19. When one part of culture (usually technology) changes more rapidly than another, sociologists call this cultural lag. 20. The process of learning the roles, statuses, and values necessary for participation in social institutions is called socialization. 21. The process of learning to view ourselves as we think others view us is called the looking-glass self. 22. Primary socialization is personality development and role learning that occurs during early childhood. 23. An institution is an enduring social structure that meets basic human needs. 24. Dramaturgy is a version of symbolic interaction that views social situations as scenes manipulated by the actors to convey the desired impression to the audience. 25. The norm of reciprocity is the expectation that people will return favors and strive to maintain a balance of obligation in social relationships. 26. McDonaldization is the process by which the principles of the fast-food restaurants–efficiency, calculability, predictability, and control—are coming to dominate more sectors of American society. 27. Anomie is a situation in which the norms of society are unclear or no longer applicable to current conditions. 8. Differential association theory says that people learn to be deviant when more of their associates favor deviance than favor conformity. 29. Stratification is the institutionalized pattern of inequality in which social statuses are ranked on the basis of their access to scarce resources. 30. The world-systems theory is a conflict perspective of the ec onomic relationships between developed and developing countries, the core and peripheral societies. 31. Environmental racism refers to the disproportionately large number of health and environmental risks that minorities face daily in their neighborhoods and workplaces. 2. Double jeopardy means having low status on two different dimensions of stratification. 33. Sexism is a belief that men and women have biologically different capacities and that these form a legitimate basis for unequal treatment. 34. The manufacturers of illness are groups that promote and benefit from deadly behaviors and social conditions. 35. Marriage is an institutionalized social structure that provides an enduring framework for regulating sexual behavior and childbearing. 36. Propinquity is spatial nearness. 7. Exogamy means choosing a mate from outside one's own racial, ethnic, or religious group. 38. The hidden curriculum is the underlying cultural messages that schools teach to socialize young people into obedience and conformity. 39. Tracking occurs when evaluations made relatively early in a child's career determine the educational programs the child will be encouraged to follow. 40. Secularization is the process of transferring things, ideas, or events from the sacred realm to the nonsacred, or secular, realm. 41. The Protestant Ethic refers to the belief that work, rationalism, and plain living are moral virtues, whereas idleness and indulgence are sinful. 42. Authoritarian systems are political systems in which the leadership is not selected by the people and legally cannot be changed by them. 43. The power elite comprises the people who occupy the top positions in three bureaucracies—the military, industry, and the executive branch of government—and who are thought to act together to run the United States in their own interests. 44. Capitalism is the economic system based on competition, in which most wealth (land, capital, and labor) is private property, to be used by its owners to maximize their own gain and profit. 45. Socialism is an economic structure in which productive tools (land, labor, and capital) are owned and managed by the workers and used for the collective good. 46. Alienation occurs when workers have no control over the work process or the product of their labor. 47. Collective behavior is spontaneous action by groups in situations where cultural rules for behavior are unclear. 48. A social movement is an ongoing, goal-directed effort to fundamentally challenge social institutions, attitudes, or ways of life. 49. Relative-deprivation theory argues that social movements arise when people experience an intolerable gap between their expectations and the rewards they actually receive. 50. Frame alignment is the process used by a social movement to convince individuals that their personal interests, values, and beliefs are complementary to those of the movement. Instructions: Enter or paste your written work and/or click â€Å"Attachments† to upload your files.

Burns

The skin, an important organ that acts as a natural cover and holds our many underlying components together, important in multiple functions, yet it can be so easily marred. Burns, one of the reasons for skin damage, are the destruction of the different layers within the skin by exposure to excessive heat; heat that is greater than 120 degrees Fahrenheit, or by friction, electricity or chemical substances. The heat from the exposure cannot be distributed fast enough in the rest of the body, resulting in a breakdown of tissues exposed to heat.Unlike other tissue damages, burns can cover a wider range of surface area. The causes may come from a variety of events such as boiling liquid, exposure to harmful chemicals, or electrical shock. Signs that indicate a burn may be swelling, redness of the area of damage, and pain. Burns are categorized by degree based on the duration, size and severity of injury; the least severe being first degree burns, second degree burns and the worst, third degree burns. Not only are there the regular, common burns that would first come to mind, but there are also chemical burns and electrical burns.Chemical burns occur when the skin is exposed to a corrosive substance that consists of either a strong base or acid. Electrical burns are cause by contact with electric conducting objects that are live. Types of treatment are determined by the severity and also determine the place to which the person should receive the treatment. Regeneration of the damaged tissue will differ accordingly to the type of burn. First degree burn, it refers to the superficial damage to the skin and causes only local inflammation.The inflammation consists of pain, a small amount of swelling, dryness and redness. Peeling, of the area affected, may be seen. This type of burn will only have an effect on the epidermis. Examples of first degree burns include sunburns, flash burns or any other burn that derives from a brief exposure to severe heat. Treatment for this type of burn depends on the location, cause, extent of the burn and may include cold compresses, skin soothing ointments or pain relieving aspirin. The skin usually heals within a time span of a few days without permanent tissue damage.Second degree burns affect the epidermis and the superficial dermis layer of the skin. The burn is often characterized by moist blisters, skin lesions, and bits of shredded epidermis. Also, the injury is often displayed as white. The area of damage is prone to high risks of infection and victim experiences intense pain around the area. In a lot of cases, second degree burns are the consequences of exposure to flames, scald inducing events and contact with chemicals, electricity or hot objects.The treatments for second degree burns depend of the same characteristic of first degree burns. Second degree burns include the addition of extra care to prevent infections. The skin heals within about 3 weeks and 6 weeks if the wound is superficial or deep, as the skin re-epithelializes. At the end of healing, there is minimal scarring to no scarring at all although discoloration of the area may be present. A third degree burn, also referred to as a full thickness burn, destroys the epidermis, the entire dermis beneath it, injures the subcutaneous tissue, and may spread to the muscles.Accessory structures are destroyed. The area of the wound may appear white and leathery due to the damages done to the blood vessels and nerves. The affected skin may also appear black, yellow, or even brown and is painless due to the impairment of vessels and nerves. The skin loses its elasticity, becomes dry and produces the appearance of being charred. Some of the causes of third degree burns may include scalding liquids, flames, chemical substances, over-exposure to excess heat or even electricity.If not taken into serious account with medical attention, the damaged skin will heal poorly and slowly. Since the epidermis and hair follicles are eliminated, new skin will not form. Treatments for these burns consist of procedures such as attentive care and cleaning, skin grafting, anti-biotic mediation and as such. The smaller areas will take fewer months to heal than the larger areas since those require grafting, which is the replacement of the previous damaged skin with transplant skin through surgery. ttp://www. webmd. com/skin-problems-and-treatments/third-degree-burn-full-thickness-burn http://www. medicinenet. com/burns/page2. htm http://faculty. stcc. edu/AandP/AP/AP1pages/Units1to4/skin/repairof. htm http://www. urmc. rochester. edu/encyclopedia/content. aspx? ContentTypeID=90&ContentID=P01760 http://www. chw. org/display/PPF/DocID/21911/router. asp http://www. metrohealth. org/body. cfm? id=1014&oTopID=1007 http://www. rayur. com/skin-burn-anatomy-definition-causes-symptoms-and-treatment. html Burns The skin, an important organ that acts as a natural cover and holds our many underlying components together, important in multiple functions, yet it can be so easily marred. Burns, one of the reasons for skin damage, are the destruction of the different layers within the skin by exposure to excessive heat; heat that is greater than 120 degrees Fahrenheit, or by friction, electricity or chemical substances. The heat from the exposure cannot be distributed fast enough in the rest of the body, resulting in a breakdown of tissues exposed to heat.Unlike other tissue damages, burns can cover a wider range of surface area. The causes may come from a variety of events such as boiling liquid, exposure to harmful chemicals, or electrical shock. Signs that indicate a burn may be swelling, redness of the area of damage, and pain. Burns are categorized by degree based on the duration, size and severity of injury; the least severe being first degree burns, second degree burns and the worst, third degree burns. Not only are there the regular, common burns that would first come to mind, but there are also chemical burns and electrical burns.Chemical burns occur when the skin is exposed to a corrosive substance that consists of either a strong base or acid. Electrical burns are cause by contact with electric conducting objects that are live. Types of treatment are determined by the severity and also determine the place to which the person should receive the treatment. Regeneration of the damaged tissue will differ accordingly to the type of burn. First degree burn, it refers to the superficial damage to the skin and causes only local inflammation.The inflammation consists of pain, a small amount of swelling, dryness and redness. Peeling, of the area affected, may be seen. This type of burn will only have an effect on the epidermis. Examples of first degree burns include sunburns, flash burns or any other burn that derives from a brief exposure to severe heat. Treatment for this type of burn depends on the location, cause, extent of the burn and may include cold compresses, skin soothing ointments or pain relieving aspirin. The skin usually heals within a time span of a few days without permanent tissue damage.Second degree burns affect the epidermis and the superficial dermis layer of the skin. The burn is often characterized by moist blisters, skin lesions, and bits of shredded epidermis. Also, the injury is often displayed as white. The area of damage is prone to high risks of infection and victim experiences intense pain around the area. In a lot of cases, second degree burns are the consequences of exposure to flames, scald inducing events and contact with chemicals, electricity or hot objects.The treatments for second degree burns depend of the same characteristic of first degree burns. Second degree burns include the addition of extra care to prevent infections. The skin heals within about 3 weeks and 6 weeks if the wound is superficial or deep, as the skin re-epithelializes. At the end of healing, there is minimal scarring to no scarring at all although discoloration of the area may be present. A third degree burn, also referred to as a full thickness burn, destroys the epidermis, the entire dermis beneath it, injures the subcutaneous tissue, and may spread to the muscles.Accessory structures are destroyed. The area of the wound may appear white and leathery due to the damages done to the blood vessels and nerves. The affected skin may also appear black, yellow, or even brown and is painless due to the impairment of vessels and nerves. The skin loses its elasticity, becomes dry and produces the appearance of being charred. Some of the causes of third degree burns may include scalding liquids, flames, chemical substances, over-exposure to excess heat or even electricity.If not taken into serious account with medical attention, the damaged skin will heal poorly and slowly. Since the epidermis and hair follicles are eliminated, new skin will not form. Treatments for these burns consist of procedures such as attentive care and cleaning, skin grafting, anti-biotic mediation and as such. The smaller areas will take fewer months to heal than the larger areas since those require grafting, which is the replacement of the previous damaged skin with transplant skin through surgery. ttp://www. webmd. com/skin-problems-and-treatments/third-degree-burn-full-thickness-burn http://www. medicinenet. com/burns/page2. htm http://faculty. stcc. edu/AandP/AP/AP1pages/Units1to4/skin/repairof. htm http://www. urmc. rochester. edu/encyclopedia/content. aspx? ContentTypeID=90&ContentID=P01760 http://www. chw. org/display/PPF/DocID/21911/router. asp http://www. metrohealth. org/body. cfm? id=1014&oTopID=1007 http://www. rayur. com/skin-burn-anatomy-definition-causes-symptoms-and-treatment. html

Bio 3 Essay Example | Topics and Well Written Essays - 250 words

Bio 3 - Essay Example Two fundamental studies carried out in 1951 and 1952 guaranteed him the first Nobel Prize in 1958. Nevertheless, the real glory and recognition as one of the greatest chemists of the era was brought to him through findings in the field of the DNA molecule sequencing. Frederick`s Group started to work with the genome of the single-stranded DNA bacteriophage φX174 and was the first one who decipher the 5000 combinations of φX174 proteins and the first who also established the structure of 5S ribosomal RNA molecule. However, the greatest contribution to modern science Frederick Sanger made by discovering the method of decoding the primary structure of DNA - the so-called "Sanger sequencing". This method brought to Frederick even greater glory and a second Nobel Prize in 1980. This technique is still widely used and only in the last decade methods that use laser scanning and digital technology have arisen, but they are based on the Sanger idea anyway (Cheong and Caramins). Cheong, Pak Leng, and Melody Caramins. â€Å"Approaches for Classifying DNA Variants Found by Sanger Sequencing in a Medical Genetics Laboratory.† Methods in molecular biology (Clifton, N.J.) 1168 (2014): 227–50. Web. 15 Feb.

Usability evaluation Essay Example | Topics and Well Written Essays - 3500 words

Usability evaluation - Essay Example Human Computer Interaction (HCI) is a recognized branch of computer engineering which defines various standards to ensure a safe, effective, efficient, appealing and enjoyable user experience while interacting with a computer application or surfing over the internet.Closely related to HCI is the field of usability engineering which ensures user friendliness through effective and efficient Graphical User Interfaces (GUIs) or Web Interfaces. Carroll has narrated the aims and objectives of HCI in these words, â€Å"HCI is the study and practice of usability. It is about understanding and creating software and other technology that people will want to use, will be able to use, and will find effective when used† (Carroll, 2002). The intelligent web design is an inevitable business necessity in this age of e-commerce. More often than not better and efficient web design is a matter of existence for businesses. Carey has pointed out the importance of user-friendliness in web applicati ons, â€Å"Businesses must pay attention to the functionality and usability of Internet-based tasks, because the young consumers of tomorrow’s markets will insist on doing business on the Internet and will be intolerant of dysfunctional and unusable systems.† (Carey et. al., 2003, p.360). Usability Evaluation Methods The methodical approach is a mandatory requirement for evaluating web pages. Heuristic Evaluation, Think-aloud and Performance testing are few among these evaluation methods. Each of these methods uses predefined rules to evaluate the website for its ease-of-use and other usability characteristics and have its relative accuracy in evaluating web sites usability. We can also employ a blend of these methods for evaluation purpose which may give us better insight into various met and unmet evaluation standards. This report will use a discounted heuristic method blended with think-aloud method where needed. The discounted heuristic blended with think-aloud will result in a protocol which will assess the website resources for a predefined set of heuristics and the same set of heuristics may be questioned from the naive users of think-aloud method. Usability Evaluation 1. Resource-I (http://sentencingcouncil.judiciary.gov.uk/) a) Consistency of presentation and controls i. The home page of Sentencing Council is loosely consistent. The hovering effect of various con trols is not consistent, on top level links of Home, Contact us etc. it is simple underlining with same text displayed as the feedback to the user the effect is background color change in menu controls like â€Å"About the Sentencing Council†, â€Å"About Sentencing†, etc. Similarly, the punctuation is not consistent at the site. ii. Blue and Gray colors are used consistently but there are used interchangeably i.e for headings and subheadings. iii. The overall impact of the color scheme and the text is consistent. Font size and style remained consistent over the home page. iv. Image used on home page is not tightly linked with the theme of the site. A keyboard with papers on it does not present a sentencing council perfectly. v. A quite large image of interrogation sign used at home page is a bit misleading it does not take you anywhere and creates a sort frustration for the user. b) Adequate Feedback i. There is not enough feedback provided to the user on home page. i i. Hovering is used to show the expected next click of the user but it is not clearly told where this click may navigate the user. iii. The hovering screen tip text is same as that of the label so it does not provide any additional information to the user. c) Natural organization of the information i. The information on the page is well managed ii. A clear page heading, subheadings, labels and menu bar, title heading are provided to clearly define various sections of information. iii. Each section of site provides only related information d) Contextual navigation i. There is enough contextual navigation available on the home page but without any feedback. e) Efficient

Organizational Issues Essay Example | Topics and Well Written Essays - 1000 words

Organizational Issues - Essay Example This film features the manner in which many institution of learning handle the students with potential in athletics. The film also shows the failure of these institutions with regard to preparing of these students who are on various scholarships. This has made the students to be less responsive to the external environment after completion of studies. In this context social pressure means an external initiative by a particular sect aimed at influencing business operations to conform to its intentions. This culminates in misleading of the organizations given that they are compelled to pursue weird goals. The major sours of external pressures in organizations are highlighted in this film. These include activists, the government and the society. Institutions of learning are perfect example of organizations with the highest influence of external social influence. In this regard, it is incumbent upon these institutions to inculcate the students with proper skills, which will enable them to fit in the job market especially after graduations. Unfortunately, some institutions fail to consider the skill requirements of all eth students. In this regard, students with athletics talent are ignored, which leads to thwarting of their dreams of becoming champions in the athletic realm. This also slows the adoption of this group of students to the external environment of athletics after completion of The role of external social pressure in influencing of organizational ethics is great. In this regard, the institutions of learning are socially bound to perform to the expectation of the community and the government. Good performance is a good gesture and it is usually in response to the implied external social pressure from the community and the state. The community will require the institutions to perform well in order to provide the best candidates in

'Critically discuss the common law duty of seaworthiness' Essay

'Critically discuss the common law duty of seaworthiness' - Essay Example It is also used as a shipment receipt after the goods have been delivered. This receipt is mandatory for the shipment process and it is required that an authorized individual from all three parties, i.e. carries, shipper, and receiver, signs this document as it serves as an evidence of receipt of goods in the desired condition (Schmitz). This bill is very useful in situations where the good received are damaged while they were in good condition when loaded on to the vessel or when the receiver does not receive the goods at all. The process of carrying goods by the sea can be somewhat complicated with reference to defining the parties involved and their position in the entire process (Low). The contract begins between the shipper and the carrier who takes the responsibility of delivering the good from one port to another. Since the bill of lading receipt is issued by the carrier, the responsible party in case of any discrepancies in the quantity, quality, or condition of the good deli vered would be the carrier. It must be noted that the receiver of good is in more cases not the shipper but the consignee. It can be said that the bill of lading is the prima facie evidence between the shipper and carrier and conclusive evidence between the carrier and the consignee (Andersson). In the entire process of shipment, the ship owner has certain obligations to the shipper and the consignee. These obligations can be divided in to three parts of before commencement of the voyage, during the voyage, and after the voyage has been completed (Baughen). These obligations include providing a vessel which seaworthy, a reasonable dispatch of cargo, protection of cargo, not deviating from the route and delivering the cargo in time, at the right destination, in the desired condition (Baughen). Providing a Seaworthy Vessel The obligation to provide a seaworthy ship for the voyage is understood between all parties even when it is not explicitly agreed upon. There has been much debate r egarding the definition of the term â€Å"seaworthiness†. Though it generally implies that the carrier provides a ship which is physically fit to stand any perils of the sea and complete the journey. Not only is it settled that the ships provided by the carrier will be seaworthy in the general sense but it will also strong and sit enough to make it through any perils that might come across on the voyage along with strong furniture and other equipment in order to receive the cargo (Dockray and Thomas). Though different branches of Maritime law make use of the same definition of the term â€Å"seaworthiness†, this definition is little broad to explain the condition of the ship in this context. Seaworthiness under Carriage of Goods by Sea Even though the definition of seaworthiness has been changed a number of times under common law, Harter Act, and Hague/Hague-Visby rules, the term is still based on the same principles. It has been stated under common that the ship must be fit enough â€Å"to meet and undergo perils of the sea and other incidental risks which of necessity she must be exposed in the course of the voyage† (Kopitoff v. Wilson 380). Moreover, seaworthiness has

RF Energy Harvesting - Literature review Example | Topics and Well Written Essays - 3000 words

RF Energy Harvesting - - Literature review Example Energy harvesting allows for recycling and harvesting of wasted ambient electromagnetic energy to cater for the energy requirements of devices suing wireless technology such as wireless personal area networks (WPANs), wireless local networks (WLANs) and Cellular networks. In RF energy harvesting, electrical power is transmitted from one location to another without the application of an artificial conductor. As such, there is a significant requirement for rectennas to be present in the circuit as they important in the harvesting of ambient RF power. The rectennas should be preconditioned for efficient energy harvesting by ensuring good performance at low incident power density, relative high rectification efficiency at wide bandwidth and arbitrary polarization. The advantage of harvesting energy using rectennas is in its ability to generate unlimited energy due to it unlimited lifetime without the need of replacement as in batteries. Furthermore, the energy generated is green and ther efore suitable or energy sustainability (Suh & Chang, 2002). The term rectenna refers to a rectifying antenna that serves to combine the functions of high efficient rectifier circuits and an antennae at microwave power transmission systems. Rectennas were developed with the aim of completing the wireless power transmission system. The purpose of the rectennas is to convert electromagnetic wave into DC power after being received. Rectennas can exists in the their simplest form where they consist of multiple receiving antennae elements that enter a low pass filter circuits that is usually terminated at certain rectifying diodes. In RF energy harvesting, a rectenna is used due to its desirable characteristics; the efficiency of energy harvesting resulting from conversion of microwave power to DC power can reach 85% and they can be designed to cater for different desirable frequencies capable of harvesting RF power that is easy to design and economical

Electri City and From Telegraph to Internet Essay

Electri City and From Telegraph to Internet - Essay Example The French engineer Nicholas Cugnot (1769) invented the first self-propelled transport - a three-wheeled tractor. It was used by military to haul artillery and reached speeds of 21/2 mph. Cugnot recorded the first accident in a mechanized vehicle which landed him in financial problems when his financiers pulled the plug on him. Several improvements were done of this 'car' each model becoming faster than previous generation culminating in shift from mechanical to modern electrical cars. The steam engines introduced a revolution in transportation. Samuel Homfray funded adoption of steam power in 1803 and Richard Trevitheck (1771-1833) managed to build the first steam propelled tramway locomotive. It carried a load of more than 10 tons over a distance of 9 miles at an average speed of 41/2 miles. Man's desire for speed is illustrated by the story of Baron von Drais who invented the bicycle in 1817. This instrument which was initially made of wood enabled Drais "to navigate the royal gardens faster". The machine was initially powered by pushing using feet enabling the rider to glide along. Several modifications led to the bicycle as we know it today. All the transport inventions were driven by man's need for speed. ... All this was achieved by man's craving for greater speed. Space tourism beckons with the first space tourist having been recorded in 2004. Many more will follow as man's journey leads to other planets and beyond. The black spot of all this is that the earth's environment has been affected by the road and rail network that crisscrossing the earth bringing pollution and upsetting ecosystems and scenery. Telegraph to internet The invention of telegraph by Joseph Henry in 1831 speeded up long-distance communication by decoupling communication from human travel. Alexander Bell's telephone invention that followed later has evolved into the ubiquitous mobile cell phone network of today. The internet has taken mankind on another giant leap forward. From dawn of time man used signs and sounds to communicate with each other. The earliest appearance of printed messages is traced to the Chinese in 3500 B.C. They used paper-like material to pass messages in their primitive postal network around 900 B.C. Bound books started appearing around 100 A.D. and then newspapers and magazines followed around 1450. The typewriter only appeared as late as 1714 A.D. Henry's telegraph sent messages as a sound on metal wires. Bell reasoned that it should be possible to send complete human speech over wires. By 1876 he had perfected his telephone and by 1914 the first transcontinental call could be made. Around 1896 Guglielmo Marconi had shown that you could dispense with connecting wires and use radio waves to carry both telegraph and voice. For a time things remained pretty much the same on the communications front for a while as inventors as inventors explored the possibilities of other communications such as radio,

The Structure of Scientific Revolutions by Thomas A. Khun Essay Example for Free

The Structure of Scientific Revolutions by Thomas A. Khun Essay In The Structure of Scientific Revolutions, Thomas A. Khun argues that scientific progress is not a matter of the slow, steady accumulation of knowledge over time but, rather, that it is characterized by long-standing beliefs about the world being radically overturned by the discovery of new information that fails to conform to existing frameworks. He also argues that the nature of the progress of science tends to be mischaracterized in textbooks and in educational practices, which typically cast the progress of science as a cumulative acquisition of knowledge where one breakthrough follows logically from the last.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the essay, Khun uses the term â€Å"paradigm† to describe what science at large currently holds to be true about nature. The definition of a paradigm is a temporal one subject to change and any given paradigm only survives so long as it is useful to the working scientist.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"These [paradigms] I take to be universally recognized scientific achievements that for a time provide model problems and solutions to a community of practitioners† (p. ix), he states in the book’s foreword.   This   definition of a scientific paradigm is essential to Khun’s reasoning. Kuhn goes on to deconstruct the process by which revolutions take place, how they are generally brought to be accepted and how they influence the work and attitudes of the scientists that work within their parameters. For Kuhn, a revolution in paradigm equals a revolution in science.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The paradigm is central to the work of what Khun calls â€Å"normal science†   which he defines as â€Å"†¦firmly based upon one or more past scientific achievements, achievements that some particular scientific community acknowledges for a time as supplying the foundation for its further practice. (p. 10)† This is the stuff of text books, the academy and what forms the majority of scientific research. Much of normal science concerns itself with fitting what information is gathered by practitioners into the predefined â€Å"box† provided by the current paradigm. Described by the author as â€Å"mopping up† operations, these endeavors occupy the working lives of most scientist. Practitioners of normal science are not concerned with the discovery of new information that fails to fit the existing paradigm (p. 24).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the workplace, the word â€Å"paradigm† has taken on a much less structured definition than that used by Kuhn. A paradigm may well describe a current consensus of scientific thought and practice or it might describe a series of results expected of the practitioner by they who fund the experiments. It could describe a corporate paradigm—a word that corporations do not hesitate to use and stretch to the point of nonsense-that serves as a working model for how the business at hand ought to be carried out. The use of the word paradigm in the workplace differs significantly from Khun’s. Where Kuhn is careful to offer a clear, concise definition of the term, in the casual language of the workplace a â€Å"paradigm† can refer to almost anything that serves as a model from which something is expanded.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The story of the evolution of science is   a story of one paradigm being replaced by another. For a new paradigm to emerge, it must be so compelling and so better-suited to explaining the observed universe that it draws scientists away from the old paradigm which preceded it. It also must leave enough to be discovered that those who engage in research are compelled to embrace the new paradigm (p. 10). Once the new paradigm becomes the establishment view, the work of normal science becomes concerned with refining the empirical research that necessitated the creation of the new paradigm.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The work of gathering factual information about the universe and the influence of the current paradigm on that gathering is a defining characteristic of normal science. Kuhn breaks the process of fact gathering into three distinct categories: the gathering of facts that the paradigm shows to be particularly revealing; the gathering of facts that can be compared to the predictions of the theory; and, the gathering of facts which allow the resolution of ambiguities in the existing paradigm.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first type of fact gathering often concerns itself with refining data to a greater degree of accuracy than was previously possible. The accuracy of the data scientists are able to gather using a refractor telescope   is far exceeded by the accuracy of the information they are able to gather with a radio telescope. The pursuit of such refinements takes up a great deal of the resources of normal science. It is precisely because the existing paradigm holds that the accuracy of data describing the position and movement of stellar objects is of the utmost importance that resources are committed to such pursuits. In the field of normal science, a practitioner may become regarded as particularly accomplished through these endeavors. As Kuhn puts it: From Tycho Brahe to E.O. Lawrence, some scientists have acquired great reputations, not from any novelty of their discoveries, but from the precision, reliability, and scope of the methods they developed for the redetermination of a previously known sort of fact . (p. 26) In this instance, normal science seeks not to innovate, but to refine the means by which the paradigm is validated.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is also imperative for the paradigm to more accurately make useful predictions and a second focus of normal science concerns itself with this. To this end, specialized equipment is created that allows more precise measurements of natural phenomena which serves to bring data more in line with the predictions of the paradigm. In these cases, the paradigm not only dictates the question, but the methodology by which the answer is to be obtained. The existence of the paradigm sets the problem to be solved; often the paradigm theory is implicated directly in the design of the apparatus able to solve the problem (p. 27).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As Kuhn sees it, the machinery, method and the question itself all owe their design, and the nature of their application, to the paradigm they are intended to investigate.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kuhn’s third class of fact-gathering endeavors concerns itself with further refining the paradigm itself.   This is the most important class of fact-gathering in normal science (p. 27) and Kuhn divides it into subtypes, being those which seek to establish a mathematical constant, those which aim toward the creation of qualitative laws and those which aim to articulate a paradigm in ways that describe phenomena closely-related to those which the paradigm was originally designed to describe. He describes this third class of data-gathering activities as more closely resembling exploration than the others (p. 29).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kuhn observes that normal science finds itself with a lot of mopping up to be done on behalf of the paradigm. Mopping up can be understood as the work necessary to make findings fit the paradigm.   Mopping up can also be understood by what it does not endeavor to do. Normal science, in its mop up efforts, does not strive to find anomalies and novelties that do not fit within the relevant paradigm, nor does it tend to pay much attention to those anomalies it does discover. Normal scientists don’t concern themselves with inventing new paradigms nor are they particularly tolerant of those who do (p. 24).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   While this could be interpreted as an excessively narrow, almost dogmatic, situation, Kuhn holds that such experimentation facilitates advancement within the paradigm and, thus, the advancement of science as a whole. Even though the work may be being done in the service of the paradigm more than in the interest of novel discovery, it still serves a useful purpose. As in many other instances in the book, Kuhn gives an historical example to shore up his argument. †¦ the men who designed the experiments that were to distinguish between the various theories of heating by compression were generally the same men who had made up the versions being compared. They were working both with fact and with theory , and their work produced not simply new information but a more precise paradigm, obtained by the elimination of ambiguities that the original from which they worked had retained(p. 34).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this way, normal science working under a paradigm does increase the accuracy and understanding of the natural world, however inflexible the basis for that work may be. An element of normal science that Khun finds characteristic is that it contains an aspect of   Ã¢â‚¬Å"puzzle-solving†(p. 36).   Puzzles are a category of problems that require one to think creatively to find a solution. What makes puzzles particularly relevant is that there is only one correct answer to the puzzle. While a puzzle-solver may find a novel way to fit together the pieces of a jigsaw puzzle, it would be judged as wrong if that novelty did not result in the picture offered as the correct solution. Similarly, much of normal science concerns itself with finding answers which are known in advance of whatever effort is made to find them.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A practitioner of normal science seldom sets out to conduct an experiment for which he does not already suspect he has the result. The power of the paradigm is to make those predictions accurately and the lure of the puzzle is that it presents a problem where the skill of the scientist can be ascertained by their ability to find answers that may have eluded previous researchers (p. 38). There is a certain addictive property in this, to be sure, particularly to those with the sort of curiosity-driven personality that lends itself to the practice of science.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã¢â‚¬Å"There must also be rules that limit both the nature of acceptable solutions and the steps by which they are to be obtained† (p. 38) .   Again, the box with all its rigidity serves to paradoxically advance understanding the universe through its restrictions. There must be expectations for without expectations there is no way to define what is anomalous; no way to determine what is novel. Kuhn uses the example of a machine that measures wavelengths of light. The machine’s designer must demonstrate that they are, indeed, measuring the wavelengths of light as they are understood by current theory. Any unexplained anomalies that fail to fit with what is expected are likely to be seen as a flaw in the design of the experiment that renders its findings essentially useless (p. 39).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There is an obvious workplace connection to Kuhn’s description of how a paradigm functions to at once restrict and advance science. Were an anomaly to become commonplace enough that it merited investigation, then perhaps resources and time will be allocated to that pursuit. However, the tendency of normal science being to ignore or suppress anomalous findings, it is more likely that those anomalies will be disregarded altogether for cause of their adding nothing to the existing paradigm under which the scientists, and thus the workplace, operate. But, in cases where those anomalies cannot be ignored, where they are not truly anomalous but, rather, repeatedly-observed novel facts, the seeds for innovation are sewn.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A novel discovery can shatter a scientific paradigm and bring about changes that could have never been expected. â€Å"After they [novelties] have become parts of science, the enterprise, at least of those specialists in whose particular field the novelties lie, is never quite the same again† (p.52)   .   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   For a discovery to be truly novel, it must satisfy two criteria: it must not be predicted by the current paradigm and it must be something for which the scientist was not prepared. When this situation occurs, the paradigm cannot simply be added to in order to explain the novelty. The scientist must â€Å"learn to see nature in a different way† (p. 53) before the fact becomes a scientific fact.   Seeing nature in a different way, however, presents a crisis.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If the anomaly, upon investigation, becomes recurrent, a process starts where it becomes clear the that the paradigm must change. This cause a great deal of anxiety in the scientific community as a paradigm shift inevitably means that the techniques and foundations of science need rewritten. Kuhn remarks: â€Å"As one might expect, that insecurity is generated by the persistent failure of the puzzles of normal science to come out as they should. Failure of existing rules is the prelude to a search for new ones† (p. 68). This is an important observation for the practicing scientist. While it is easy enough to regard anomalies as a failure of equipment design or of the practitioner, keeping one’s mind open to the possibility that a novel, and potentially important, phenomena has been observed is imperative to the progress of science. Further study within the paradigm may serve to identify the anomalous as the norm and thereby advance the paradigm as a whole. The study of the anomalies within the paradigm is, perhaps ironically, the best way to advance the paradigm itself. â€Å"So long as the tools a paradigm supplies continue to prove capable of solving the problems it defines, science moves fastest and penetrates most deeply through confident employment of those tools† (p. 76).   Khun regards the crisis as an opportunity. â€Å"The significance of crises is the indication they provide that an occasion for retooling has arrived† (p. 76) . Now that the crisis is at hand, what remains to be seen is how the scientific community will act toward it.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It may seem that Kuhn is sometimes disparaging toward science for its rather strict adherence to its guiding paradigms. However, there are counterinstances to any paradigm that occur in most any research and, therefore, any research presents crisis (p. 81). Normal science does well to be pragmatic in the face of anomalous data, if only for the sake of saving time and money that can be directed toward more useful research. Scientists generally do not line up to renounce their existing paradigm in the face of anomalies.   Even persistent anomalies that cannot be explained by a mistake do not generally present a crisis (p. 81). Oftentimes, continued work within the existing paradigm will serve to resolve the anomalies. Sometimes these counterinstances are set aside to be resolved later if they prove not particularly disruptive.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The process of a paradigm being rewritten has its own historical pattern. â€Å"All crises begin with the blurring of a paradigm and the consequent loosening of the rules for normal research† (p. 84) . When this occurs, science returns to a state similar to that which existed before the creation of the paradigm now in question. There is ambiguity, the opportunity for innovation and creativity but within a small, clearly defined area. This situation, however, is where revolution is fermented.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The construction of the new paradigm is not a slow, cumulative process, it is a complete â€Å"reconstruction of the field from new fundamentals† (p. 85). There will be a period where both paradigms are used to solve problems but the difference between the means by which the problem is solved will be decidedly different in each model. The process of redefining the paradigm is part of extraordinary science. When scientists are confronted with crises, they react by embracing different attitudes toward the existing paradigm. The proliferation of competing articulations, the willingness to try anything, the expression of explicit discontent, the recourse to philosophy and to debate of fundamentals, all these are symptoms of a transition from normal to extraordinary research (p. 91).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After setting up the playing field, Kuhn begins to describe the actual process by which a revolution takes place. He references the nature of political revolution as a parallel. â€Å"Political revolutions are inaugurated by a growing sense, often restricted to a segment of the political community, that existing institutions have ceased adequately to meet the problems posed by an environment that they have in part created† (p. 92) . Possibly more than in any other part of the essay, Kuhn start to flex his intellectual power in this chapter. He uses as one example of the parallel the discovery of the X-ray. For most astronomers, x-rays presented no real problem and were easily enough assimilated into their existing paradigm. For a particular group of scientists, however, specifically those who worked with radiation theory or whose work involved the use of cathode ray tubes, x-rays violated the laws of the paradigm under which they worked.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Like a political revolution, the new paradigm seeks to replace the old in part because the old paradigm does not allow for the existence of the new. They are not compatible in the same way that ruler by a hereditary monarch was not compatible with the new paradigm of representative democracy that characterized the American revolution. For there to be a need for a new paradigm, the old must be logically incapable of providing an explanation for the anomaly, or anomalies, that served as the impetus for its being questioned.    It follows that the new paradigm must make predictions that are inherently different from those of its predecessor (p. 97). For the new to come into its own, parts of the old must be sacrificed (p. 93). As the crisis deepens, competing camps vie for relevance, each offering its own solution to the problem at hand. They each attract their adherence and the auspices of the old paradigm are no longer sufficient to unite the divided camps. As is the case with political revolutions, there is a freewheeling period where there is no clear authority.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The debate between the new paradigms is essential.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Each one lures adherents with its promises of usefulness and its vision of life under the new paradigm.   Scientists do not leave their paradigms easily. In fact, rather than being left out in the cold, most scientists will not reject their existing paradigm until a viable alternative is offered (p. 77).   Kuhn holds that the study of persuasive argument is as important as the study of logical and reasoned argument in periods during which practitioners are undertaking the process of finding a viable alternative to a no-longer adequate paradigm (p. 94).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kuhn holds that scientific revolutions invariably resolve with the world view of the scientific community having been forever changed (p. 111). What was once familiar is now new, what was once established as accurate is now proven to be something less than that by the new paradigm. Paradoxically, the new perception depends upon the new paradigm just as the old mode of seeing the world depended upon adherence to the discarded paradigm. Without a point of reference, the world becomes incoherent. Where scientific revolutions are concerned, there may be a shift in paradigm but there is always a paradigm, whether it be contemporary or past its relevance. As Kuhn argues in previous chapters, it is from this structure that innovation flows and, therefore, the constant presence of a paradigm is not necessarily a failing on the part of science.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Though the world of science may have been turned on its ear, one is unlikely to ever get this impression from textbooks and courses. The paradigm, once established, becomes victim to what Khun calls the â€Å"invisibility† of scientific revolutions. This could be seen as a true weakness in the scientific community. Like those that ferment and enable political revolutions, scientists tend to rewrite history in such a way that omits the conflict, controversy and creativity that led to the revolution that gave birth to the current paradigm. †¦scientists are more affected by the temptation to rewrite history, partly because the results of scientific research show no obvious dependence upon the historical context of the inquiry, and partly because, expect during crisis and revolution, the scientist’s contemporary position seems so secure (p. 138).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Thus, this remarkable history of revolution in thought, in practice and in humankind’s knowledge of the universe is glossed over in textbooks. The revolutions that once turned the world on its ear, at least for scientists, become the realm of normal science and the practitioners go back to mopping up reality to make it conform to the predictions of the new paradigm just as they did in the service of the old. Kuhn makes his case mostly by citing textbooks as an example of how history is rewritten but, since text books are the tool of the trade where the teaching of science is concerned, the significance is obvious.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   However, the way in which the paradigm is regarded has its advantages. †¦once the acceptance of a common paradigm has freed the scientific community from the need constantly [sic] re-examine its first principles, the members of that community can concentrate exclusively upon the subtlest and most esoteric of the phenomena that concern it. Inevitably, that does increase both the effectiveness and the efficiency with which the group as a while solves new problems (p. 164) . Here, again, is the theme of the â€Å"box† of the paradigm allowing scientists to explore beyond its limits. The efficiency with which scientists can work under a shared paradigm and the reliable set of tools with which it provides them are priceless. Perhaps, this is the reason the scientific community works so hard to preserve whatever paradigm is relevant at the time; it is not the fear of the new but the fear of the loss of what has proven itself valuable.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   What is interesting about Kuhn’s essay is that he does not use the word â€Å"truth†-excepting in a quotation from Francis Bacon—a fact that he point out himself (p. 170). Kuhn holds that there may not be a need for any such lofty goal. â€Å"Can we not account for both science’s existence and its success in term of evolution from the community’s state of knowledge at any given time?† (p. 171)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This is a powerful idea. Perhaps, a better understanding of the universe is not a goal but a thing better defined-and accomplished-if it is understood to be an ongoing process. Kuhn also provides a powerful question for those who would regard, or characterize, science as a form of dogma: â€Å"Does it really help to imagine that there is some one full, objective, true account of nature and that the proper measure of scientific achievement is the extent to which it brings us closer to that ultimate goal?† (p. 171)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A poignant question, indeed. Is there an endpoint to science? Is there a point where there will be nothing left to learn, nothing left to explore and when the collected work of science will entail all that there is to know about the universe? If history is any indication, such a situation is unlikely. The story of science, and Kuhn argues this convincingly, can be seen as a continuing process without any particular goal in site. There may be the subset of goals toward which the practitioner of normal science works, but these are simple goals relating to the desired outcome for one experiment or another, not goals set for science as a whole. That is to say, to work toward a better understanding of the orbit of Jupiter is not to work toward anything so esoteric as a better understanding of the universe, it is to simply add to the ongoing process of scientific revolution by examining one subset of data within a paradigm. The value of Kuhn’s essay extends beyond what value it may have to practitioners of science. It provides a framework that can help anyone, scientist or not, understand the means by which science determines what is an accurate description of the natural world. Science currently finds itself challenged on many fronts for many reasons, most of them having little to do with science and a great deal to do with politics and theology. Kuhn’s essay provides a potent reply to the casting of science as dogmatic or religious in nature.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Personally, I feel that this book is of the utmost value to anyone engaged in the practice of science at any level. What Kuhn manages to do in this essay is to communicate what amounts to an understanding of understanding itself. The scientific method has proven over and over again to be the most accurate means that humanity has devised to make sense of the universe. But science must strive to understand itself as much as it strives to understand the universe.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The only sure protection against dogmatism is the acknowledgement that all theories are temporal, subject to unexpected and radical change and that they function to explain nature as it is currently understood. There is an important distinction between our current understanding of the universe, our paradigm, and the reality of the universe. Our understanding is always limited to the cumulative experiences of scientists past and present, which, along with those significant moments of revolution have provided the best means available to make accurate and useful predictions. The nature of science, however, is one of constant evolution. As Kuhn argues, this evolution is not a process remarkable for its consistency so much as it is a process remarkable for being punctuated by research and discoveries that cause huge leaps forward in understanding. A scientist who does not understand this may well find themselves consigned to a life of puzzle-solving exercises designed to confirm what is already known rather than experiencing what I would submit is the true passion-inducing aspect of science, the discovery of novel facts that turn the world of science upside down and test the limits of the scientific community’s ability to assimilate and understand those discoveries. Probably the most radical contrast between science and dogma is that science, in its best practice, never shies away from examining itself, its conclusions and the accuracy of the beliefs it encourages. It may not submit itself easily to such tests but it will given time and the impetus of novelty. Kuhn’s essay provides a means by which one might acquire much insight into the workings of science and the scientific community and it provides a celebration of the many crises that have pushed science, and therefore humanity, forward in thought and understanding.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I find myself in agreement with Kuhn’s conclusions about the ways in which the scientific community reacts to and eventually assimilates novel discoveries. Science, indeed, has been forced to concede long-held beliefs about the universe in the presence of new evidence which did not fit with old paradigms. The case of the evolution of life, where scientists once worked mightily to ensure that there was some room for theology, is one such instance. In the face of Darwin’s observations, science was forced to accept a new paradigm where the nature of living organisms was changed not by providence but by the environments in which they lived. More importantly than Darwin’s impact on theological theories of evolution, or the lack thereof, however, was the concept that evolution was not a goal-driven process (p. 171). This conflicted not only with the theologians of Darwin’s time, but with the accepted scientific theories, the paradigm, of biology as well. No longer was the march of life seen as a march forward toward any particular destination. It had now been more accurately described as a process dictated by the situations of individual organisms rather than the result of some grand design. There was no particular better or worse aspect to the wildlife on the Galapagos evolving to fit the islands on which they lived, the modifications inherited by way of natural selection simply flowed from the natural environment and, given a different environment, they would change again.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   From that new paradigm and from the practitioners of normal science who worked and continue to work within it came modern medicine, agricultural practices and many, many more achievements that are directly traceable to the current paradigm where life is believed to have evolved into its present state over billions of years of slow, cumulative changes. Without the flexibility to change the existing paradigm, we may have found ourselves unavailed of the knowledge of the double-helix, the methods by which bacteria develop resistance to antibiotics and the roots of genetic disease. As Kuhn points out, a radical paradigm shift such as that started by Darwin is necessary for a scientific revolution but the work of those practicing normal science, the geneticist working in the lab, the geologist using the paradigm that explains how a layer of rock strata may be assigned a probable age, the physicist whose work allows for technology such as carbon dating, are all as necessary for the acquisition of a better and more accurate understanding of the universe as is the revolution itself. And, further, that paradigm-driven research is the usual means by which revolutions in the scientific paradigm come to pass.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   That puzzle-solving work of the normal scientist will always draw some to the practice of science. The allure of finding a solution, of one’s research becoming part of the evidence that defines the current scientific understanding of the universe is a powerful one and one that should be encouraged. Normal science may have its elements of drudgery and it could be characterized as only confirming what is already known but that would be inaccurate. Science forms theories based on facts. The power of science to constantly discover new facts about our universe has for a long time been a source of hope and inspiration to humanity as a whole. However, the work of better refining our understanding is of equal value. Science must keep an open mind while continuing to adhere to the paradigms that have provided the best answers. Kuhn’s observant, thoughtful and enlightening essay provides a means for practitioners to better understand the importance of both. References Kuhn, T. (1991). The Structure of Scientific Revolutions. 3rd Ed. Chicago: The University of Chicago Press.

Conflict Resolution Strategies and Styles

Conflict Resolution Strategies and Styles Abstract The world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people technique but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organ izational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction. Keywords: Competitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF) Introduction â€Å"Competition people† these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those â€Å"people† in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be ‘skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is setting up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations inf ormation support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score; here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and ‘4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as â€Å"conflict management† is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market. People Technique (Conflict management) What is conflict? Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and feelings; when those involved recognize the existence of differing points of view; when the disagreement is ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or loses. When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals. However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement before violence breaks out. At a personal level, we often do not realize we are overcoming our differences. It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. After violent conflict, it is often difficult to see the opportunities for a better future due to the widespread destruction of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent. Transitions in Conflict Thought: Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptoms in time. It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships. Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative; the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of the Organization itself [5x]. Duly recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc. Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization. The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. [6x] Throughout the years there were times when conflict was perceived in a different way, so we distinguish: Traditional view of conflict Human relations view Interactionist view. Traditional view of conflict in ‘30s and ‘40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory. Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the ‘40s to the ‘70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance. Interacionist view is still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. [6x] Types and levels of Conflict There are four types of conflict. Inter-group conflict occurs when groups within and outside the organization disagree on various issues. Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These are: Personal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.[8x] Functional. Individuals in organizations have roles which are expected sets of behavior associated with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in particular situations. Intra group conflict occurs within a work group over goals and work procedures. Intrapersonal conflict Intrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. [7x] Horizontal conflict takes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization. Types of Conflict Task conflict: Conflicts over content and goals of the work Relationship conflict: Conflict based on interpersonal relationships Process conflict: Conflict over how work gets done Organizational conflict: Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. [8x] Personal conflict: Conflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems. It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.[5x] Many difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences. Role Conflict: Another facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and gra ders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.[4x] Conflict within groups: Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive. In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving[5x].Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes. Interdepartmental Conflict The third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x] Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations. How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation. Process of Conflict: Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown. The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence. The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage: Perception of the participants in conflict which does not mean that conflict, has occurred. Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs. In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement. The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy [8x]. Conflict management styles: The success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that confl ict represents the most severe test of managers interpersonal skills. CONFLICT MANAGEMENT STYLES DIAGRAM: Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness. Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved. Avoiding Conflict Resolution Style The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. When is Avoiding Appropriate? Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situations: When an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive. When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment. To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated. To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions. When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people. Working with Conflict Avoidant Individuals It is clear that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. [10x] Choosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but acting on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. Excessive fear can be emotionally paralyzing. Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a manner that is typically less stressful than talking about them spontaneously. It is possible that one party will be in a relative power position over another, such as a boss vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. [10x] Competing Conflict Resolution Style The competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. The strategy of â€Å"competing† as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they mature they use their talent to compete to â€Å"be the best† student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of engaging in conflict with the goal of defeating the â€Å"enemy†, often using a ny means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success. The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. [10x] Competing is an appropriate form of dealing with conflict when used in the following situations: When a quick decision and action is needed. When the outcome is critical and cannot be compromised. When you know you are right and are doing the correct thing. In emergencies or when safety is a concern. When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline. When ones position, authority, or rights are being challenged. When implementing strategic change and strong, confident leadership needs to be demonstrated. When used inappropriately competing in conflict situations can lead to negative consequences such as: When it strains relationships leading to resentment and retaliation. When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving. When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes. When personal drive for power and control overrides the best interests of the organization. When it results in diminished commitment and support from staff. When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance. When â€Å"winning at all costs† results in harm to people or the organization. When the personal relationship is more important than the issue at stake. In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the following: Allow the person to first thoroughly explain their position, asking clarifying questions. Summarize and repeat what you have heard to assure mutual understanding. Acknowledge the parts that you agree with. Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective. Consider having both positions put into writing for review and consideration. Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective. Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. Help the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal. I Conflict Resolution Strategies and Styles Conflict Resolution Strategies and Styles Abstract The world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people technique but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organ izational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction. Keywords: Competitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF) Introduction â€Å"Competition people† these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those â€Å"people† in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be ‘skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is setting up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations inf ormation support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score; here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and ‘4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as â€Å"conflict management† is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market. People Technique (Conflict management) What is conflict? Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and feelings; when those involved recognize the existence of differing points of view; when the disagreement is ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or loses. When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals. However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement before violence breaks out. At a personal level, we often do not realize we are overcoming our differences. It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. After violent conflict, it is often difficult to see the opportunities for a better future due to the widespread destruction of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent. Transitions in Conflict Thought: Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptoms in time. It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships. Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative; the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of the Organization itself [5x]. Duly recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc. Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization. The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. [6x] Throughout the years there were times when conflict was perceived in a different way, so we distinguish: Traditional view of conflict Human relations view Interactionist view. Traditional view of conflict in ‘30s and ‘40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory. Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the ‘40s to the ‘70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance. Interacionist view is still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. [6x] Types and levels of Conflict There are four types of conflict. Inter-group conflict occurs when groups within and outside the organization disagree on various issues. Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These are: Personal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.[8x] Functional. Individuals in organizations have roles which are expected sets of behavior associated with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in particular situations. Intra group conflict occurs within a work group over goals and work procedures. Intrapersonal conflict Intrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. [7x] Horizontal conflict takes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization. Types of Conflict Task conflict: Conflicts over content and goals of the work Relationship conflict: Conflict based on interpersonal relationships Process conflict: Conflict over how work gets done Organizational conflict: Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. [8x] Personal conflict: Conflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems. It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.[5x] Many difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences. Role Conflict: Another facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and gra ders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.[4x] Conflict within groups: Conflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as well as constructive. In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intragroup conflict. Group meetings are often conducted in a win-lose climate — that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving[5x].Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes. Interdepartmental Conflict The third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x] Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations. How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation. Process of Conflict: Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown. The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence. The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage: Perception of the participants in conflict which does not mean that conflict, has occurred. Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs. In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement. The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy [8x]. Conflict management styles: The success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that confl ict represents the most severe test of managers interpersonal skills. CONFLICT MANAGEMENT STYLES DIAGRAM: Thomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions: assertiveness and cooperativeness. Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved. Avoiding Conflict Resolution Style The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. When is Avoiding Appropriate? Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situations: When an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive. When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place. When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment. To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated. To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions. When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people. Working with Conflict Avoidant Individuals It is clear that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. [10x] Choosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but acting on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. Excessive fear can be emotionally paralyzing. Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a manner that is typically less stressful than talking about them spontaneously. It is possible that one party will be in a relative power position over another, such as a boss vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. [10x] Competing Conflict Resolution Style The competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. The strategy of â€Å"competing† as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they mature they use their talent to compete to â€Å"be the best† student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of engaging in conflict with the goal of defeating the â€Å"enemy†, often using a ny means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success. The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. [10x] Competing is an appropriate form of dealing with conflict when used in the following situations: When a quick decision and action is needed. When the outcome is critical and cannot be compromised. When you know you are right and are doing the correct thing. In emergencies or when safety is a concern. When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline. When ones position, authority, or rights are being challenged. When implementing strategic change and strong, confident leadership needs to be demonstrated. When used inappropriately competing in conflict situations can lead to negative consequences such as: When it strains relationships leading to resentment and retaliation. When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving. When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes. When personal drive for power and control overrides the best interests of the organization. When it results in diminished commitment and support from staff. When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance. When â€Å"winning at all costs† results in harm to people or the organization. When the personal relationship is more important than the issue at stake. In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the following: Allow the person to first thoroughly explain their position, asking clarifying questions. Summarize and repeat what you have heard to assure mutual understanding. Acknowledge the parts that you agree with. Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective. Consider having both positions put into writing for review and consideration. Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective. Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. Help the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal. I