Multiple personality disorder Free Essays

Presentation Numerous Personality Disorder (MPD) is one of the dissociative issue (DD). A dissociative issue makes an individual to encounter a short lived alteration of awareness. Thusly, the individual has a propensity of decreasing the degree of mindfulness towards the environmental factors. We will compose a custom paper test on Various character issue or on the other hand any comparative subject just for you Request Now In this manner, dissociative amnesia and fugue, and depersonalization issue are different kinds of DD. At present, the MPD has been renamed and referred to in insightful term as the dissociative character issue (DID). A MPD or DID appears in any event two separate characters of distinction. This also seizes to deal with the persons’ direct. Richmond (1997) clarified that MPD is a strange condition wherein the character turns out to be divided to such an extent that the different parts can't speak with one another. For the explanation that, the character in MPD is distinctive inside the individual. This character can have separate recollections, conduct, physical attribution and even sex (http://www.fortea.us/english/psiquitria/mutiple.htm). Besides, the character is the aftereffect of a specific issue of a person to adapt to nature and the new character is a system made by the mind to manage it. The above idea of Richmond (1997) additionally propose that an individual builds up an adjusts that is, the various characters that happen to him. This is see when the individual starts to separate so as to make new character as a method of shirking to an enormous circumstance. The vast majority of the analysts consented to one thought, that MPD or DID has a huge factor during youth days. It implies that this personality issue had been created and can be followed out on past encounters that an individual experienced; it tends to be a horrible one or an outrageous unpleasant occasions. Also, Cherry (n.d.) focused on that this issue happens when a youngster is mishandled at a youthful age. Therefore, his character parts into a few modifies to assist himself with taking care of and manage the pressure. Henceforth, it was contended that various character is the aftereffect of adapting approaches or their methods for resistance instrument to avoid a horrendous situation. Sancar (1994 †2006) included that these made characters are then liable to fill in as instrument for adapting to circumstances and occasions managing one specific part of the awful experience. As indicated by the site (http://www.angelfire.com/nj/Dissociative), DID or MPD is frequently alluded to as a profoundly inventive endurance methods, since it permits a person to persevere through sad conditions to protect a few regions of solid working. It fills in as the guarded separation which gets fortified and molded. Obviously, dissociative departure is viable and the patient had just aced the modifies. He may automatically utilize at whatever point he sense risk or trouble.â This can be presumed that MPD may emerge contingent upon the degree of extreme experience and regularly alluded to as safeguard instrument. Causes More examination at present clarify the idea of MPD or DID. Almost certain, explores bound together in their examinations in following out the beginning or reasons for this issue. The reason for the turmoil is up 'til now obscure. In any case, it has been contended by certain scientists that the reason for MPD is because of exceptional pressure, injury, and even maltreatment. It was expected that the on-going injury of misuse, which occurs during youth, exactly when character is growing, by one way or another causes exchange, particular characters to form.â Unlike sense of self, the substitute characters can and generally exist totally out of consciousness of the fundamental individual or of one another. It seems as though the modifies live in detached compartments with no correspondence among them. This is frequently the impact of an early terrible situation. Moreover, a serious youth injury or misuses will in general make a psychological split or separation as a safeguard against the horrendous situations.â along these lines, they could get away from the injury of misuse, in any event briefly by making new characters to manage pressure. What's more, Frey (n.d.) included that the serious separation which portrayed by DID is right now comprehended to result from a natural motivation to separate effectively, rehashed scenes of extreme physical or sexual maltreatment in youth, absence of a steady or soothing individual to neutralize injurious relative(s), and the impact of different family members with dissociative side effects or turmoil. In addition, in light of studies ladies are more probable related with MPD on the grounds that they are enthusiastic and are ordinarily explicitly manhandled than men. Some undeniable instances of DID evidently happen because of serious, on-going passionate, sexual, or physical maltreatment. We likewise realize that DID doesn't appear to occur as a grown-up reaction to injury; say for example, men who have been tormented for quite a long time in jail clearly don't create DID. In this way, Adult injury, nonetheless, might bring out different characters if the grown-up had created DID in youth. The procedure appear to start just in kids. This bodes well, since adolescence is the hour of life when character all in all creates within each one of us. Manifestations The manifestations (FreeEssays.cc - 2003) of a person with various character issue are: absence of fitting enthusiastic reaction †that is, an individual shows an ungainly response sincerely to a specific occasions, for instance he may extend uninterested inclination to a Christmas celebration or low feeling of compassion; memory lose †proposes of overlooking something or not comprehending what they have said or done, for example, lost time or losing a thing; feeling dream like; encountering separation which may incorporate dazedness, migraines, deadness in the body; repetitive misery †which tend the individual to be pitiful and despair; uneasiness †which theâ individual felt alarm, uncomfortable, awkward and by one way or another encountering fears; Substance misuse †is a common situation were a few people discover it as a substitute or as a safeguard component to confront their interests, this is on the grounds that they have this discernment as a primary concern that taking the substance cause them to feel settled state for example, a young person taking cannabis to overlook his family issue; dietary issue, for example, bulimia, anorexia or impulsive overeating†are another method of way of dealing with stress of an individual where he deflects his consideration in taking food unnecessarily as opposed to confronting the issue. In other shaft, an individual has no hunger to take food normally because of aggravation of the issue; for instance, a young lady after a separation with her beau eats an excessive amount to occupy her consideration instead of reasoning frantically or a fat woman did after six o’clock dinner just to lessen weight; a man enduring pressure would likely eat a lot to conciliate his passionate tension or can not eat well; sexual brokenness †may allude or incorporate compulsion and shirking; has low confidence †being not inspired, has no longing or enthusiasm to life in this manner the discernment is delicate; disgrace †propose of being socially on edge or a dread of dismissal or of what others may think; dozing unsettling influences †which incorporates a sleeping disorder, bad dream and sleepwalking; emotional episode †in which a person’s air changes in present setting. Henceforth, Sancar (1994) included that the co-happening indications and confusion that related with DID/MPD had been reliably seen in clinical setting that MPD patients experienced, for example, alarm, outrage, rage, feeling of falsity, flashbacks, picture injury, and hyper watchfulness. Individuals determined to have DID likewise have an auxiliary analysis of posttraumatic stress issue (PTSD). Along these lines, another huge manifestation of MPD is amnesia which can not be clarified by standard carelessness. It is a state which an individual can't recollect that anything. As a rule, it is a condition that the put away data in the mind with his past encounters vanished that would surely give him an image of a tabula raza (Latin word which implies, everything is clear and void). State for example, an individual with amnesia may misfortune his memory or any data about his past; he even overlooked his name, where he lives, or his family and progressively overlooked situation. Willed not be resolved if the indications won't influence any significant unsettling influences to the person’s life or on the off chance that they were because of the physiological impacts of a substance, for example, medications or liquor or a general ailment. This infers DID/MPD just be notice when adjusts light in the person’s conduct hence, this is the time were indications emerges. Helpful Treatment The treatment for a character issue will take extensive time. A couple of meetings of subjective social treatment will probably not have a lot of impact on profoundly established oblivious clashes. This will concentrate on conquering the entirety of the undesirable mental safeguard components that have been developed over a lifetime of passionate agony. This will be cultivated principally through authentic, fair passionate experiences with the clinician. Basically, the psychotherapeutic work all relies upon the trustworthiness of the psychotherapeutic relationship, through which new, mentally sound relational practices and solid limits will supplant old, undesirable protection systems (Richmond; 1997-2000). Equivalent to the next character issue the MPD or DID is reparable. In any case, it should be encouraged or gone to with exceptionally qualified expert. A careful and serious individual psychotherapy or talk treatment. For this situation, the meeting of treatment for psychotherapy is a long-process. It might take a few months to a year or more to be finished up. Be that as it may, an enormous level of individuals are relieved with this technique. In this methodology, both the individual and the advisor must have feeling of association or ready to turn out to be nearer

A Short History of the Toothpick

A Short History of the Toothpick Because of the modest toothpick, dealing with your oral cleanliness after suppers has become to some degree a custom. With needle-like exactness, it makes evacuating awkward bits of food flotsam and jetsam, for example, that difficult fragment of destroyed chicken, an altogether fulfilling task. So who would it be a good idea for us to thank for it? DIY Originsâ The toothpick is one of only a handful scarcely any innovations being utilized today that originates before the appearance of current people. Fossil proof of old skulls, for example, proposes that early Neanderthals utilized devices to pick their teeth. Researchers have likewise discovered tooth spaces characteristic of teeth picking in human stays among Australian Aborigines, ancient Native Americans, and the soonest Egyptians.  The act of teeth picking was normal among early civic establishments, as well. Mesopotamians utilized instruments to keep dental cleft clear and curios, for example, toothpicks made out of silver, bronze and different valuable metals that go back to vestige have likewise been uncovered. By the Medieval time frame, conveying a gold or silver toothpick in an extravagant case turned into a path for advantaged Europeans to separate themselves from ordinary people. The toothpick wasn’t in every case an incredible modest, mass-created and dispensable bit of wood that we’ve come to know today. Sovereign Elizabeth once got six gold toothpicks as a blessing and would regularly feature them. There’s even a mysterious representation delineating her as an elderly person wearing different chains around her neck, from which hung a gold toothpick or a case. In the mean time, the individuals who couldn’t manage the cost of such extravagances turned to increasingly innovative methods of designing their own toothpicks. The Romans thought of an especially smart technique for pulling flying creature plumes, slashing off the plume and honing the tip. The strategy was given to people in the future in Europe and in the long run persisted to the new world. Over in the Americas, local people groups cut toothpicks from deer bone. Furthermore, simply up north, Eskimos utilized walrus bristles. Fortuitously, wood was commonly viewed as inadmissible to remove caught food bits. Twigs from trees were lacking in light of the fact that they would in general wear out when wet and had an affinity to fragment, which would in general be dangerous. One exemption is the mastic gum tree of southern Europe, with the Romans among the first to exploit the plant’s charming smell and its teeth brightening properties. A Toothpick for the Masses With the pervasiveness of tooth picking apparatuses over the world, it wouldn't have been long until an industry was worked around them. As independent companies gaining practical experience in toothpick producing started to spring up, interest for toothpicks additionally grew. American business visionary named Charles Forster. The large scale manufacturing of toothpicks can be followed to the Mondego River Valley in Portugal. It was there, in the little district of Coimbra, that the sixteenth century nuns of the Mos-teiro de Lorvo religious community started making toothpicks as an expendable utensil for getting clingy desserts that would in general leave buildup on fingers and teeth. Local people in the long run got the convention, utilizing just the best orangewood and a folding blade to handcraft the toothpicks. The area would after some time acquire a notoriety for being the world capital of the toothpick business where the best toothpicks were made. Requests before long rolled in from all over Europe and shipment were conveyed as far abroad as the Americas. The Portuguese were particularly famous for an extraordinary kind of mixed drink tooth called â€Å"palitos especiales† unmistakable for their cut involutes and wavy shafts. In the U.S., a few sellers look to copy the tasteful, bubbly stylish with toothpicks bested with hued cellophane. Toothpicks in America The American business person Charles Forster was especially dazzled by the high caliber of the toothpicks in South America. While working in Brazil, he saw that local people regularly had faultless teeth and attributed it to the utilization of imported toothpicks from Portugal. Roused by individual American Benjamin Franklin Sturtevant’s shoe-production machine, Forster got the chance to take a shot at building something comparable that would be equipped for mass-creating a large number of toothpicks daily. While he was at last ready to think of the products, Americans basically weren’t intrigued. Some portion of the issue was that Americans were at that point acquainted with shaving their own toothpicks and giving out money for something that can without much of a stretch look bad at that point. What was required was an ocean change in imbued way of life propensities and perspectives if there was any desire for creating request. Forster just so happened to be sufficiently insane to take on such an apparently outlandish test. A portion of the surprising promoting strategies he utilized included employing understudies to act like store clients looking for toothpicks and teaching Harvard understudies to request them at whatever point they feasted at cafés. Before sufficiently long, numerous nearby restaurants would ensure toothpicks were accessible for supporters who by one way or another built up a propensity for going after them as they’re going to leave. In spite of the fact that it was Forster who at the time almost without any help set up a developing business sector for mass-delivered wooden toothpicks, there were a couple of others maneuvering to get into the game. In 1869, Alphons Krizek, of Philadelphia, got a patent for a â€Å"improvement in toothpicks,† which included a snared end with spoon-molded instrument intended to wipe out empty and delicate teeth. Other endeavored â€Å"improvements† incorporate a case for a retractable toothpick and a scented covering intended to refresh one’s breath.â â Towards the finish of the nineteenth century, there were actually billions of toothpicks made every year. In 1887, the consider got high as five billion toothpicks, with Forster representing the greater part of them. What's more, before the century's over, there was one processing plant in Maine that was at that point making that many.â â Toothpicks Not Just for Picking Teeth With the marketed pervasiveness of expendable wooden toothpicks, the idea of the toothpick as superficial point of interest, which obstinately continued well into nineteenth century, would gradually start to blur. Silver and gold toothpicks, once hugely mainstream among society’s most all around obeyed elites, were progressively turned in as gifts at pledge drives. Be that as it may, that doesn’t mean a toothpick’s convenience was basically consigned to oral cleanliness. A great many people, for example, know about the utilization of toothpicks in social settings where eau doeuvres and other finger nourishments are served. However they’ve likewise demonstrated equipped for nailing down overstuffed shop sandwiches, cleaning earth from underneath fingernails, and in any event, picking locks. While the standard toothpick of today remains basically unaltered from the ones Forster was turning out longer than a century prior, business people despite everything try to enhance its extremely essential cycle. One early endeavor by Forster and others to make them all the more engaging was the presentation of enhanced toothpicks. Well known flavors included cinnamon, wintergreen, and sassafras. For a period, there were even alcohol flavors, for example, Scotch and Bourbon. Innovators have additionally tried different coatings, for example, instilling sticks with zinc as a disinfectant. Another restorative methodology included joining a toothpick and a gum massager. Others have had a go at tinkering with the shape by making the middle square as an approach to forestall rolling when dropped while some more up to date ones case to offer upgraded cleaning capacity with the expansion of brush-like fibers to the head. Despite the fact that such endeavors to assemble a superior toothpick may seemingly yield a few preferences, theres something about the toothpick’s unobtrusive straightforwardness that makes it so clients dont have quite a bit of a longing to veer off. A dispensable, modest item with a basic structure that accomplishes its ideal objective, you truly couldn’t request more - as a customer or as a maker.

How the Theory of Mind Helps Us Understand Others

How the Theory of Mind Helps Us Understand Others Theories Psychosocial Psychology Print How the Theory of Mind Helps Us Understand Others By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Medically reviewed by Medically reviewed by Steven Gans, MD on October 17, 2018 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on October 01, 2019 More in Theories Psychosocial Psychology Behavioral Psychology Cognitive Psychology Developmental Psychology Personality Psychology Social Psychology Biological Psychology In This Article Table of Contents Expand Overview Development Stages Measurement Criticism View All Back To Top Theory of mind is an important social-cognitive skill that involves the ability to think about mental states, both your own and those of others. It encompasses the ability to attribute mental states, including emotions, desires, beliefs, and knowledge. Not only does the theory of mind involve thinking about thinking,?? but it also refers to the ability to understand that other peoples thoughts and beliefs may be different from your own and to consider the factors that have led to those mental states. Why is it called a theory of mind? Psychologists refer to it as such because our beliefs about what might be going on in another persons head are just thatâ€"theories. While we can make predictions, we have no direct way of knowing exactly what a person might be thinking. All we can rely on is our own theories that we develop based on what people say, how they act, what we know about their personalities, and what we can infer about their intentions. Verywell / JR Bee   Why Is the Theory of Mind Important? The emergence of a theory of mind is vital during the developmental process. Very young children tend to be more egocentric and are often unable to think about the mental states of others. As people age, their theory of mind emerges and continues to develop. Forging a strong theory of mind plays an important role in our social worlds as we work to understand how people think, to predict their behavior, to engage in social relationships, and to solve interpersonal conflicts. In order to interact with others, it is important to be able to understand their mental states and to think about how those mental states might influence their actions. Theory of mind allows people to infer the intentions of others, as well as to think about whats going on in someone elses head, including hopes, fears, beliefs, and expectations. Social interactions can be complex, and misunderstandings can make them even more fraught. By being able to develop accurate ideas about what other people are thinking, we are better able to respond accordingly. Development of Theory of Mind The greatest growth of this ability to attribute mental states is believed to take place primarily during the preschool years between the ages of 3 and 5. However, a number of different factors are believed to exert some influence on the development of a theory of mind. Some researchers have suggested that gender and the number of siblings in the home can affect how theory of mind emerges. Theory of mind develops as children gain greater experience with social interactions. Play, pretend, stories, and relationships with parents and peers allow children to develop stronger insight into how other peoples thinking may differ from their own. Social experiences also help children learn more about how thinking influences actions. The growth of theory of mind skills tends to improve progressively and sequentially with age. While many theory of mind abilities emerge during the preschool years, research has shown that kids between the ages of 6 and 8 are still developing these skills. In studies, children at this age were still not completely proficient at all theory of mind tasks. Researchers have also found that children under the age of 3 typically answer questions on theory of mind tasks incorrectly. By age 4, children usually demonstrate better theory of mind comprehension. For example, by age 4, most children are able to understand that others may hold false beliefs about objects, people, or situations. Stages of Theory of Mind One study found that children typically progress through five different theory of mind abilities in a sequential, standard order.?? These tasks, from easiest to most difficult, are: The understanding that the reasons why people might want something (i.e. desires) may differ from one person to the nextThe understanding that people can have different beliefs about the same thing or situationThe understanding that people may not comprehend or have the knowledge that something is trueThe understanding that people can hold false beliefs about the worldThe understanding that people can have hidden emotions, or that they may act one way while feeling another way Studies have also found that theory of mind can be unstable.?? In other words, children may be able to understand mental states in some situations, but struggle in others. While kids may be able to pass most or all theory of mind tasks at the age of 4, their abilities continue to improve and develop through late adolescence and into adulthood. Some studies also suggest that individual differences in theory of mind abilities are related to a childs social competence. Perhaps not surprisingly, kids who are more adept at thinking about what other people are thinking tend to have stronger social abilities. How Do Psychologists Measure It? So how exactly do psychologists go about measuring how people think about their own thoughts and thoughts of others? One of the most commonly used methods to assess a childs theory of mind abilities is known as a false-belief task. The ability to attribute false belief in others is considered a major milestone in the formation of a theory of mind. The goal of such tasks is to require children to make inferences about what someone has done or what they are thinking when the other persons beliefs about reality are in conflict with what children currently know. In other words, children may know something is true; an understanding of false belief requires them to understand that other people may not be aware of this truth. For example, a child might know that there are no cookies left in the cookie jarâ€"but does he understand that his sister has no way of knowing that there are no cookies left? False Belief Tasks for Measuring Theory of Mind How do the false belief tasks often used in psychology experiments work? In the Sally-Anne test, one of the most frequently used false-belief scenarios, children are shown two dolls named Sally and Anne:Sally has a basket while Anne has a box.Sally places a marble in her basket and then leaves the room.While she is gone, Anne takes the marble from the basket and puts it in the box.When Sally returns, children who have watched this scenario are asked where they think Sally will look for the marble. So what do the childrens responses indicate about their theory of mind? Children pass the test if they say that Sally will look in the basket. This demonstrates that these children understand that Sally holds a false belief about where the marble really is. In order to pass the test, children must be able to think about what Sally thinks and believes. Children who say that the marble is in the box, however, do not pass the test. They fail to demonstrate their own understanding that Sallys knowledge is different from their own. While theory of mind has historically been assessed using only false-belief tasks, current approaches involve measuring across a scale of developmental tasks. Doing so better allows researchers to see how different theory of mind milestones emerge as a child ages. For example, the abilities to understand what other people desire emerges before the ability to understand hidden emotions that people may be feeling. Problems With Theory of Mind While the emergence of a theory of mind tends to follow a fairly predictable sequence over the course of normal development, sometimes things go wrong. Theory of mind problems can have a range of serious complications. When people struggle to understand mental states, social relationships and interactions can suffer.?? Autism Researchers Simon Baron-Cohen and his colleagues have suggested that theory of mind problems are one of the hallmarks of autism.?? In a study, they looked at how children with autism performed on theory of mind tasks compared to children with Down syndrome as well as neurotypical children. They found that while around 80 percent of children who were neurotypical or who had Down syndrome were able to answer theory of mind questions correctly, only around 20 percent of children who had been diagnosed with autism were able to correctly answer such questions. This problem with perspective-taking and understanding the thoughts of others is thought to contribute to the difficulty that those with autism spectrum disorders have with some types of social interactions. Schizophrenia Studies have also shown that people who have been diagnosed with schizophrenia often also demonstrate theory of mind deficits. One meta-analysis involving more than 1,500 participants showed significant impairments in theory of mind among those with schizophrenia.?? These participants showed problems with both the ability to understand false beliefs as well as the ability to infer the intentions of others. A Word From Verywell Forming a theory of mind is critical in our ability to understand ourselves and others. This ability to understand mental states allows people to introspect and consider their own thought and mental states. Such self-awareness is important in the formation of a strong sense of self. Our social functioning also hinges on having a theory of mind. By being able to think about what other people are thinking, we can better understand others and predict what they might do next.

The Implementation Of Electronic Health Record Implementation

Electronic Health Record Implementation Over the last ten plus years, health care information technology continues to progress in a direction to increase patient safety and outcomes while maintaining the patients privacy. The purpose of this paper is to discuss the implementation of an Electronic Health Record [EHR] within the health care field and my work facilities compliance using this technology. I will also be discussing how the mandate goals will benefit the patient and the care provided by their healthcare team while improving patient safety. I will apply the concepts of data security while retaining the patient’s confidentiality and privacy to avoid a HIPAA violation within my practice. Description of the Electronic Health†¦show more content†¦In 2010, President Obama signed the Affordable Care Act [ACA] into law, which will make health coverage more affordable to Americans, improve the quality of care, and reduce costs (U.S. Department of Health Human Services [HHS], 2015). The ACA will tie into the mandate by implementing and enforcing the EHR, which will help to obtain these goals. The goals of the mandate involve four methods (Willis, C. J., 2015). The first method is Privacy and Security. This method maintains the privacy and security of the patients’ health information during access to their records. The second method is Interoperability. This method incorporates health IT systems to be able to exchange information between various organizations by sharing data. The third method is Adoption. This method assures that the EHRs are secure and interoperable by achieving meaningful use. Financial incentives for using the EHR systems are offered with a goal to improve patient care and safety. The fourth method is Collaborative Governance. This method establishes standards and policies to collaborate health IT between public and private institutions. Student’s Facility’s Plan My facility provides improved health care by coordinating patient care using the EHR system. This system was put into place when the company started two years ago. By using this system, we eliminate any confusion between the physician, nurse and patient. The coordination

Women s Influence On Women And Their Credibility

Advertisements in today’s beauty and style magazines typically portray women in a negative manner. It has become rare to open a women’s magazine and see a women featured in an empowering advertisement or one that might boost women’s self-esteem. Instead, we see women portrayed as sexual objects, or the supermom if you will, generally put beneath men. For example, during the mad-man era many advertisements were released portraying women as nothing but good for cooking,cleaning, or ironing clothes. Advertisements such as these not only create a negative image but give young girls a certain impression that if you look like this you’ll be noticed and appreciated for your beauty and body and not for what you stand for or believe in.This can†¦show more content†¦( M. Von Gonten J. Donius, pg 59) . According to John Philip Jones, the reasoning behind this is straightforward, â€Å"the effect of each single ad exposure is small† (pg21-250) meanin g if something gets repeated constantly without challenge, our minds seem to regard this as prima facie, evidence that maybe, just maybe, it is true (Aef.com) Back in 2009, Reebok launched an advertisement for tennis shoes that focused in on the model’s buttocks. The slogan, â€Å" Nice booty, great soles.† An example of how advertisers often use sexuality and the appeal of physical attractiveness to sell products. Young girls see that, take in the model’s physique and want their own skin, legs, and butt to look exactly the way it does in the picture. ( Fox, 1996) In a survey conducted by Teen People magazine, â€Å"27% of girls believed that media pressured them to have a perfect body† (October, 1999). A poll was taken in 1996 by the international ad agency, Saatchi and Saatchi,showing that ads made women fear being unattractive or old â€Å"(Peacock M, 1998)†. It has been suggested that media can severely impact a woman s body image, which can lead to unhealthy behavior as women and girls try to reach this unrealistic goal for the extremely thin body idealized by the media. Pamela Anderson, a well-known model and actress had featured in an advertisement for PETA Women s Influence On Women And Their Credibility Introduction Advertisements in today’s beauty and style magazines typically portray women in a negative manner. It has become rare to open a women’s magazine and see a women featured in an empowering advertisement or one that might boost women’s self-esteem. Instead, we see women portrayed as sexual objects, or the supermom if you will, generally put beneath men. For example, during the mad-man era many advertisements were released portraying women as nothing but good for cooking,cleaning, or ironing clothes. Advertisements such as these not only create a negative image but give young girls a certain impression that if you look like this you’ll be noticed and appreciated for your beauty and body and not for what you stand for or believe†¦show more content†¦( M. Von Gonten J. Donius, pg 59) . According to John Philip Jones, the reasoning behind this is quite simple, â€Å"the effect of each single ad exposure is small† (pg21-250) â€Å"meaning if som ething gets repeated constantly without challenge, our minds seem to regard this as prima facie, evidence that maybe, just maybe, it is true† (Aef.com) Findings and Backlash Back in 2009, Reebok launched an advertisement for tennis shoes that focused in on the model’s buttocks. The slogan, â€Å" Nice booty, great soles.† An example of how advertisers often use sexuality and the â€Å"appeal of physical attractiveness to sell products†. Young girls see that, take in the model’s physique and want their own skin, legs, and butt to look exactly the way it does in the picture. ( Fox, 1996) In a survey taken by a popular teenage magazine, â€Å"27% of girls believed that media pressured them to have a perfect body† (October, 1999). â€Å"A poll was taken in 1996 by the international ad agency, Saatchi and Saatchi,showing that ads made women fear being unattractive or old† (Peacock M, 1998). It has been suggested that media can severely impact a woman s opinion on her body, which can lead to unhealthy desicions as women and girls try to reach this unrealistic goal for the extremely thin body idea lized by the media. Pamela Anderson, a

`` Twilight Zone Of The Digital Age `` - 1032 Words

A block feature that reduces an individual’s presence to the crystallized static of no-signal white noise; an electronic chip implant that records all visual and auditory experiences and replays personal memories on screen; a digital copy of one’s consciousness configured by code; and an app that assembles the internet personas of the dead in order to recreate them—these are some of the futuristic devices portrayed in the hit British television series Black Mirror. Created by British broadcaster and writer Charlie Brooker, Black Mirror premiered on the United Kingdom’s Channel 4 network in 2011 and gained a global following and mass critical acclaim after its debut on Netflix in 2014 (). Referred to by critics as the â€Å"Twilight Zone of the digital age,† the show employs satire, black humor, and science fiction elements while offering a profound look at the consequence of technology, its dystopic bearings, and its parallels with our own modern so cial and cultural realities (). As an anthology series, each episode of Black Mirror is a self-contained story that nevertheless fits into the show’s larger thematic narrative of cultural alienation due to the shifting role of technology and its transformation of social relations. Despite the disconnection of each particular episode from the others, the narrative unfolds in each creative universe via distinct plot devices and storytelling patterns, making for a viewership experience that is discomforting, eerie, and ultimately,Show MoreRelatedSci Fi (Science Fiction) and Fantasy Essay849 Words   |  4 Pagescomic books becoming so popular, especially amongst teenagers, Science Fiction has made its way into the â€Å"cool† zone. So many movies nowadays are based on books, many of which have a strong Science Fantasy element. People of all ages are becoming interested in the genre thanks to new series such as Harry Potter by JK Rowling a tale filled with fantasy element s like wizards and warlocks. 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In fact, the beginning of technology extends as far back as the Stone Age, twenty-five million years ago, with man’s discovery of using the sharp sides of a stone as a cutting tool. Had it not been for the technology of Alexander Graham Bell’s first telephone, the world of communication, as we regard it today, could be lessRead MoreThe Uncertain Role Of Technology2505 Words   |  11 Pagesfirst robot or the creation for the prototype of the first computer. However, technology goes back father than the evolution of the Internet, or the instillation of space satellites. In fact, the beginning of technology extends as far back as the Stone Age, twenty-five million year s ago, with man’s discovery of using the sharp sides of a stone as a cutting tool. Had it not been for the technology of Alexander Graham Bell’s first telephone, the world of communication, as we regard it today, could be lessRead MoreEssay about Why we believe in ghosts2803 Words   |  12 Pageswhite that wails in the night. 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The demand would be a more convent way of listing to your favorite artist and the supply would be for different companies to stream the music to the consumer to keeping it current, this was the birth of Napster (napster2004)Read MoreSatallite Tv Channel6318 Words   |  26 PagesExecutive summary: Satellite TV is most important mode of entertainment for all classes and age of people in Dhaka. Day by day its demand is increasing rapidly in Dhaka city. These satellite programs have lots of impact in our day to day life but having instead of good effect bad comes first like they are causing very worse influence over the people of Dhaka city and are also affecting the cultural life. Our culture based on some social value, norms, language, tradition which are getting affectedRead MoreProduct Placement10682 Words   |  43 Pagespoised for the most growth, with PQ Media predicting the 2009 figures to more than double by 2014, when product placement is projected to be a $6.1 billion market. [24] A major driver of growth for the use of product placement is the increasing use of digital video recorders (DVR) such as TiVO, which enable viewers to skip advertisements.[citation needed] This ad-skipping behavior increases in frequency the longer a household has owned a DVR. [edit] Products Certain products are featured more than othersRead MoreProduct Placement10670 Words   |  43 Pagesfor the most growth, with PQ Media predicting the 2009 figures to more than double by 2014, when product placement is projected to be a $6.1 billion market. [24] A major driver of growth for the use of product placement is the increasing use of digital video recorders (DVR) such as TiVO, which enable viewers to skip advertisements.[citation needed] This ad-skipping behavior increases in frequency the longer a household has owned a DVR. [edit] Products Certain products are featured more than othersRead More4g Communication22481 Words   |  90 Pagessystems along with cellular telephone systems. The 4G systems not only will support the next generation of mobile service, but also will support the fixed wireless networks. The 4G systems will interoperate with 2G and 3G systems, as well as with digital (broadband) broadcasting systems and IP-based one. The 4G infrastructure consists of a set of various networks using IP (Internet protocol) as a common protocol so that users are in control because they will be able to choose every application and

Showing the end of the chapter Essay Example For Students

Showing the end of the chapter Essay Danforth is first introduced to us in this section, which has been chosen for us to analyse when Proctor leaps on Abigail violently, to react with this I would jump out of my seat and hammer my first, firmly on a desk in front of me. I would frown and look astonished because this is what the stage directions tell me to do, Danforth, astonished. When I say, What are you about, I would shout it very loudly making sure my voice sounds overpowering, commanding and authoritative I would yell this because the stage direction states, cries and I interpret this as louder than just a shout. When Proctor calls Abigail a whore I would immediately react and point my finger at Proctor, I would frown and look down at Proctor. I would shake my head in complete horror. I must react in a confused and bewildered way because Arthur Miller gave me the impression that Danforth had never experienced with anyone so rude and verbal: Man! Man what do you- When I recite this line I would say the first Man quietly and shout the second man with rage to make it clear who was boss. I would express my absolute rage by Proctors actions by waving my hands sharply; I would do this because Danforth asks a question, What do you- and it seems apparent that Danforth is not sure how to react in this situation and by waving his hands about it shows that the situation is not under control. To show Danforths amazement, dumbfounded I would rise from my seat and shake my head in dismay. When Danforth says, you will prove this! This will not pass! I would point my finger at Proctor sternly as the sentence comes across as being very commanding and strict. At this point it is clear that Danforth gains his authority back over the court because the line, you will prove this! This will not pass! is very strict I would say it in a strict and meaningful way so that Proctor would not be able to answer back. When Proctor recites his long paragraph and tries to, keep himself from weeping, I would stare at him not letting my eyes wander anywhere else, by doing this I would show the audience that I know that Proctor is hiding something and it would make the whole plot a lot more interesting. Throughout the whole of the speech I would leaf forward onto the desk in front of me and rest my chin on my clenched fist, making sure I n ever missed a single word proctor said. I would do this because after the speech the stage directions state: blanched, in horror turning to Abigail, this gives me the impression that Danforth listened to every word of what Proctor had to say and that he was very interested in it so by posing in this way it would show this. Referring to the same stage directions it is clear that Danforth is taken back by proctors speech but realises Abigail will completely disagree, I would look at Abigail suddenly turning by neck sharply and staring into her eyes deeply, I would then say, You deny every scrap of this, in a way which practically tells her that she does.

ACT Scores, GPA

Texas A&M Acceptance Rate, SAT/ACT Scores, GPA Texas AMs main campus in College Station is a large, selective public university with a 67 percent acceptance rate. Dont let that relatively high number create a sense of false security: as the data below reveals, nearly all admitted students have grades and standardized test scores that are above average. Why Texas A&M? Location: College station, TexasCampus Features: Texas AMs massive 5,200-acre campus includes an 18-hole golf course, polo fields, and Kyle Field, the football stadium that seats over 102,000 fans.Student/Faculty Ratio: 21:1Athletics: The Texas AM Aggies compete in the NCAA Division I Southeastern Conference (SEC).Highlights: Undergraduates can choose from 128 degree programs spread across the universitys 19 schools and colleges. Programs in business, agriculture, and the biological and health sciences are particularly popular. Acceptance Rate For students entering Texas AM in the 2018-19 academic year, the university had a 67% acceptance rate. This means that for every 100 applicants, 67 were admitted and 33 received rejection letters. The admissions process is selective, and below average students will have a difficult time being admitted. Admissions Statistics (2018-19) Number of Applicants 36,423 Percent Admitted 67.2% Percent Admitted Who Enrolled 45.4% SAT Scores and Requirements Texas AMs main campus in College Station requires all students to submit either SAT scores or ACT scores, although students with very high grades and class rank may be able to get the test requirement waived. The SAT is more popular than the ACT- for students entering in the 2018-19 academic year, 61% of applicants submitted SAT scores. Texas A&M SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 580 680 Math 590 700 ERW=Evidence-Based Reading and Writing When we compare these scores to national SAT data from the College Board, we can see that the great majority of students who attend Texas AM rank among the top third of all test-takers. For the Evidence-Based Reading and Writing exam, 50% of students scored between 580 and 680. The bottom 25% of students scored a 580 or lower, while the top 25% scored a 680 or higher. Scores on the Math exam are slightly higher. The middle 50% of students scored between a 590 and 700. This means that 25% of admitted students scored a 590 or lower, while the top quartile scored a 700 or higher. Students with a combined SAT score of 1380 or higher will be particularly competitive at Texas AM. That said, if you compare SAT scores for top Texas colleges and universities, youll see that there are many schools that are more selective than Texas AM. Requirements Texas AM does not require SAT Subject Tests, but the test are sometimes used for course placement. The university does require students to take the SAT with Essay although the essay score does not play much of a role in the admissions process other than as a validity check for the application essay. SAT scores must be no more than five years old, and the university does not super-score the SAT. The school will use your highest score from a single test date. ACT Scores and Requirements All student applying to Texas AM must submit either SAT or ACT scores, and the ACT is less popular than the SAT. 39% of students entering in the 2018-19 academic year submitted ACT scores. Texas A&M ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 24 32 Math 24 30 Composite 25 31 An average ACT score is a 21, so you can see that nearly all Texas AM students have above-average scores. As national ACT data reveals, the great majority of Texas AM students placed in the top 25% of all ACT test-takers. The middle 50% of admitted students scored between 25 and 31. This means 25% of admitted students had an ACT score of 25 or lower, and at the top end, 25% had scores of 31 or higher. Requirements Texas AM requires the ACT with Writing. The writing section of the exam is used primarily as a check on the validity of the main application essay. The university will not super-score the exam, so they will use your highest total score from a single test date for admission purposes. Students who take the ACT are not required to take any SAT Subject Tests. GPA Texas AM does not publish GPA data of accepted students, but the self-reported data in the graph below shows us that the great majority of admitted students have high school averages in the B range or higher. 63% of Texas AM students rank in the top 10% of their high school class, and 92% are in the top 25% of their class. Self-Reported GPA/SAT/ACT Graph Texas AM Applicants Self-Reported GPA, SAT Score, and ACT Score Data. Data courtesy of Cappex   The admissions data in the graph is self-reported by applicants to Texas AMs main campus in College Station. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in with a free Cappex account. ​Admissions Chances Texas AM is one of the top Texas colleges and universities, and applicants will need decent grades and test scores to be admitted. In the graph above, green and blue represent accepted students. Its important to realize that theres a lot of red (rejected students) hidden beneath the blue and green in the middle of the graph. Some students with scores and grades that are on target for Texas AM still get rejected. Note also that a number of students were accepted with test scores and grades a bit below the norm. These seeming discrepancies exist because Texas AM has holistic admissions. The admissions officers are considering qualitative as well as quantitative information. Students with exceptional talent (in, for example, athletics or music) will typically receive a closer look even if their numerical measures are a bit below the norm. Like all selective universities, Texas AM is trying to enroll students who will contribute to the campus culture in meaningful ways. Strong application essays, positive letters of recommendation, and interesting extracurricular activities are all important pieces of a successful application. Engineering applicants have an additional essay requirement. Keep in mind that high grades and standardized test scores are not a guarantee of admission. Some students with A averages and SAT/ACT scores that are well above average did not get in. This may seem strange since Texas AM has guaranteed admission for students who graduate in the top 10% of their class. This state policy, however, does have a couple restrictions. For one, students must be in the top 10% of a Texas school, so out-of-state applicants have no admissions guarantees. Also, Top 10% admits must have completed enough college preparatory classes to qualify. Finally, Texas AM recommends (but does not require) that prospective students visit campus, attend a prospective student session, and/or participate in an academic program for visiting students. All of these opportunities allow you to get to know the university, and they help demonstrate your interest in Texas AM. The university also recommends that applicants submit their applications as early as possible (you might want to consider the Early Action option). Sources: Graph from Cappex.com; other data sourced from the National Center for Education Statistics and the Texas AM Office of Admissions. admissionfrom the National Center for Educational Statistics

300 words essay example Essays

300 words essay example Essays 300 words essay example Paper 300 words essay example Paper What I am most passionate about. I was born in a small town, Cork, in the heart of Ireland. As a kid, I remember watching famous stories that focused on the culture, arts, history and historical places in such as the Seavers, the Cheers gang among others. After watching these movies, I felt that this was a nice place to stay if not to visit since everywhere seemed interesting and I had that passion of gaining more knowledge regarding the culture and arts of London. Since I was a small kid, I had a passion for both culture and arts, and both had an impact on various choices I made in my life. In 1996, we moved to London, and this meant that I was to carry out my studies from London. One year later, I joined the University of London. My first experience in London was in 1996 during an excursion organized by the institution. I visited some of the cultural centers such as Paddington Arts, Asia House London Gladiator Amphitheater among other places. Also, I spend most of the time in the leading museums around the city looking for shows and exhibitions of arts This was the period I learned a lot regarding the London culture, my recent experience in England was in 2016. I decided to carry out a research trip in the outskirts of London to learn archeological sites and associated research material from various archeological centers. Furthermore, London is an old city, and there are ancient places that I never wanted to miss such as Lockwood Reservoirs Archeology, the London Outdoor Statue among others. Conclusively, all these experience has widened my horizon and enabled me to appreciate the diversity and uniqueness of different culture in different places

Popular Culture Essay Example | Topics and Well Written Essays - 2000 words

Popular Culture - Essay Example The novel Twilight, with its central romance between a vampire and an ordinary teenage girl, also brings these emotions and feelings to the fore, as the lovers feel desperation, torture, the burn of forbidden love, as well as the pain of immortality and the loss of reason. Through it all, the vampires in vampire lore, and Edward in Twilight reflect societal consciousness, while assisting society in accepting that sometimes that which might seem evil is not really. Discussion The French Revolution was a period of despair, tortured beings, and forbidden loves. The desperation was felt by the peasants on the eve of the French Revolution, in 1789, as the peasants in the French countryside was increasingly subjected to undue taxation and social polarisation became a rising problem. At some point, the French peasants were faced with the choices of moving off their land or rebelling, due to a tax system that had lost all semblance of rhyme and reason.1 Meanwhile, they suffered a harvest def icit, and some farmers saw their livelihood wiped out during the harsh winters. The food deficit, the long winter, the social polarisation and increased taxation of the peasants led to an increase in vagrancy and vagabondage, as â€Å"desperate hordes besieged monastic storehouses.†2 Moreover, this sense of desperation was not limited to the peasants, as the laborers and managers also felt the financial pinch, â€Å"having to juggle their resources in order to make ends meet.†3 Meanwhile, the tortured beings were represented most effectively in the French Revolution by the prisoners in the Bastille, the storming of which was one of the cataclysms for the Revolution. Of these is the infamous â€Å"man in the iron mask,† who lived in the Bastille from 1698 to 1703. Also, there was the case of Denyse Regne, who â€Å"was spared nothing, from endless interrogations and torments of hunger to injuries inflicted by doctors to torturous treatment at the hands of a nun lodged with her and her enchainment in an underground dungeon.†4 The cells of the Bastille were places where toad, newts and rats and spiders resided with the unfortunate prisoner, and the prisoner lay on straw for their bed in six by eight foot cages.5 During the French Revolution, as during all times, there was also forbidden love. Such as example is Honore Gabriel Riqueti, comte de Mirabeau, who was a moderate French Revolutionary. He won the heart of a lady who was the consort of a colonel, which caused him to be imprisoned. Released from prison, he went to Corsica, where he engaged in yet another scandalous love affair.6 While this was one individual who engaged in forbidden love affairs during the time of the French Revolution, there undoubtedly were many more. Therefore, the French Revolution was a time of desperation, torture and forbidden love. The vampire is emblematic of all of these feelings, as well as being a symbol of destructive power and abstract horror, that invades our imaginations and sensibilities. As a symbol of desperation, however, the vampire perhaps has more in common with the desperate French nobility during the time of the French Revolution, such as the Princesse de Monaco, a noblewoman of the house of Choiseul-Stainville who died at the guillotine in 1794.7 This is because the vampire is often the

Art History Essay Example | Topics and Well Written Essays - 750 words - 7

Art History - Essay Example ticle focuses on modernism and the author has turned to present day practitioners whose work are not only the most powerful being done currently, but as well is a wholly committed to the modernist project. The author has used other author’s examples throughout his work in giving examples on how modernism begins and how postmodernism comes in and changes the way a human being lives. The use of descriptive language style in this context has made the author draw the reader’s attention which is a better method of retaining readers and making an article more interesting. The author has also applied the use of speech; this clearly shows how the author has invited other people’s work in this particular article. The author has also used descriptive and vivid language in order to add depth to this article. This appeal to mankind senses to deepen any reader’s well understanding of this article (Morris, Tony, Anthony, Watt and Michael 65). To foster this, the author has included some photographs to support some of his facts. These pictures help any reader to visualize the content being talked about at the back of his or her mind. According to the author, within modernist practice, artists will always reach for signs that function as algorithms of the structural or medium within which they occur. As the center or core of that particular structure, such as a sign, secures the unity or singularity of the task itself, a unity that had been named â€Å"aura† in a different era. The author has also elaborated modernity with most trending lifestyle things such as cars and electronic gadgets majorly. Constitutive heterogeneity may as well define the latest work of a modernist in most part of the article (Cahoone and Lawrence 111). The author has not talked much about himself about modernism which leaves the reader to wonder what type of option he has decided to take. It is until the last sentence of the article that the reader realizes that when the author reveals that the

Managing Change in Small Organisations

Managing Change in Small Organisations 1.0 Introduction The phenomenon of resistance to change is the bane of all Algerian bakeries that convey ideas for change. For the same one who proposed the change, the resistances are usually synonymous with hostility, intrigue deadlines, polarization, conflict, and impatience, many problems which are likely to frustrate and undermine the success of his bakery. Basically, resistance to change is built up from many sources; internal and external. Overcoming resistance to change requires first the identification of those sources. Therefore, the owner of the bakery â€Å"El-Bahdja† is looking for an expert or professional advice in the field to help managing change effectively. Hence, as this topic is part of the international business and management studies, the owner asked me to do some research on this matter. Ultimately, this research is divided into two major chapters, first; the literature part that discusses the main topic theoretically, it starts off by mentioning the general sources that fuels the resistance to change, then it goes on with hofdstedes point of view on resistance of change based on cultural differences and it concludes by describing the steps of managing change effectively and it concludes with. The second major chapter is the analysis of the findings from the primary data that have been collected through interviews with owners and employees from the bakery El-Bahdja and owners from other bakeries. Finally this paper is closed by recommendations for the owner of the bakery El-Bahdja on how to overcome resistance to change and how to manage change. 1.1 Research objective Many companies in North Africa particularly in Algeria are making loss and could not improve the quality of their business due to the habit of following common procedures and the high consideration of sunk costs invested in the status quo and fear of new ideas. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. This fear creates resistance to change in the Algerian bakery industry Therefore, this research focuses on finding the elements that fuel the resistance to change in the Algerian bakeries and specifically the bakery â€Å"El Bahdja† that produces and delivers all kind of bread and pastries. The owner of the Algerian Bakery â€Å"El-Bahdja† is an old man and has been in the business since 1967. The owner is facing the closing down due to lack of managing change skills in the bakery and the high resistance from the employees to change. The main objective of this research is to provide the owner of the bakery â€Å"El-Bahdja† with guidance to effectively managing change when it is in the process of the implementation. 1.2 Research questions To provide guidance on how to manage changes for the owner of the bakery â€Å"El-Bahdja† it is essential first to find answers to the following research questions. â€Å"Does Algerian culture welcome changes† â€Å"Why most Algerian employers and employees resist changing?† â€Å"What are the external factors that prevent Algerian employers and employees from changing?† â€Å"How do Algerian employers and employees manage change when applying the new ideas?† 1.3 Methodology This study is based on both primary and secondary data that help in understanding the causes of resistance to change from both the Algerian owners and their employees: Secondary data collection: this method studies the previous cases that have already been written about and find the similarities between the cases. This method is very helpful in collection data from different cultures that share the same fact which is fear of new ideas that have direct effect on their traditional way of doing business. Therefore, the resources of the secondary data collection are mainly from books, journals, and internet. Primary data: a very crucial data and plays a big role in making final decision. The primary data which is better called direct communication or field research, on other word; facing people and have them interviewed. The objective of this method is to collect factual data that helps in answering the research questions of this study and this after interviewing people from the same field on the main topic. Reflection on the research methodology: the methods followed for collecting data are linked together. The secondary data helps understand the theoretical concepts that have been concluded from previous cases and compare them to the new facts. In this method; the 7s model of McKinsey, the theory versus the real world by Jeff Hiatt and Arab identity by Halim Barakat are used as starting point for facing organizational change in Algeria. The primary data is basically the tangible evidence for decision makers, observing and interviewing people are the major tools to be used in collecting data for this study. Reliability and validity of data are the essential axes of this method. Therefore, the interviews take place specifically with owners of bakeries and their employees in Algeria and in the Netherlands for comparison to see whether culture differences is a matter for resisting changing. 2.1 Why managing change? â€Å"Change is believed to happen Changes are fact and every person is subject to these changes. People faces changes regularly in their life or in their workplace, part of them deal with these changes successfully and the other part fail to adjust to change. In the life, for instance a family with children; parents believe that children are subject to changes and may change to better or to the opposite that parents plan for them, however these changes would not affect the family as a whole but the person himself. Nevertheless, in a business changes there are two ways and no third, successfully manage change or failure. In organization whether you are an executive, supervisor, coach, consultant, project team leader or manager of any type where your job is to manage people, you likely have experienced resistance to change from employees. However you may not recognize the role that you can play in preventing that resistance and leading change. Many managers do not make this connection until they have personally experience failure in an important change project (Jeff Hiat, Timothy J. Creasey 2003) When asking people after this failure what would you do differently if you had the chance to do it again? The common response would be using an effective and planned change management program. The question to be risen here is whether this program is sufficient enough to prevent resistance to change from happening in the first place and deal with people emotions and pursue them to change. The real barrier to success is a lack of change management and not management program. Some people do not lack of vision or an understanding of the marketplace but they feel simply short when managing the people side of change. In other words, things did not go exactly as planned. The unexpected happened. Not managing the people side of change impacts the success and introduces risk into the business (Jeff Hiat, Timothy J. Creasey 2003) Change management skills have shown that is not only mitigates these business risks, but also can avoid them entirely. Business leaders have change management skills to not only manage resistance once it appears, but to prevent it from occurring. 2.2 Change and the manager â€Å"Change needs to be portrayed in positive terms, a necessity to ensure long term survival (Robert A Poton, James McCalman, 2008)† Organizations and their managers must recognize change, in itself, is not necessarily a problem. The problem more often than not is a less than competent management o the change situation (Rob Paton, James McCalman, 2008). Managers must realize that one cannot separate strategic change management from organizational strategy; both must work in tandem. The importance of the human side of change cannot be underestimated, one must identify and manage the potential sources and causes of potential resistance and ensure that motivators are built into new processes and structures (Forlaron, 2005). i) Change competency: â€Å"Change is part of the businesss philosophy† â€Å"The successful organization is the organization that understand change will occur, expect it and support the change during implementation (Jeff Hiat, 2003) An organization that faces constant demands to change and uses effective management over and over with each new initiative may experience a fundamental shift in its operations and the behavior of its employees. Sponsors begin to repeat activities that made last change successful. Managers develop skills to support employees through the change. Employees see part of their job as navigating these new changes. Each level in the organization will have internalized its role in change and developed the skills and knowledge necessary to react to constant change. The organization has become ready and able to embrace change; it has developed change competency (Jeff Hiat, Timothy J. Creasey, 2003). However, building change competency is not paved with flowers; it requires a belief that change is now an ever-present feature of organizational life (Burnes, 2004). Change competency is similar to change management, but there are several key distinction. First, change management is ultimately the use of specific activities like communication, coaching, sponsorship and training; to realize successful outcomes with business changes. Change competency is not a specific activity; it is an organizations ability to react to change over and over again Second, while change management can be taught and learned, change competency requires a fundamental shift in culture and values. It must be simply part of day-to-day operations and cannot be simply demonstrated in training or instructional material. Third, change competency must penetrate every facet and level of the organization. This distinction especially relates to the front-line employee. An organization may have expertise in change management in its sponsors, consultants and change management. However, the front-line employees are the ones whose day-to-day activities are changing. To build change competency into the organization, you can take the first step by ensuring that solid change management practices are applied consistently for each change initiative. The second step is to begin building the following competencies into your organization (Jeff Hiat, Timothy J. Creasey, 2003) ii) Change and Human Resource Technology has played a major role in ensuring that a coherent business approach and managerial performance can be maintained from a reduce resource base. The key success in such moves has been the mobilization of the human resource (Pettigrew and Whipp, 1993). 2.3 Managing resistance once it appears â€Å"Believing in changes to be happening is a key principle to reducing resistance to change† People are often afraid of new ideas. They may feel threatened by new ideas and fear that they will not be able to cope with a change in working patterns that is demanded of them or that they will not understand how to use a new technology; example of that many older people are afraid of materials that they are not able to handle and may make them calling the technician every moment (Tony proctor 2005). The fear of new ideas is a natural feeling; people live with this fear and it not a bad manner. Fear of new ideas becomes negative when is surrounded with sources that increase the tension of fear that leads to high level of resistance and consequently aggravation of the failure of any project. Change more often than not produces suspicions and resistance. To many it implies a move from familiar ways-mastered over long periods of time- to an unknown and threatening environment. In order to deal effectively with resistance to change, people must understand its causes (Jack Rabin, Marcia B. Steinhauer, 1988). Lawrence and Greiner 1970, identify the main sources that feed the resistance of change. Fear of the unknown, lack of information, threats of status, fear of failure, and lack of perceived benefits. Regarding the first group of sources of resistance, change starts with the perception of its need, so a wrong initial perception is the first barrier to change. This first group is called ‘distorted perception, interpretation barriers and vague strategic priorities (Pardo del Val, Manuela Martà ­nez Fuentes). It includes: (a) Inability of the company to look into the future with clarity (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995); (b) Denial or refusal to accept any information that is not expected or desired (Barr et al., 1992; Rumelt, 1995; Starbuck et al., 1978); (c) Perpetuation of ideas, meaning the tendency to go on with the present thoughts although the situation has changed (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995; Zeffane, 1996); (d) Implicit assumptions, which are not discussed due to its implicit character and therefore distort reality (Starbuck, Greve and Hedberg, 1978); (e) Communication barriers, that leads to information distortion or misinterpretations (Hutt et al., 1995); (f) Organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information (Morrison and Milliken, 2000; Nemeth, 1997). The second main group of sources of resistance deals with a low motivation for change. Five fundamental sources: (a) Direct costs of change (Rumelt, 1995); (b) cannibalization costs, that is to say, change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice (Rumelt, 1995); (c) Cross subsidy comforts, because the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change (Rumelt, 1995); (d) Past failures, which leave a pessimistic image for future changes (Lorenzo, 2000); and (e) Different interests among employees and management, or lack of motivation of employees who value change results less than managers value them (Waddell and Sohal, 1998). The lack of a creative response is the third set of sources of resistance. There are three main reasons that diminish the creativeness in the search for appropriate change strategies: (a) Fast and complex environmental changes, which do not allow a proper situation analysis (Ansoff, 1990; Rumelt, 1995); b) Reactive mind-set, resignation, or tendency to believe that obstacles are inevitable (Rumelt, 1995); and (c) Inadequate strategic vision or lack of clear commitment of top management to changes (Rumelt, 1995; Waddell and Sohal, 1998). Taking into consideration all those sources of resistance mentioned above can reverse the situation into preventing resistance in the first place. Cultural web: Cultures differ from each other in their resistance to change. The strongest resistance to change characterizes of high power distance, low individualism, and high uncertainty avoidance. Among these cultures are most Latin American countries, Portugal and Korea, followed by Japan, France, Spain, Greece, Turkey, and Arab countries. Cultures with low levels of resistance to change are low on power distance, high on individualism, and low on uncertainty avoidance. This category includes the Anglo countries, Nordic countries, and the Netherlands, followed by Singapore, Hong Kong, and South Africa (Harzig and Hofdestede, 1996 2.4 Making sense of change management â€Å"7S model of McKinsey†: The Mckinsey 7S model defines the seven components that encompass an organization and that by changing any one of the S components there is impact on the other S components. This model is such a conceptual aid by acting as good checklist for those setting out to make organizational change, laying out which parts of the system need to adapt, and the effects of these changes in other parts of the system (Mike Green, 2007) The 7s categories are: Staff important categories of people within the organization, the mix, the diversity, retention, the development and the maximizing of their potential. This component helps to determine how committed resources to make it all work? Skills distinctive capabilities, knowledge and experience of key people. The role of this component is to identify how ready and competent are the staff based on where the organization is heading? Systems processes, IT systems, HR systems, knowledge management systems. In other words, what are the suitable systems to be used to support the transition? Style management style and culture. How we are getting from here to there? Shared values guiding principles that make the organization what it is. Strategy organizational goals and plan, use of resources. Briefly is where are we transitioning to? Structure the organization chart and how roles, responsibilities and accountabilities are distributed in furtherance of the strategy. â€Å"The Mckinsey 7S model provides an effective framework for analyzing an organization and its activities that determine whether an organization is strong enough to adjust to any changes. Furthermore, this model helps in avoiding some of the sources that feed resistance to change in the first place† 2.5 Five steps for effective change process (Thomas and Christopher, 2008) Step 1:Motivating change: â€Å"Moving from the known to the unknown† Organizational change involves moving from the known to the unknown. The future is uncertain and may adversely affect peoples competencies, worth, and coping abilities. Organization members generally do not support change unless compelling reasons convince them to do so. A key issue in planning for action is how to motivate commitment to organizational change. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change. Creating Readiness for change: peoples readiness for change depends on creating a felt need for change. This involves making people so dissatisfied with the status quo that they are motivated to try new work processes, technologies, or ways of behaving. Generally people and organization need to experience deep levels of hurt before they will seriously undertake meaningful change. The following three methods can help generate sufficient dissatisfaction to produce change: Sensitize organizations to pressures for change. Modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover. Organizations can make themselves more sensitive to pressures for change by encouraging leadership to surround themselves with devils advocate; for instance by cultivating external networks that comprise people or organizations with different perspectives and views; by visiting other organizations to gain exposure to new ideas and methods. Reveal discrepancies between current and desired states. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideas. A major diagnosis is to provide members with feedback about current organizational functioning so that the information can be compared with goals or desired future states. Convey credible positive expectations for the change. When organization members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key success to achieving these positive effects if to communicate realistic, positive expectations about the organizational changes*. Research suggests that information about why the change is occurring, how it will benefit the organization, and how people will be involved in the design and implementation of the change was most helpful.* Overcoming Resistance to change: At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate. Empathy and support. A first step in overcoming resistance is learning how people are experiencing change. This strategy identifies people who are having trouble accepting the changes, the nature of their resistance, and possible ways to overcome it. Communication. People resist change when they are uncertain about its consequences. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. Effective communication about changes and their likely results can reduce this speculation and allay unfounded fears. Participation and innovation. Involvement in planning the change increases the likelihood that members interests and needs will be accounted for during the intervention. Consequently, participants will be committed to implementing the changes. They also can identify pitfalls and barriers to implementations. STEP 2: CREATING A VISION The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Generally, a vision describes the core values and purpose that guide the organization as well as an envisioned future toward which change is directed. It provides a valued direction for designing, implementing, and assessing organizational changes. The vision also can energize commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort. Research suggests that compelling visions are composed of two parts: (1) a relatively stable core ideology that describes the organizations core values and purpose, and (2) an envisioned future with bold goals and a vivid description of the desired future state that reflects the specific change under consideration Step 3: DEVELOPING POLITICAL SUPPORT Managing the political dynamics of change includes the following activities: Assessing Change Agent Power. Greiner and Schein 1988, indentified three key sources of personal power in organizations (in addition to ones formal position); knowledge, personality, and others support. Knowledge bases of power include having expertise that is valued by others and controlling important information. For example, leaders in organizational units undergoing change can call on their informal networks for resources and support, and encourage subordinates to exercise power in support of the change. Identifying Key Stakeholders. This can start with simple question. †who stands to gain or to lose from the changes? Once stakeholders are identified, creating a map of their influence may be useful. Consequently, provides change agents with information about which people groups need to be influenced to accept and support the changes. Influencing Stakeholders. There are three major strategies for using power to influence others in organization development; First strategy is playing straight; this strategy involves determining of particular stakeholders and presenting information about how the changes can benefit them. The success of this strategy relies heavily on the change agents knowledge base. He or she must have the expertise and information to persuade stakeholders that the changes are a logical way to meet their needs. The second strategy is using social network; in this strategy change agents attempt to use their social relationships to gain support for changes. This social networking might include, for example, meeting with other powerful groups and forming alliances to support specific changes. This strategy also might include using informal contacts to discover key roadblocks to change and to gain access to major decision makers who need to sanction the changes. The third strategy is going around the formal system; the change agents charisma, reputations, or professional credibility lend legitimacy to going around the system and can reduce the likelihood of negative reprisals. For example, managers with reputations as winners often can bend the rules to implement organizational changes. However, this power strategy is relatively easy to abuse. Therefore; the OD practitioners should consider carefully the ethical issues and possible unintended consequences of circumventing formal policies and practices. Step 4: MANAGING THE TRANSITION Implementing organizational change involves moving from the existing organization state to the desired future state. There are three major activities and structure to facilitate organizational transition: activity planning, commitment planning, and change-management structures. Activity Planning This involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful. Activity planning should clearly identify, temporally orient, and integrate discrete change tasks and should link these tasks to the organizations change goals and priorities. Commitment planning this activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support. Change-Management Structures Because organizational transitions tend to be ambiguous and to need direction, special structures for managing the change process need to be created. These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process. Step 5: SUSTAINING MOMENTUM Once organization changes are under way, explicit attention must be directed to sustaining energy and commitment for implementing them. A strong tendency exists always among organization members to return to old behaviors and well-known processes unless they receive sustained support and reinforcement for carrying the changes through to completion. The following five activities can help to sustain momentum for carrying change through to completion: Providing resources for change. Additional financial and human resources are required for implementing organization change, particularly if the organization continues day-to-day operations while trying to change itself. Extra sources are always helpful to provide a buffer as performance drops during the transition period. Building a support system for change agents. Organization change can be difficult and filled with tension, not only for participants but for change agents as well. A support system typically consists of a network of people with whom the change agent has close personal relationships people who can give emotional support, serve as sounding board for ideas and problems, and challenge untested assumptions. Developing new competencies and skills, reinforcing new behaviors, and staying the course. In organizations people generally do things that bring them rewards. Consequently, one of the most effective ways to sustain momentum for change is to reinforce the kinds of behaviors needed to implement the changes through for instance informal recognition, encouragement, and praise. Staying the course. If the organization changes again too quickly or abandons the changes before it is fully implemented, the desired results may never materialize. There are two primary reasons that managers do not keep a steady focus on change implementation. First, many managers fail to anticipate the decline in performance, productivity, or satisfaction as change is implemented. Organization members need time to practice, develop, and learn new behaviors; they do not abandon old ways of doing things and adopt a new set of behaviors overnight. Second, many managers do not keep focused on a change because they want to implement the next big idea that comes along. Successful organizational change requires persistent leadership that does not waver unnecessarily. References Books and articles Ansoff, I.H. (1990), â€Å"Implanting Strategic Management† Prentice Hall International, Ltd. London Cynthia D. Scott, Dennis T. Jaffe. (2003), â€Å"Managing change at work: leading people through organizational transitions†, edit 3 Greiner, L.E. (1972), â€Å"Evolution and revolution as organizations grow† Harvard Business Review, pp. 37-46. Greiner, L E and Schein, V E. (1988), â€Å"Power and Organization Development: Mobilizing power to change†, Reading, MA: Addison Wesley Halim Barakat. (1993), â€Å"The Arab world: society, culture, and state† Berkeley, Calif.: University of California Press, Hutt, M.D., Walker, B.A. and Frankwick, G.L. (1995) â€Å"Hurdle the Cross-Functional Barriers to Strategic Change† Sloan Management Review, 36 (3), pp. 22-30. Jack Rabin, Marcia B. Steinhauer. (1988), â€Å"Handbook on human services administration† Public Administration and Public Policy/34, pp. 305 Krà ¼ger, W. (1996), â€Å"Implementation: The Core Task of Change Management† CEMS Business Review, 1, pp. 77-96. Lawrence, P.R. (1954), â€Å"How to Deal with Resistance to Change† Harvard Business Review, (May/June), pp. 49-57. Mike Green. (2007), â€Å"Change management masterclass: a step by step guide to successful change†. Tony Proctor. (2005), â€Å"Creative problem solving for managers: developing skills for decision making†. Edition 2, pp. 241 Pardo Del Val, Manuela Martà ­nez Fuentes â€Å"RESISTANCE TO CHANGE: A LITERATURE REVIEW AND EMPIRICAL†, p. 5-7 Rob Paton, James McCalman. (2008), â€Å"Change Management: A Guide to Effective Implementation†, edition 3, pp. 39-54 Rumelt, R.P. (1995), â€Å"Inertia and transformation†, in Montgomery, C.A., Resource-Based and Evolutionary Theories of the Firm, Kluwer Academic Publishers, Massachusetts, pp. 101-132. Rusell Tobin. (1999), â€Å"Overcoming resistance to change†, Second Edition, pp. 142 Starbuck, W., Greve, A. and Hedberg, B.L.T. (1978) â€Å"Responding to crisis†, Journal of Business Administration, 9 (2), pp. 111-137. Thomas G. Cummings, Christopher G. Worley. (2008), â€Å"Organization development change†, Edition 9, pp. 165-182 Waddell, D. and Sohal, A.S. (1998), â€Å"Resistance: a constructive tool for change management†, Management Decision, 36 (8), pp. 543-548. Zeffane, R. (1996), â€Å"Dynamics of strategic change: critical issues in fostering positive organizational change†, Leadership Organization Development Journal, 17, pp. 36-43. Websites: http://www.explorehr.org/articles/Orga Managing Change in Small Organisations Managing Change in Small Organisations 1.0 Introduction The phenomenon of resistance to change is the bane of all Algerian bakeries that convey ideas for change. For the same one who proposed the change, the resistances are usually synonymous with hostility, intrigue deadlines, polarization, conflict, and impatience, many problems which are likely to frustrate and undermine the success of his bakery. Basically, resistance to change is built up from many sources; internal and external. Overcoming resistance to change requires first the identification of those sources. Therefore, the owner of the bakery â€Å"El-Bahdja† is looking for an expert or professional advice in the field to help managing change effectively. Hence, as this topic is part of the international business and management studies, the owner asked me to do some research on this matter. Ultimately, this research is divided into two major chapters, first; the literature part that discusses the main topic theoretically, it starts off by mentioning the general sources that fuels the resistance to change, then it goes on with hofdstedes point of view on resistance of change based on cultural differences and it concludes by describing the steps of managing change effectively and it concludes with. The second major chapter is the analysis of the findings from the primary data that have been collected through interviews with owners and employees from the bakery El-Bahdja and owners from other bakeries. Finally this paper is closed by recommendations for the owner of the bakery El-Bahdja on how to overcome resistance to change and how to manage change. 1.1 Research objective Many companies in North Africa particularly in Algeria are making loss and could not improve the quality of their business due to the habit of following common procedures and the high consideration of sunk costs invested in the status quo and fear of new ideas. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. This fear creates resistance to change in the Algerian bakery industry Therefore, this research focuses on finding the elements that fuel the resistance to change in the Algerian bakeries and specifically the bakery â€Å"El Bahdja† that produces and delivers all kind of bread and pastries. The owner of the Algerian Bakery â€Å"El-Bahdja† is an old man and has been in the business since 1967. The owner is facing the closing down due to lack of managing change skills in the bakery and the high resistance from the employees to change. The main objective of this research is to provide the owner of the bakery â€Å"El-Bahdja† with guidance to effectively managing change when it is in the process of the implementation. 1.2 Research questions To provide guidance on how to manage changes for the owner of the bakery â€Å"El-Bahdja† it is essential first to find answers to the following research questions. â€Å"Does Algerian culture welcome changes† â€Å"Why most Algerian employers and employees resist changing?† â€Å"What are the external factors that prevent Algerian employers and employees from changing?† â€Å"How do Algerian employers and employees manage change when applying the new ideas?† 1.3 Methodology This study is based on both primary and secondary data that help in understanding the causes of resistance to change from both the Algerian owners and their employees: Secondary data collection: this method studies the previous cases that have already been written about and find the similarities between the cases. This method is very helpful in collection data from different cultures that share the same fact which is fear of new ideas that have direct effect on their traditional way of doing business. Therefore, the resources of the secondary data collection are mainly from books, journals, and internet. Primary data: a very crucial data and plays a big role in making final decision. The primary data which is better called direct communication or field research, on other word; facing people and have them interviewed. The objective of this method is to collect factual data that helps in answering the research questions of this study and this after interviewing people from the same field on the main topic. Reflection on the research methodology: the methods followed for collecting data are linked together. The secondary data helps understand the theoretical concepts that have been concluded from previous cases and compare them to the new facts. In this method; the 7s model of McKinsey, the theory versus the real world by Jeff Hiatt and Arab identity by Halim Barakat are used as starting point for facing organizational change in Algeria. The primary data is basically the tangible evidence for decision makers, observing and interviewing people are the major tools to be used in collecting data for this study. Reliability and validity of data are the essential axes of this method. Therefore, the interviews take place specifically with owners of bakeries and their employees in Algeria and in the Netherlands for comparison to see whether culture differences is a matter for resisting changing. 2.1 Why managing change? â€Å"Change is believed to happen Changes are fact and every person is subject to these changes. People faces changes regularly in their life or in their workplace, part of them deal with these changes successfully and the other part fail to adjust to change. In the life, for instance a family with children; parents believe that children are subject to changes and may change to better or to the opposite that parents plan for them, however these changes would not affect the family as a whole but the person himself. Nevertheless, in a business changes there are two ways and no third, successfully manage change or failure. In organization whether you are an executive, supervisor, coach, consultant, project team leader or manager of any type where your job is to manage people, you likely have experienced resistance to change from employees. However you may not recognize the role that you can play in preventing that resistance and leading change. Many managers do not make this connection until they have personally experience failure in an important change project (Jeff Hiat, Timothy J. Creasey 2003) When asking people after this failure what would you do differently if you had the chance to do it again? The common response would be using an effective and planned change management program. The question to be risen here is whether this program is sufficient enough to prevent resistance to change from happening in the first place and deal with people emotions and pursue them to change. The real barrier to success is a lack of change management and not management program. Some people do not lack of vision or an understanding of the marketplace but they feel simply short when managing the people side of change. In other words, things did not go exactly as planned. The unexpected happened. Not managing the people side of change impacts the success and introduces risk into the business (Jeff Hiat, Timothy J. Creasey 2003) Change management skills have shown that is not only mitigates these business risks, but also can avoid them entirely. Business leaders have change management skills to not only manage resistance once it appears, but to prevent it from occurring. 2.2 Change and the manager â€Å"Change needs to be portrayed in positive terms, a necessity to ensure long term survival (Robert A Poton, James McCalman, 2008)† Organizations and their managers must recognize change, in itself, is not necessarily a problem. The problem more often than not is a less than competent management o the change situation (Rob Paton, James McCalman, 2008). Managers must realize that one cannot separate strategic change management from organizational strategy; both must work in tandem. The importance of the human side of change cannot be underestimated, one must identify and manage the potential sources and causes of potential resistance and ensure that motivators are built into new processes and structures (Forlaron, 2005). i) Change competency: â€Å"Change is part of the businesss philosophy† â€Å"The successful organization is the organization that understand change will occur, expect it and support the change during implementation (Jeff Hiat, 2003) An organization that faces constant demands to change and uses effective management over and over with each new initiative may experience a fundamental shift in its operations and the behavior of its employees. Sponsors begin to repeat activities that made last change successful. Managers develop skills to support employees through the change. Employees see part of their job as navigating these new changes. Each level in the organization will have internalized its role in change and developed the skills and knowledge necessary to react to constant change. The organization has become ready and able to embrace change; it has developed change competency (Jeff Hiat, Timothy J. Creasey, 2003). However, building change competency is not paved with flowers; it requires a belief that change is now an ever-present feature of organizational life (Burnes, 2004). Change competency is similar to change management, but there are several key distinction. First, change management is ultimately the use of specific activities like communication, coaching, sponsorship and training; to realize successful outcomes with business changes. Change competency is not a specific activity; it is an organizations ability to react to change over and over again Second, while change management can be taught and learned, change competency requires a fundamental shift in culture and values. It must be simply part of day-to-day operations and cannot be simply demonstrated in training or instructional material. Third, change competency must penetrate every facet and level of the organization. This distinction especially relates to the front-line employee. An organization may have expertise in change management in its sponsors, consultants and change management. However, the front-line employees are the ones whose day-to-day activities are changing. To build change competency into the organization, you can take the first step by ensuring that solid change management practices are applied consistently for each change initiative. The second step is to begin building the following competencies into your organization (Jeff Hiat, Timothy J. Creasey, 2003) ii) Change and Human Resource Technology has played a major role in ensuring that a coherent business approach and managerial performance can be maintained from a reduce resource base. The key success in such moves has been the mobilization of the human resource (Pettigrew and Whipp, 1993). 2.3 Managing resistance once it appears â€Å"Believing in changes to be happening is a key principle to reducing resistance to change† People are often afraid of new ideas. They may feel threatened by new ideas and fear that they will not be able to cope with a change in working patterns that is demanded of them or that they will not understand how to use a new technology; example of that many older people are afraid of materials that they are not able to handle and may make them calling the technician every moment (Tony proctor 2005). The fear of new ideas is a natural feeling; people live with this fear and it not a bad manner. Fear of new ideas becomes negative when is surrounded with sources that increase the tension of fear that leads to high level of resistance and consequently aggravation of the failure of any project. Change more often than not produces suspicions and resistance. To many it implies a move from familiar ways-mastered over long periods of time- to an unknown and threatening environment. In order to deal effectively with resistance to change, people must understand its causes (Jack Rabin, Marcia B. Steinhauer, 1988). Lawrence and Greiner 1970, identify the main sources that feed the resistance of change. Fear of the unknown, lack of information, threats of status, fear of failure, and lack of perceived benefits. Regarding the first group of sources of resistance, change starts with the perception of its need, so a wrong initial perception is the first barrier to change. This first group is called ‘distorted perception, interpretation barriers and vague strategic priorities (Pardo del Val, Manuela Martà ­nez Fuentes). It includes: (a) Inability of the company to look into the future with clarity (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995); (b) Denial or refusal to accept any information that is not expected or desired (Barr et al., 1992; Rumelt, 1995; Starbuck et al., 1978); (c) Perpetuation of ideas, meaning the tendency to go on with the present thoughts although the situation has changed (Barr et al., 1992; Krà ¼ger, 1996; Rumelt, 1995; Zeffane, 1996); (d) Implicit assumptions, which are not discussed due to its implicit character and therefore distort reality (Starbuck, Greve and Hedberg, 1978); (e) Communication barriers, that leads to information distortion or misinterpretations (Hutt et al., 1995); (f) Organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information (Morrison and Milliken, 2000; Nemeth, 1997). The second main group of sources of resistance deals with a low motivation for change. Five fundamental sources: (a) Direct costs of change (Rumelt, 1995); (b) cannibalization costs, that is to say, change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice (Rumelt, 1995); (c) Cross subsidy comforts, because the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change (Rumelt, 1995); (d) Past failures, which leave a pessimistic image for future changes (Lorenzo, 2000); and (e) Different interests among employees and management, or lack of motivation of employees who value change results less than managers value them (Waddell and Sohal, 1998). The lack of a creative response is the third set of sources of resistance. There are three main reasons that diminish the creativeness in the search for appropriate change strategies: (a) Fast and complex environmental changes, which do not allow a proper situation analysis (Ansoff, 1990; Rumelt, 1995); b) Reactive mind-set, resignation, or tendency to believe that obstacles are inevitable (Rumelt, 1995); and (c) Inadequate strategic vision or lack of clear commitment of top management to changes (Rumelt, 1995; Waddell and Sohal, 1998). Taking into consideration all those sources of resistance mentioned above can reverse the situation into preventing resistance in the first place. Cultural web: Cultures differ from each other in their resistance to change. The strongest resistance to change characterizes of high power distance, low individualism, and high uncertainty avoidance. Among these cultures are most Latin American countries, Portugal and Korea, followed by Japan, France, Spain, Greece, Turkey, and Arab countries. Cultures with low levels of resistance to change are low on power distance, high on individualism, and low on uncertainty avoidance. This category includes the Anglo countries, Nordic countries, and the Netherlands, followed by Singapore, Hong Kong, and South Africa (Harzig and Hofdestede, 1996 2.4 Making sense of change management â€Å"7S model of McKinsey†: The Mckinsey 7S model defines the seven components that encompass an organization and that by changing any one of the S components there is impact on the other S components. This model is such a conceptual aid by acting as good checklist for those setting out to make organizational change, laying out which parts of the system need to adapt, and the effects of these changes in other parts of the system (Mike Green, 2007) The 7s categories are: Staff important categories of people within the organization, the mix, the diversity, retention, the development and the maximizing of their potential. This component helps to determine how committed resources to make it all work? Skills distinctive capabilities, knowledge and experience of key people. The role of this component is to identify how ready and competent are the staff based on where the organization is heading? Systems processes, IT systems, HR systems, knowledge management systems. In other words, what are the suitable systems to be used to support the transition? Style management style and culture. How we are getting from here to there? Shared values guiding principles that make the organization what it is. Strategy organizational goals and plan, use of resources. Briefly is where are we transitioning to? Structure the organization chart and how roles, responsibilities and accountabilities are distributed in furtherance of the strategy. â€Å"The Mckinsey 7S model provides an effective framework for analyzing an organization and its activities that determine whether an organization is strong enough to adjust to any changes. Furthermore, this model helps in avoiding some of the sources that feed resistance to change in the first place† 2.5 Five steps for effective change process (Thomas and Christopher, 2008) Step 1:Motivating change: â€Å"Moving from the known to the unknown† Organizational change involves moving from the known to the unknown. The future is uncertain and may adversely affect peoples competencies, worth, and coping abilities. Organization members generally do not support change unless compelling reasons convince them to do so. A key issue in planning for action is how to motivate commitment to organizational change. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change. Creating Readiness for change: peoples readiness for change depends on creating a felt need for change. This involves making people so dissatisfied with the status quo that they are motivated to try new work processes, technologies, or ways of behaving. Generally people and organization need to experience deep levels of hurt before they will seriously undertake meaningful change. The following three methods can help generate sufficient dissatisfaction to produce change: Sensitize organizations to pressures for change. Modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover. Organizations can make themselves more sensitive to pressures for change by encouraging leadership to surround themselves with devils advocate; for instance by cultivating external networks that comprise people or organizations with different perspectives and views; by visiting other organizations to gain exposure to new ideas and methods. Reveal discrepancies between current and desired states. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideas. A major diagnosis is to provide members with feedback about current organizational functioning so that the information can be compared with goals or desired future states. Convey credible positive expectations for the change. When organization members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key success to achieving these positive effects if to communicate realistic, positive expectations about the organizational changes*. Research suggests that information about why the change is occurring, how it will benefit the organization, and how people will be involved in the design and implementation of the change was most helpful.* Overcoming Resistance to change: At the organization level, resistance to change can come from three sources. Technical resistance comes from the habit of following common procedures and the consideration of sunk costs invested in the status quo. Political resistance can arise when organizational changes threaten powerful stakeholders, such as top executive or staff personnel, or call into question the past decisions of leaders. Finally, culture resistance takes the form of systems and procedures that reinforce the status quo, promoting conformity to existing values, norms, and assumptions about how things should operate. Empathy and support. A first step in overcoming resistance is learning how people are experiencing change. This strategy identifies people who are having trouble accepting the changes, the nature of their resistance, and possible ways to overcome it. Communication. People resist change when they are uncertain about its consequences. Lack of adequate information fuels rumors and gossip and adds to anxiety generally associated with change. Effective communication about changes and their likely results can reduce this speculation and allay unfounded fears. Participation and innovation. Involvement in planning the change increases the likelihood that members interests and needs will be accounted for during the intervention. Consequently, participants will be committed to implementing the changes. They also can identify pitfalls and barriers to implementations. STEP 2: CREATING A VISION The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Generally, a vision describes the core values and purpose that guide the organization as well as an envisioned future toward which change is directed. It provides a valued direction for designing, implementing, and assessing organizational changes. The vision also can energize commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort. Research suggests that compelling visions are composed of two parts: (1) a relatively stable core ideology that describes the organizations core values and purpose, and (2) an envisioned future with bold goals and a vivid description of the desired future state that reflects the specific change under consideration Step 3: DEVELOPING POLITICAL SUPPORT Managing the political dynamics of change includes the following activities: Assessing Change Agent Power. Greiner and Schein 1988, indentified three key sources of personal power in organizations (in addition to ones formal position); knowledge, personality, and others support. Knowledge bases of power include having expertise that is valued by others and controlling important information. For example, leaders in organizational units undergoing change can call on their informal networks for resources and support, and encourage subordinates to exercise power in support of the change. Identifying Key Stakeholders. This can start with simple question. †who stands to gain or to lose from the changes? Once stakeholders are identified, creating a map of their influence may be useful. Consequently, provides change agents with information about which people groups need to be influenced to accept and support the changes. Influencing Stakeholders. There are three major strategies for using power to influence others in organization development; First strategy is playing straight; this strategy involves determining of particular stakeholders and presenting information about how the changes can benefit them. The success of this strategy relies heavily on the change agents knowledge base. He or she must have the expertise and information to persuade stakeholders that the changes are a logical way to meet their needs. The second strategy is using social network; in this strategy change agents attempt to use their social relationships to gain support for changes. This social networking might include, for example, meeting with other powerful groups and forming alliances to support specific changes. This strategy also might include using informal contacts to discover key roadblocks to change and to gain access to major decision makers who need to sanction the changes. The third strategy is going around the formal system; the change agents charisma, reputations, or professional credibility lend legitimacy to going around the system and can reduce the likelihood of negative reprisals. For example, managers with reputations as winners often can bend the rules to implement organizational changes. However, this power strategy is relatively easy to abuse. Therefore; the OD practitioners should consider carefully the ethical issues and possible unintended consequences of circumventing formal policies and practices. Step 4: MANAGING THE TRANSITION Implementing organizational change involves moving from the existing organization state to the desired future state. There are three major activities and structure to facilitate organizational transition: activity planning, commitment planning, and change-management structures. Activity Planning This involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful. Activity planning should clearly identify, temporally orient, and integrate discrete change tasks and should link these tasks to the organizations change goals and priorities. Commitment planning this activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support. Change-Management Structures Because organizational transitions tend to be ambiguous and to need direction, special structures for managing the change process need to be created. These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process. Step 5: SUSTAINING MOMENTUM Once organization changes are under way, explicit attention must be directed to sustaining energy and commitment for implementing them. A strong tendency exists always among organization members to return to old behaviors and well-known processes unless they receive sustained support and reinforcement for carrying the changes through to completion. The following five activities can help to sustain momentum for carrying change through to completion: Providing resources for change. Additional financial and human resources are required for implementing organization change, particularly if the organization continues day-to-day operations while trying to change itself. Extra sources are always helpful to provide a buffer as performance drops during the transition period. Building a support system for change agents. Organization change can be difficult and filled with tension, not only for participants but for change agents as well. A support system typically consists of a network of people with whom the change agent has close personal relationships people who can give emotional support, serve as sounding board for ideas and problems, and challenge untested assumptions. Developing new competencies and skills, reinforcing new behaviors, and staying the course. In organizations people generally do things that bring them rewards. Consequently, one of the most effective ways to sustain momentum for change is to reinforce the kinds of behaviors needed to implement the changes through for instance informal recognition, encouragement, and praise. Staying the course. If the organization changes again too quickly or abandons the changes before it is fully implemented, the desired results may never materialize. There are two primary reasons that managers do not keep a steady focus on change implementation. First, many managers fail to anticipate the decline in performance, productivity, or satisfaction as change is implemented. Organization members need time to practice, develop, and learn new behaviors; they do not abandon old ways of doing things and adopt a new set of behaviors overnight. Second, many managers do not keep focused on a change because they want to implement the next big idea that comes along. Successful organizational change requires persistent leadership that does not waver unnecessarily. References Books and articles Ansoff, I.H. (1990), â€Å"Implanting Strategic Management† Prentice Hall International, Ltd. London Cynthia D. Scott, Dennis T. Jaffe. 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