Christopher McCandless Essay Example for Free

Christopher McCandless Essay Christopher Johnson McCandless (February 12, 1968 – August 1992) was an American hiker who adopted the alias Alexander Supertramp and ventured into the Alaskan wilderness in April 1992 with little food and equipment, hoping to live simply for a time in solitude. Almost four months later, McCandlesss remains were found, weighing only 67 pounds (30 kg). It has recently been speculated that Chris had developed lathyrism, caused by his consumption of seeds from a flowering plant in the legume family which contain the neurotoxin ODAP. McCandlesss resulting paralysis would have caused a gradual inability to move, hunt or forage and this could have led to his death from starvation. [1] His death occurred in a converted bus used as a backcountry shelter, near Lake Wentitika in Denali National Park and Preserve. In January 1993, Jon Krakauer published McCandless story in that months issue of Outside magazine. Inspired by the details of McCandlesss story, Krakauer wrote and published Into the Wild in 1996 about McCandless travels. The book was adapted into a film by Sean Penn in 2007 with Emile Hirsch portraying McCandless. That same year, McCandlesss story also became the subject of Ron Lamothes documentary The Call of the Wild. A full-length article on McCandless also appeared in the February 8, 1993 issue of the The New Yorker magazine.[2] Earlier years[edit] Christopher McCandless was born in El Segundo, California, the first of two children to Walter Walt McCandless and Wilhelmina Billie Johnson. Chris had one younger sister, Carine. In 1976, the family settled in Annandale, Virginia, a suburb of Washington, D.C., after his father was employed as an antenna specialist for the National Aeronautics and Space Administration (NASA). His mother worked as a secretary at Hughes Aircraft and later assisted her husband with his successful home-based consulting company in Annandale. Walt and Billie often fought and sometimes contemplated divorce.[citation needed] Chris and Carine had six half-siblings living in California from Walts first marriage. Walt was not yet divorced from his first wife when Chris and Carine were born; however, Chris did not discover his fathers affair until a summer trip to Southern California[3] in 1986. This discovery caused him to hold a lot of bitterness towards his father, and could have been a factor in his views ab out society. At school, teachers noticed McCandless was unusually strong-willed.[citation needed][who?] In  adolescence he coupled this with intense idealism and physical endurance. In high school, he served as captain of the cross-country team, urging teammates to treat running as a spiritual exercise in which they were running against the forces of darkness all the evil in the world, all the hatred.[4] On June 2, 1986, McCandless graduated from W.T. Woodson High School in Fairfax, Virginia. On June 10, McCandless embarked on one of his first major adventures in which he traveled throughout the country in his Datsun B-210, arriving at Emory University in Atlanta, Georgia, two days prior to the beginning of fall classes. His upper middle class background and academic success were drivers for his contempt of what he saw as the empty materialism of society. McCandless was strongly influenced by Jack London, Leo Tolstoy, W. H. Davies and Henry David Thoreau. In his junior year, he declined membership in the Phi Beta Kappa Society, on the basis that honors and titles were irrelevant. McCandless graduated from Emory on May 12, 1990, with a Bachelors degree, double m ajoring in history and anthropology. He envisioned separating from organized society for a Thoreauvian period of solitary contemplation. Travels[edit] In May 1990, Christopher McCandless donated the remaining $24,000, given to him by a family friend for his law degree, to Oxfam International, a hunger prevention charity. Towards the end of June, he began traveling under the name Alexander McCandless until later adopting the last name of Supertramp (Krakauer notes the connection with Welsh author W. H. Davies and his 1908 autobiography The Autobiography of a Super-Tramp). Most people he encountered regarded him as intelligent and one who loved to read. By the end of the summer, McCandless made his way through Arizona, California and South Dakota, where he worked at a grain elevator in Carthage. He survived a flash flood, but allowed his car to wash out (although it suffered little permanent damage and was later reused by the local police force as an undercover vehicle) and disposed of his license plate.[citation needed] In 1991, McCandless paddled a canoe down remote stretches of the Colorado River to the Gulf of California. He cros sed the border to Mexico and, having gotten lost in many dead-end canals, was towed by duckhunters to the sea, where he stayed for some time. He took pride in surviving with a minimum of gear and funds, and generally made little preparation. Alaskan Odyssey[edit] For years, McCandless dreamed of an Alaskan Odyssey wherein he would live off the land of the Alaskan wilderness, far away from civilization, and find himself[citation needed]. He kept a journal describing his physical and spiritual progress as he faced the forces of nature. In April 1992, McCandless hitchhiked from Enderlin, North Dakota, to Fairbanks, Alaska. He was last seen alive on April 28, 1992, by Jim Gallien, a local, who gave him a ride from Fairbanks to the head of the Stampede Trail. Gallien was concerned about Alex, who had minimal supplies (not even a compass) and no experience surviving in the Alaskan bush. Gallien repeatedly tried to persuade Alex to defer his trip, and even offered to drive him to Anchorage to buy suitable equipment and supplies. However, McCandless ignored Galliens warnings, refusing all assistance except for a pair of Wellington rubber boots, two tuna melt sandwiches, and a bag of corn chips. Gallien allowed Chris to wander off with the belief that he would head back towards the highway within a few days as his eventual hunger set in. After hiking along the snow-covered Stampede Trail, McCandless found an abandoned bus (about 40 miles (64 km) west of Healy) used as a hunting shelter and parked on an overgrown section of the trail near Denali National Park, and began to live off the land. He had 10 pounds (4.5 kg) of rice, a Remington semi-automatic rifle with 400 rounds of .22LR hollowpoint ammunition, several books including one on local plant life, and some camping equipment. He assumed he could forage for plant food and hunt game. For the next thirty days or so, McCandless poached porcupines, squirrels, and birds, such as ptarmigans and Canada geese. On June 9, 1992, he managed to kill a moose; however, he failed to preserve the meat properly, and within days it spoiled and was covered with maggots. His journal contains entries covering a total of 112 days. These entries range from ecstatic to grim with McCandless changing fortunes. In July, after living in the bus for three months, he decided to leave, but found the trail back blocked by the Teklanika River, which was then considerably higher and swifter than when he crossed in April. Unknown to McCandless, there was a hand-operated tram that crossed the river only 1⠁„4 of a mile away from where he had previ ously crossed. In the 2007 documentary The Call of the Wild, evidence is presented that McCandless had a map at his disposal, which should have helped him find  another route to safety.[5] McCandless lived in the bus for a total of 113 days. At some point during that time, presumably very near the end, he posted an S.O.S. note calling on anyone passing by to help him because he was injured and too weak. The full note read: â€Å" Attention Possible Visitors. S.O.S. I need your help. I am injured, near death, and too weak to hike out. I am all alone, this is no joke. In the name of God, please remain to save me. I am out collecting berries close by and shall return this evening. Thank you, Chris McCandless. August?[6] † Death[edit] On August 12, 1992, McCandless wrote what are apparently his final words in his journal: Beautiful Blueberries. He tore the final page from Louis LAmours memoir, Education of a Wandering Man, which contains an excerpt from a Robinson Jeffers poem titled Wise Men in Their Bad Hours: Deaths a fierce meadowlark: but to die having madeSomething more equal to centuriesThan muscle and bone, is mostly to shed weakness.The mountains are dead stone, the peopleAdmire or hate their stature, their insolent quietness,The mountains are not softened or troubledAnd a few dead mens thoughts have the same temper. His body was found in his sleeping bag inside the bus by Butch Killian, a local hunter, on September 6, 1992.[7] McCandless had been dead for more than two weeks and weighed an estimated 30 kilograms (66 lb). His official, undisputed cause of death was starvation. Krakauer suggests two factors may have contributed to McCandlesss death. First, he was running the risk of a phenomenon known as r abbit starvation due to increased activity, compared with the leanness of the game he was hunting.[8] Krakauer also speculates that McCandless might have ingested toxic seeds (Hedysarum alpinum or Hedysarum mackenzii) or a mold that grows on them (Rhizoctonia leguminicola produces the toxic alkaloid swainsonine). However, an article in Mens Journal stated that extensive laboratory testing showed there was no toxin present in McCandlesss food supplies. Dr. Thomas Clausen, the chair of the chemistry and biochemistry department at UAF said I tore that plant apart. There were no toxins. No alkaloids. Id eat it myself.[9] Analysis of the wild sweet peas, given as the cause of Chriss death in Sean Penns film, turned up no toxic compounds and there is not a single account in modern medical literature of anyone being poisoned by this  species of plant.[5] As one journalist put it: He didnt find a way out of the bush, couldnt catch enough food to survive, and simply starved to death.[9] However, the possibility of death through the consumption of the mold, which grew on the seeds in the damp bags which McCandless stored them in, was considered a suitable explanation by Krakauer.[3] Subsequently the academic Ronald Hamilton made the link between the symptoms described by Chris and the poisoning of Je wish prisoners in the Nazi concentration camp in Vapniarca. He put forward the proposal that Chris McCandless died of lathyrism caused by ODAP poisoning from Hedysarum alpinum seeds which hadnt been picked up by the previous studies as they were searching for alkaloid instead of toxic protein. The protein would be relatively harmless to a well-fed person on a normal diet, but toxic to someone who was malnourished, physically stressed, and on an irregular and insufficient diet, as McCandless was. Subsequent tests revealed ODAP was indeed present in the seeds. [10][11] Criticism[edit] McCandless has been a polarizing figure ever since his story first broke following his death, along with Krakauers Outside article on him in January 1993. While Krakauer and many readers have a largely sympathetic view of McCandless,[12] others, particularly Alaskans, have expressed negative views about McCandless and those who romanticize his fate.[13] The most charitable view among McCandlesss detractors is that his behavior showed a profound lack of common sense. He chose not to bring a compass, something that most people in the same situation would have considered essential. McCandless was also completely unaware that a hand-operated tram crossed the otherwise impassable river 0.25 miles (0.40 km) from where he attempted to cross. Had McCandless known this, he could easily have saved his own life.[4] There has been some speculation (particularly in details given in the Lamothe documentary) that he vandalised survival cabins and supplies in the area. However, Ken Kehrer, chief ran ger for Denali National Park, denied that McCandless was considered a vandalism suspect by the National Park Service.[14] His venture into a wilderness area alone, without adequate planning, experience, preparation, or supplies, without notifying anyone and lacking emergency communication equipment, was contrary to every principle of outdoor survival and, in the eyes of many experienced outdoor  enthusiasts, nearly certain to end in misfortune. Alaskan Park Ranger Peter Christian wrote: When you consider McCandless from my perspective, you quickly see that what he did wasnt even particularly daring, just stupid, tragic, and inconsiderate. First off, he spent very little time learning how to actually live in the wild. He arrived at the Stampede Trail without even a map of the area. If he [had] had a good map he could have walked out of his predicament [ ] Essentially, Chris McCandless committed suicide.[13] Sherry Simpson, writing in the Anchorage Press, described her trip to the bus with a friend, and their reaction upon reading the comments that tourists had left lauding McCandless as an insightful, Thoreau-like figure: Among my friends and acquaintances, the story of Christopher McCandless makes great after-dinner conversation. Much of the time I agree with the he had a death wish camp because I dont know how else to reconcile what we know of his ordeal. Now and then I venture into the what a dumb territory, tempered by brief alliances with the he was just another romantic boy on an all-American quest partisans. Mostly Im puzzled by the way hes emerged as a hero.[15] Jon Krakauer defends McCandless, claiming that what critics point to as arrogance was merely McCandlesss desire for being the first to explore a blank spot on the map. Krakauer continues that In 1992, however, there were no more blank spots on the map—not in Alaska, not anywhere. But Chris, with his idiosyncratic logic, came up with an elegant solution to this dilemma: He simply got rid of the map. In his own mind, if nowhere else, the terra would thereby remain incognita.[16] Others have pointed out that a map of the area (although apparently not including the location of the hand-powered tram) was found among McCandlesss belongings, and refute the accusations that he intentionally discarded this map.[17]

Humor Concept Speech Essay Example for Free

Humor Concept Speech Essay The two clips I showed are ones that I find particularly hilarious. Not for any particular reason other than the fact that I just do. That’s the beauty of humor; it’s not a science, it’s an art. There is no magical equation to making an audience or even a person laugh at every presented joke because each person has their own sense of humor. Today, we’ll be exploring the definition, synonyms and antonyms, how different types of humor are linked to our society and central aspects that make humor so individual centered. The word humor has various definitions. Wikipedia defines humor as the tendency of particular cognitive experiences to provoke laughter and provide amusement; whereas theasarus.com merely defines it as comedy and/or funniness. The term derives from the humoral medicine of the ancient Greeks, which taught that the balance of fluids in the human body, known as humors (Latin: humor, body fluid), control human health and emotion. A few synonyms include amusement, banter and happiness. Antonyms include drama, depression and seriousness. Do you know what the films Super Bad, Tropic Thunder, Anchorman, Animal House, The Hangover, Bridesmaids, Zoolander, Air Plane, Talladega Night, Monty Python and the Holy Grail, Juno, Team America: World Police, Wayne’s World and Step Brother have in common? (pause for audience answers, if any) They all ended up on Best comedy lists for their year of release and that decade. Each of these films may have the fact that they are all comedies in common but that is where the similarities end. Each caters to a specific audience and a particular type of humor. Let’s take a look at various television shows of the last few decades. The Cosby Show, Roseanne, The Office, 30 ROCK, Parks and Recreations, Fresh Prince of Bel-Air, Modern Family, Full House, I Love Lucy, Three’s Company, Will and Grace, Family Guy and Batman. Yes, I said Batman. All of the shows, much like the movies mentioned earlier, apply different techniques and cater to different audiences. The earlier show s such as I Love Lucy, Three’s Company, Batman rely on slapstick humor and exaggeration in order to entertain. It’s a more, simplistic and physical style of comedy. These shows were bit farcical which is merely a comedy of errors. One of those â€Å"I overheard part of s conversation and completely misunderstood the context. Let hilarity in sue. Later on though as our society developed so did the comedy. It moved from farcical to more of a situational comedy, focusing on familial discord. Shows in this genre are Full House, Fresh Prince of Bel-Air and Roseanne. These shows still strike a chord today due to their relatable situations. The comedy of the current time demands that you are educated; as we become more sophisticated so does our comedy. Today’s comedies feature biting wit and pop culture references galore. Many of the most popular shows of today are satires. We’ve evolved as a society in the west and require than a clever disguise to keep us entertain so why not poke fun at ourselves. Shows like Modern Family, 30 Rock, The Office and Parks and Recreations all re ally on the fact that nothing is funnier than imitating life. Each takes a standard concept and uses exaggeration to make it funny. But that doesn’t explain why we find it funny? What makes these shows humorous? Many of the shows don’t appeal to some and yet others swear by them. What makes people experience humor so differently? According to BBC writer Tom Stafford, it’s a part of the brain that developed before the higher learning complex, so it’s a primal response; a communicative gesture. But it’s unclear as to why. From a sociological standpoint it’s individualized because it stems from our experiences and moral teachings. This is why, according to BBC writer Jonathan Duffy, many shows that try to function in a different culture have a hard time. British shows rarely do well on American Television and vice versa with two exceptions being The Office and Queer as Folk. Each nation developed with different societal teachings. This cannot be said of Asiatic countries, which have various remakes of each other’s shows with no problem. Everyone has experienced life differently. While some people may enjoy the same types of humor or similar aspects no two persons will find all of the exact same things funny. We may never truly know what makes us respond the way we do to certain situations. For now we might as well sit back, relax and enjoy life’s funny moments.

Literature Review On Defining Employee Engagement

Literature Review On Defining Employee Engagement The purpose of this review is to present the definitions of engagement found in the literature and list the drivers of engagement that have been identified by many authors. The Sunday Times 100 Best companies to Work For surveys eight engagement factors will also be explained in detail along with their link to engagement. Subsequently, authors views on the factors that turned out to be more sensitive for Addleshaw Goddard will be reported along with authors recommendations on how to leverage them in order to boost employee engagement. Introduction In the midst of economic crisis and with its unavoidable negative effect on employee morale and motivation, it is important that organisations take steps to maintain, if not increase, employee engagement [IDS report, April 2009, Vol. 892, pp2] Most studies conducted around the topic shows its link to company performance and sustainability, as Bates et al. claimed that employee engagement predicts employee outcome, organisational success and financial performance [Bates, 2004; Baumruk, 2004; Harter et al, 2002; Richman, 2006]. Lockwood [2007], in her report pointed out that it is a key business driver for organisational success and that high levels of engagement in firms promote retention of talent, foster customer loyalty and improve organisational performance and stakeholder value. The importance of engagement is that it has an effect of what people do and how they behave in their jobs and what makes them act in ways that further both, the organisational objectives and their personal goals. Defining Employee Engagement Employee engagement is growing as a concept within the business world due to evidence and research that points out that an engaged workforce performs better and hence creates a strong employer brand [Leigh and Roper, 2009]. This promotes organisations as good employers hence recruiting and retaining key talent becomes less problematic, as evident from the IDS report [2009], where they state, effective employer branding captures the essence of an organisation and sells it to the labour market and employees. A strong employer brand embraces an organisations vision, values and working culture. [IDS Report, April 2009] On the subject of engagement, the Chartered Institute of Personnel Development (CIPD) says that Employee Engagement, or passion for work, involves employees feeling positive about their job, as well as being prepared to go the extra mile [CIPD, 2010]. Macey et al. [2008] argues that engagement has been used to refer to a psychological state (e.g., involvement, commitment, attachment), performance (e.g., either effort or observable behaviour), character (e.g., positive affect), or a combination of the above. For example, Wellins and Concelman [2005] suggested that engagement is an amalgamation of commitment, loyalty, productivity and ownership. It is personified by the passion and energy employees have to give to the organisation. It is all about the willingness and ability of the employees to give constant discretionary effort to help their organisation succeed [Cook, 2008]. Furthermore, Towers Perrin Talent Report [2003] which is a study that tracks views and attitudes of employees to understand the elements of the work experience that drive attraction, retention and engagement has defined engagement as a factor that involves both emotional and rational factors relating to work and overall work experience, where the emotional factors are linked to peoples personal satisfaction and the sense of inspiration and affirmation they get from their work and from being part of their organisation. Engagement can be seen as a combination of commitment to the organisation and its values plus a willingness to help out and support colleagues (i.e. team work) Improvements in engagement can be made in many areas and the key concepts are trust, listening, flexible working and the avoidance of the long hour culture. However, this is not in itself a new concept, and highlighting this, Rankin [2008] refers to engagement as: embracing the older concepts of job satisfaction, motivation and attachment that describes individual employees attitudes to their employer, but goes beyond them to provide a complete model of the psychological relationship between individuals and organisations. Rankin [2008] This suggests that employee engagement is inextricably linked to the Psychological, or unwritten contract which exists and concerns discretionary effort, having many positive effects. For example Leigh and Roper [2010] highlighted that psychological contract is a subjective behaviour where employers and employees have their own perception of what is expected of each other. Hence, it is obvious that engagement is something that employees have to offer and that it is impossible to require engagement as part of the employment contract. It is rather an emotional link to the organisation, its purpose and its people. When an organisation delivers on its commitments (when by their actions they fulfil employees expectations), this reinforces employees sense of fairness and trust in the organisation and generates a positive psychological contract between employers and employee. There are many reported examples of employers who have executed strategies to improve employee engagement through business transformation, which in turn improved employee morale, retention and ultimately business performance. Rankin [2008] suggests that management are more likely to embrace initiatives to drive employee engagement, rather than simple retention strategies, owing to the extra benefits of such strategies, such as improved business performance, profitability, focus on customer service and organisational efficiency, of which retention is a positive by-product. What are the Key Levers of Employee Engagement? Defining engagement is crucial but the real value is in determining what creates engagement. Therefore, where studies have been conducted on engagement, there has also be reports on the key enablers of engagement. There is a range of opinions on what the key drivers or enablers are, for example the findings of the UK Governments MacLeod Review into employee engagement have underlined the critical role played by an engaged workforce [MacLeod and Clarke 2009] in both organisational success and individual well-being. As an example, ibid. [2009] suggested in their study that Leadership, Employee Voice, Engaging Managers and Integrity were strong levers in engaging workforce. In other words, without these factors, organisations would have disengaged staff which would lead to poor performance. Furthermore, Lockwood [2007] also underlines that engagement is influenced by many factors, from workplace culture, organisational communication and managerial styles to trust and respect, leadership and company reputation. For todays different generations, access to training and career opportunities, work-life balance and empowerment to make decisions have also become imperative. According to Towers Perrin report [2003] the factors that drive engagement are a combination of Macleod et al. [2008] and Lockwoods [2007] study such as, (a) Senior managements interest in employees well-being (b) Challenging work, (c) Decision-making authority (d) Career-development opportunities (e) The companys reputation as a good employer (f) Collaborative work environment and (g) Clear vision from senior management about future success, to name a few.  [1]   There is no definitive list of engagement drivers. However, CIPDs [2010] research into employee attitudes found that the main drivers of employee engagement were communication and leadership, along with pay and benefits, learning and development, line management and work-life balance as key factors of measuring employee attitudes which can determine how engaged a workforce is. An alternative model of engagement comes from the burnout literature, which describes job engagement as the positive contrast of burnout, underlining that burnout involves the erosion of engagement with ones job [Maslach et al 2001]. According to Maslach et al, six areas of work-life lead to engagement: workload, control, rewards and recognition, community and social support, perceived fairness and values. They argue that job engagement is associated with a sustainable workload, feelings of choice and control, appropriate recognition and reward, a supportive work community, fairness and justice, and meaningful and valued work. Like burnout, engagement is expected to intercede the link between these six work-life factors and various work outcomes. May et als [2004] findings support Maslach et als [2001] notion of meaningful and valued work being associated with engagement, and therefore it is important to consider the concept of meaning. The development of survey tools and questionnaires such as Gallups Q12  [2]  and The Best Company Survey allow levels of engagement within an organisation to be measured. Most of the studies mentioned above have some common theme. Similarly, while Purcell et al [2003] found a number of factors to be strongly associated with high levels of employee engagement, the one thing all of these factors had in common was that they were connected with an employees involvement in a practice related to their work. The Best Companies Survey has also done their share of research linking it to some of the existing researches and categorised the measurements of engagement into eight factors as mentioned earlier in Chapter 1. Critics of Employee Engagement Even though Employee Engagement has become such a commonly used term within the organisational scene, as it is seen as a lever for business success [Wiley, 2010] some studies have shown that organisations fail to understand the true meaning of engagement as quoted by Macey et al.[2008] numerous definitions of engagement can be derived from practice and research driven literatures but the literal meaning is still not clear among practitioners and academics [Macey and Schneider, 2008: pp4] An example of this could be seen from the study Cunningham et al. [1996] did on Empowerment. After the 1990s when empowerment was introduced in the business world, there was a hype about it for years where organisations wanted to Empower their people, without considering the true meaning of the word. While empowerment only represented the most recent manifestation of employee involvement practice [Cunnigham et al., 1996: pp143]. Also argued by Wilkinson [1997] that the term empowerment when first introduced was very loosely used [Wilkinson, 1998: p40]. Likewise, engagement is seen and known widely as beneficial for organisations yet engagement in the UK is said to be critically low as employers are said to be barking up the wrong tree, as Holmes [2010] reports on personnel today. Also as witnessed in Wileys [2010] report he found that UK engagement results lag behind compared to the global results. This is mainly because of the lack of understanding the term as a whole. Hence the concept of employee engagement could be viewed as being faddish and might fade away in a few years when another concept is introduced in the business world. Employee Involvement versus Employee Participation According to CIPD [2010X]: Employee involvement is a range of processes designed to engage the support, understanding and optimum contribution of all employees in an organisation and their commitment to its objectives. Whereas. Employee participation is defined as a process of employee involvement designed to provide employees with the opportunity to influence and where appropriate, take part in decision making on matters which affect them. Farnham [1997] defines Employee Participation as one of four choices for managing the employment relationship. Cited in Rose [2008, p335] Farnham states: à ¢Ã¢â€š ¬Ã‚ ¦an employee has the right to question and influence organization decision makingà ¢Ã¢â€š ¬Ã‚ ¦. this may involve representative workplace democracy. The other policy choices Farnham identifies are worker subordination via managerial prerogative, union incorporation via collective bargaining and employee commitment via employee involvement. It is clear then that there are differences between employee participation and employee involvement. The literature suggests that employee participation is a pluralist/collective approach with a range for employees from no involvement to full control [Blyton Turnbull, 1998]. Hence, it may involve processes and mechanisms such as: Collective bargaining Employee share schemes Works councils Worker directors Joint Consultative Committees European Works Councils Whereas, Employee involvement, is more of an individualistic and unitarist approach which aims to harness commitment to organisational objectives. Defining Leadership Leadership is about the ability to influence people by personal attributes and behaviours [CIPD, 2010a]. Leaders need to act out and communicate organisational values otherwise this endangers trust in organisations leading to poor performance. Hence, the Best Company measures how people feel about the head of the organisation, the senior management team, and organisational values. Rayner and Adam-Smith [2007] have pointed out that leaders are key players in devising and implementing organisational strategies. And high level of engagement depends in the way employees are led and managed, as quoted by Armstrong [2009]: degree to which jobs encourage engagement and positive discretionary behaviour depends upon the ways in which job holders are led and managed on any formal process of job design. [Armstrong, 2009:140] There is considerable evidence from prior research that perceptions of managerial processes impact on engagement [Wildermuth and Pauken, 2008]. Evidence suggests that employees level of engagement and other work responses are affected by their perceptions of management or leadership style. For example, opportunities for upward feedback increase engagement through greater participation, which, in turn, relates to better understanding of broader organisational issues as well as personal involvement [Robinson et al 2004]. 3.4.1 Role of leaders in engagement In Macleods engagement report [2009] he stressed that leadership provides a strong strategic narrative which has widespread ownership and commitment from managers and employees at all levels. However, it has been proven through Hays Group research findings [2010] that 56 per cent of leaders were disengaging the staff that they led; and only 26 per cent of the leaders achieved in creating an engaging environment that encouraged high performance. In order for employees to be engaged, it is crucial that leaders themselves be engaged; they need to work and succeed in both their core and non-core job roles [reference] Management from the top to the bottom of the organisation should be committed leaders and key role of the immediate line manager/supervisor is recognised as one of the most important channel to achieving effective employee engagement. Leadership plays a vital role in influencing levels of employee engagement. Goal clarity and direction are identified as factors that can influence an employees level of engagement [Rayner and Adam-Smith, 2007]. Staff perform well when they are clear about their goals and objectives, and know how to go about achieving them, an example could be Latham and Lockes Goal-Setting Theory [1979] where they suggest that by establishing goals individuals are motivated to take action to achieve those goals. As a result, employees tend to be motivated and committed to it. Hence, communication of clear goals and direction from the leader becomes crucial. Leaders also help employees develop personal accountability for their goals and help achieve them. Setting performance expectations and instilling personal responsibility among employees are critical for getting results. The biggest challenges which leaders face is how to effectively motivate, initiate change, and sustain improved performance amo ng employees i.e. Employee engagement has emerged as a critical leadership challenge [Molinari and Weiss, 2005]. Leaders should provide challenging work with opportunities for career growth. Good leaders challenge employees but at the same time they should create confidence that the challenges can be met [Seijts and Crim, 2006]. 3.4.2 Dealing with Professionals/Leaders reluctance from leaders to learn As mentioned above, leaders play a vital role in communicating the firms strategy, values and culture. Leadership style and support are also said to be crucial for encouraging employee engagement. Years of occupational health psychology research have revealed that a transformational leadership style is effective for this task [Barling, 2007], where leaders lead to positive changes in those who follow. However, Leadership development proves to be a big challenge for HR professionals. HR professionals continue to wrestle with understanding the best ways to retain talent and develop leaders for future succession planning. Increasingly recognised as becoming strategic business partners within their organizations, HR professionals are expected to provide the essential frameworks, processes, tools, and points of view needed for the selection and development of future leaders. Across the globe leadership development has been identified as a critical strategic initiative in ensuring that the right employees are retained, that the culture of the organization supports performance from within to gain market position, and that managers are equipped to take on leadership roles of the future so that the organisation is feasible in the long term. Even though they play such an important role in engagement and instilling HR policies, research has shown that senior managers can be a challenge and be reluctant to their responsibilities as HR mediators. As Pech [2009] quoted in his research that what may be good for the organisation may not be perceived to be quite as good to the organisations senior managers. Research in Europe emphasises the negative impact these defensive managerial behaviours have on organisations and performance in general. The Towers Perrin consulting groups survey showed that 42 percent of employees felt that their senior managers dont have a sincere interest in their well-being and another 37 per cent believed that their senior managers fail to lead by example in demonstrating company values [Towers Perrin Report, 2004]. My Manager Engaged managers are at the heart of this organisational culture as Macleod [2009] said: they facilitate and empower rather than control or restrict their staff; they treat their staff with appreciation and respect and show commitment to developing, increasing and rewarding the capabilities of those they manage. Role of Managers in engagement As Lowe [1992, cited in Blyton and Turnbull:148], highlighted that a consistent theme of the HRM literature is about the responsibility given to line managers for the management of the human resource. While Poole [1990] emphasises that HRM involves all managerial personnel especially general managers. All the studies on motivation and retention of talent identify the critical role of line managers and the quality of the relationship with the boss as a key factor. According to Gallup Management Journal study, line-managers play a critical role in employees well-being and engagement. Macleod [2010] also points out that having able managers is critical as engaged managers lead to an engaged workforce [Macleod, 2010] as there is a positive impact on managers treating people as individuals. Managers are critical of the quality of management training they receive from their company. Senior management need to have a sincere interest in employees well being [Towers and Perrin, 2006] whereas line managers play the vital roles in terms of employee engagement as they are responsible for the most of the front line employees and the day-to-day activities [Cook, 2008]. Line managers are also responsible for bringing reward policies to life, organisational commitment and job satisfaction [Purcell, CIPD, 2007]. The line manager clearly has a very important role in fostering employees sense of involvement and value [Robinson et al. 2004]. Employee engagement is seen as a direct reflection of how employees feel about their relationship with the boss [Seijts and Crim, 2006]. One of the biggest challenges for HR is to support line managers in their role of managing and developing people. A majority of line managers seem to be failing in many or most of the basic elements of good management including providing regular feedback or offering to help improve individuals employment [CIPD, 2010]. Importance of Internal Communication True Communication builds a bridge between two people or within a group via which real understanding and contact occur. [Leary-Joyce 2004:pp53]. Internal communication is known as the most obvious method of generating and maintaining engaged employees. Punjaisri et al. [2008], in his research identified that employees mentioned training and internal communications as the major methods of internal branding. The authors also quoted: although training and internal communication can help employees to fulfil brand promise, the strength of their relationship with the brand is predominantly down to employee attitude. The discovered that brand identification, commitment and loyalty were all partial indicators between internal communication and employee brand performance. [ibid., 2008] Whenever there has been research on engagement, communication has always been a big part of it. It has been long-established that communicating with employees effectively is important in making them feel valued and this is particularly the case in the current economic climate when staff may feel more uncertain and require some additional reassurance [IDS, April 2009]. It is also said to be a mechnism for enabling every aspect of a great company culture [Leary-joyce, 2004] What is Employee Voice? The concept of employee voice focuses on opportunities for employees to be involved in decisions collectively, whether through trade unions or by other means. Gradually this process of two-way communication became known as employee voice. It appeals both to those seeking greater business efficiency and to those looking for employee rights. CIPD research suggests that organisations that seek to promote voice are those that believe that employees want to contribute to the business and that for employees to have an effective voice, the important part of the communication process is not what the employer puts out but what it gets back. Good managers recognise that much of the knowledge required for businesses to be competitive is actually in employees heads. Voice is defined most typically in terms of two-way communications, an exchange of information between managers and employees or having a say about what goes on in the organisation. However, there are differences in interpretation. Some managers see voice as enabling all employees to represent their views to managers, and for those views to be taken into account. Other managers take the more limited view that voice is not so much a dialogue or two-way exchange of ideas as a mechanism for employees to transmit ideas to managers in order to improve organisational performance. Mechanisms for employee voice There is a range of different and often complementary mechanisms for employee voice. The CIPD research referred to above put them into two broad categories: upward problem-solving and representative participation. Upward problem-solving which refers to any technique that managers use to tap into employee ideas and opinions, either through two-way communications channels or through specific systems that are set up for employees to express their voiceà ¢Ã¢â€š ¬Ã‚ ¦the structures are management-initiated and operate directly between managers and employees rather than through employee representatives. Techniques include Electronic media, Two-way communications, Suggestion schemes, Attitude surveys, etc. Representative participation refers to schemes under which employee representatives meet managers on a regular basis in the case of scheduled committees, or through more ad hoc arrangements. The essential characteristicà ¢Ã¢â€š ¬Ã‚ ¦is that participation is not direct between individual employees and their managers but is mediated through representatives. Partnership schemes, Joint consultation, Collective representation are known as a few techniques All these mechanisms are formal. But informal mechanisms in effect, simply having a word about a problem to a manager who listens and takes action if necessary can be a very effective form of voice. Informal mechanisms may be relatively more important in smaller organisations where fewer formal structures are needed. 2.5.3.1 Two-way communications IDS Report, [2009] has highlighted the fact that while it is important to keep employees well-informed, an organisation seeking to engage employees should also encourage upward communication. For example, carrying out surveys or holding discussion groups as a way of encouraging employees to provide feedback which would involve employees in a dialogue with the company. The very act of carrying out research on engagement within the organisation can be engaging particularly where employees are directly involved in discussions. [IDS, Apr 2009] Encouraging people to have their say and this emphasised as a core value of the organisation that management at all levels must be prepared to listen and respond to any contributions their people make. Employee involvement and participation are (EIP) are regarded by Marchington and Wilkinson [2008] as a key feature of high-commitment HRM. Excellent leadership and management are built of effective communication and is a source of creativity and innovation. 2.5.4 Trust Important determinants for achieving trust are demonstrations of managerial passion for the work and managerial concern for employee welfare, hiring the right employees in the first instance, and then providing them with a sense of control over their lives. Employees will ask for trust and a sense of control in order to be engaged in their work [Pech 2009] (See Figure 2). Managerial passion for the work Employee sense of trust and control = Employee Engagement Managerial concern for employee welfare Effective recruitment Source: Pech, J. [2009] Fig. 2 Determinants for establishing and sustaining employee engagement Well-Being In the Best company survey well-being is used to measure stress, pressure, the balance between work and home life and the impact of these factors on personal health and performance. It has been reported that employee engagement is more likely to be sustainable when employee well-being is also high [Robertson and Cooper, 2009]. CIPD Flexible working perceived flexibility and supportive work-life policies were related to greater employee engagement and longer than expected retention. [Richman, et al., 2008] Guest[1987], in his model of flexibility, underlined that the three components of flexibility are: (a) related to the organisational design, (b) job design and (c) employee attitudes and motivations. [cited in Legge, 2005]. Flexible work practices have been viewed by employees as valuable workplace tools to facilitate work-life management. Employees report that workplace flexibility influences decisions to join an employer, satisfaction with their jobs, and plans to stay with their employers. Recently, some employers have come to recognise that workplace flexibility positively influences valued business outcomes such as attracting, motivating, and retaining key talent in competitive labour markets, increasing employee satisfaction and engagement, as well as improving efficiency and effectiveness. However, although several studies have examined the role of organizational characteristics and work experiences as antecedents of engagement and retention [Burud Tumolo, 2004; Gibbons, 2006; Meyer, Stanley, Herscovitch, Topolnytsky, 2002], few have investigated the influence of workplace flexibility in particular. Work Life Balance Employee-focused initiatives such as implementing work-life balance initiatives are important in order to connect with employees [Seijts and Crim, 2006]. Employers seek to promote work-life balance by introducing policies that fall within three broad categories: flexible working, including reduced and compressed hours; time off and special leave; and staff support, such as employee well-being programmes and childcare provision [IDS, April 2009]. The mere existence of work-life policies and is associated with positive outcomes for the individual and the organisation. Employees who worked for organisations that had family-friendly policies in place, had higher levels of commitment towards the organisation and lower intentions to leave [Richman et al. 2008] Organisations are better able to portray an image of being a caring employer if they show an obligation and importance to work-life balance. Work-life balance initiatives should seek to improve employees working lives together with their personal lives to the mutual benefit of both employees and employers. Employees should have greater flexibility to pursue their interests outside work and to fulfil any caring responsibilities at home. In the workplace, they are likely to be more in control of their workload and, as a result, feel a greater sense of well-being. In turn, employers may benefit from greater employee engagement. [IDS, Apr 2009] Stress at work Stress has been moving steadily up the workplace agenda in recent years. Any stress can reduce employee well-being and excessive or sustained work pressure can lead to stress [CIPD, 2010]. Hence, it is important to develop a culture that encourages positive attitudes to work, reducing stress and promoting interest and excitement in their jobs (role of top and line managers and leaders). Also communication, involvement, work-life balance are key feature of high-commitment HRM [Marchington and Wilkinson 2008]. Personal Growth Learning is a satisfying and rewarding experience that makes a significant contribution to intrinsic motivation. Alderfer [1972] as cited in Armstrong [2008] emphasised the importance of giving employees the opportunity to grow and develop as it is said to be a motivating factor that directly impacts on engagement when it is an intrinsic element of the work [Armstrong, 2008]. IDS report points out that designing roles that are challenging and giving employees varied responsibilities can help make work more intrinsically engaging [IDS, 2009]. 3.7.1 Career Progression Providing clear and transparent career paths can be vital to engaging em

TRANSITIONS: FROM EUPHORIA TO REALITY :: Essays Papers

TRANSITIONS: FROM EUPHORIA TO REALITY The Second Industrial Revolution had many facets which keyed a major transition from the old way of life based on nature and reason to a new way reliant upon new products and inventions. The Revolution changed people's beliefs. Previously, they had a great propensity to believe in reason to solve their problems whereas now machines and inventions were changing their daily lives. In the First Industrial Revolution emphasis was placed on research and development while in this time frame new items like electricity and steel were the norm. In this report, I'll write about three segments of the Second Industrial Revolution including technological advances, economic struggles and social classes. Henry Bessemer was a key player during this epoch with his process (pictured above) for manufacturing steel in a efficient and economic manner. The Englishman was so successful that steel production rose from thousands of tons to millions of tons over a fifty year period ranging from the mid 1800's to the early 1900's. Bessemer was used by Napoleon III to build a stronger and better cannon for the French army. (Life, p62) A major transformation took place with the invention of electricity. Electricity became the main source of power. People became dependent on it in almost all aspects of their daily lives. Electricity enabled factories and other buildings to be erected therefore creating more jobs and better standard of living. The chemical industry played a role in the Second Industrial Revolution. Germany was the leader in scientific research in this area. Among the chemical inventions were novocain, (we all know what that is ) blacktop surface and many new plastics. Laundry soap would also contribute to modernizing living. The internal combustion engine was invented in 1886. This led to the development of the automobile by German Gottlieb Daimler. In the early years of the auto, the referred car was the Benz (forerunner of today Mercedes–Benz) but only the elite could afford it. auto production boomed in Britain, Germany and France until Henry Ford came up with the affordable Model–T which tripled the production and sales of its European counterpart. The automobile lessened man's reliance on nature by providing an alternative mode of transportation. The latter part of the 19th century showed a decline in economic prosperity. Less industrialized countries were losing people due to agricultur e problems resulting from bad weather. Migrations to countries such as the United States and Canada numbered over 50 million people over 75 year span.

Tennessee WIlliams :: essays research papers fc

IT is "OUT OF REGRET FOR A SOUTH that no longer exists that I write of the forces that have destroyed it," Tennessee Williams explained. This also seems to be the case for Kenneth Holditch and Richard Freeman Leavitt, the authors of the beautiful biographical album Tennessee Williams and the South'2 Holditch and Leavitt's book is alive with nostalgia for a South that no longer exists: a culture of grace and ease, of cavalier behavior and stoic endurance, a place where the romantic imagination is alive and in perpetual struggle with the crude realism of modernity. According to the authors, this paradise lost was crucial to the dramatic imagination of Williams, but above all it seems to have inspired their own. Besides establishing Williams's intimate ties with the South and revealing the biographical material beyond the writer's fiction, the book relishes the perpetuation of Southern mythologies. The childhood of Thomas Lanier Williams III, who was born in Columbus, Mississippi, and raised in various other Southern locations, is described as nothing less than "a southern idyll," regardless of the father's evident alcoholism, frequent family quarrels, and the older sister's fragile health. However, these fundamental problems erupted suddenly and violently, so the authors insist, only with the family's move north to St. Louis. Notably, it is not the innate family situation that clouds Tom's otherwise sunny childhood, but his displacement to the North. And since "southerners . . . have deep roots in their own native soil and do not tend to forget the land that gave them birth," the young Tom could never feel at home in "the cold North." Rehearsing such cliches of a long-standing North-South dichotomy, the authors establish the South as a warm and comfortable haven, in which Williams apparently felt sheltered from personal and social conflicts. The alienation and conflicts of the North, in turn, trigger the transformation of the Southern past into a comforting myth: "His experiences, good and bad, served as a sort of magical catalyst to convert the past into a precious stone of memory, enriching it with a luster and magnificence it may never have possessed in reality." That this myth had little to do with the concrete reality of the South stands beyond question. But one wonders for whom the magical conversion of the past took place. After all, even in his dramatic imagination the South was never simply just a place of enduring gentility and romanticism to Williams, but it was also the site of very concrete and often cruel social, ethnic, and sexual conflicts.

The Contribution of African American Women Essays -- Reflective Histor

The Contribution of African American Women I am not the first. I am not the first Black woman to attend a college or university. I am not the first Black woman to exercise her right to vote. I am not the first Black woman to dream, to be so hopeful for positive change that she sees possibilities in bleakness. I am not the first Black woman to know how it feels to be rejected instead of accepted, to be humiliated instead of acclaimed, to be passed over without lambs blood smeared on her door. I am not the first Black woman to experience America. I stand as a pair of footprints to be made in the sands of time. Before me lay the tracks of my predecessors; brilliant Black women who mastered the art of bending without caving. They battered down doors with fists of iron and wills b...

Effective Leadership through Communication Essay

An effective leader with a team of multicultural and multilingual individuals, requires basic skills in communication. This paper discusses some basic types of communication and a possible methodology to ensure that the communication is understood. Communication in different forms Firstly it is important to having a basic understanding of communication, Bonvillain discusses this when she states that language is: â€Å"The primary means of interaction between people. Speakers use language to convey their thoughts, feelings intentions and desires to others. Bonvillain then goes on to say that: ‘We learn about people through what they say and how they say it; we learn about ourselves through the ways that other people react to what we say; and how we learn about our relationships with others through the give and take of communicative interactions. ’ (N. Bonvillain, 2003 Language Culture and Communication, p. 1) Jeanne Brett, Kristin Behfar, and Mary C. Kern discuss communications within teams and further analysis the categorisations in a 2006 Harvard Business Journal: â€Å"People tend to assume that challenges on multicultural teams arise from differing styles of communication. But this is only one of the four categories that, according to our research, can create barriers to a team’s ultimate success. These categories are direct versus indirect communication; trouble with accents and ? uency; differing attitudes toward hierarchy and authority; and con? icting norms for decision making. † Both of these statements support that communication can be broken down in to different categories, but the categories differ depending on the context. In my opinion whether the communication is verbal (spoken language) or non-verbal (gesture or body language) or contextual (shared experience), discovering new cultures through experience rather than theory is not without its difficulties, small signals, that may easily be missed, can be key to the formation of a successful team. For example in southern India the simple act of saying thank you can leave an individual offended, this is because â€Å"thank you† is something a senior would say to a junior employee at work to show a power status, and so an individual thanking a peer would be impolite where as in the UK individuals are taught to say thank you from an early age for all transactions. An extremely common gesture in India is the head nod or wobble, this gesture does not necessarily relate to a yes or no response, it can mean â€Å"ok†, â€Å"I hear you speaking† or â€Å"I understand† this can be confusing and one individual in the conversation may not understand the route the conversation has taken if they are not aware of this gesture. This is supported in further research: â€Å"Communication in Western cultures is typically direct and explicit. The meaning is on the surface, and a listener doesn’t have to know much about the context or the speaker to interpret it. This is not true in many other cultures, where meaning is embedded in the way the message is presented. † (Jeanne Brett, Kristin Behfar, and Mary C. Kern Harvard Business Journal, 2006) As with the head nod the use of the smile can differ greatly wherever you are. In India I have been invited to a few weddings; it is the tradition here for the reception to be held prior to the ceremony. The reception consists of the Bride and Groom standing on a stage and all the guests joining them to have a photo taken, in these photos, no one smiles. From my research this is because, for the Bride this can be an unnerving experience, she is about to leave the comfort surroundings of her home, and step in to a new world of her husbands, the bride has been taught to appear shy, and the friends and relatives are respecting that tradition. Depending on the culture a smile can mean different things. In the German culture, according to Nees, a smile â€Å"is used with far more discretion, generally only with those persons one knows and likes† (Nees 2000. P. 93) where as in Korean culture, too much smiling is often perceived as the sign of a shallow person. Dresser notes that this â€Å"lack of smiling by the Koreans has often been misinterpreted as a sign of hostility†. (Dresser, 1996. 21). Challenge: How to manage when in the field In my opinion it is the reaction to these misunderstandings or communication barriers that is the key to the success or failure of the interaction, how the Team Leader reacts and the attitude they exhibit is the difference between learning the greater complexities of an individual’s culture and offending them. This is discussed further on in the paper, in techniques and tools. To ensure the success of a multi-cultural team a single unifying objective needs to be understood by all, Cartmill discusses this point: â€Å"Language lets us get vast numbers of big, smart fellow primates all working together on a single task – building the great wall of China or fighting World War 2 or flying to the moon. † (M. Cartmill, 1998, Gift of Gab p. 56) Putting this in the context of a Raleigh programme the objective remains the same for all, this is to complete a 3 month programme volunteering in remote communities whilst contributing to sustainable development. Although the end goal may be the same, the driving force or the motivation for each individual will be wildly different. For example one individual entered the Expedition to personally develop his social skills by living with a group of people in close proximity and to be taken out of his comfort zone; another individual wanted to be taken seriously and no longer seen as the group clown. For a Team Leader to be successful it is important that they understand the overall group objectives and individuals motivations, that the team leader has open communication channels with all individuals within the team, and that the individuals have the opportunity to share and express their own culture and identity. The Cambridge Encyclopaedia of Language states that: Cheering at a football game, reciting the Pledge of Allegiance, or shouting names or slogans at a public meeting can both re-enforce your group identification and reveal a great deal about you – in particular your culture, regional origins, social background, education level, occupation, age, gender and personality. (Crystal, the Cambridge Encyclopedia of Language, 1997. 13) A Team Leader can achieve this by using the structured personal development journals. The journal breaks down the expedition in to the 3 phases and askes appropriate questions to help the volunteer to think about and express their motivations and aspirations of the expedition. Once the volunteer fills the appropriate section the Team Leader has 1:1 sessions with all individuals in the team, this gives the individual time with the Team Leader specifically to discuss their development and any support they require from the Team Leader, this is also an opportunity for the Team Leader to provide feedback. By having this conversation and writing it down it provides a chronological account of the volunteer’s time on programme thus showing their journey through development and achievements. The Team Leaders and Day Leaders also run group sessions through facilitated reviews, to inform group bonding. E Griffin talks about this in A First look at Communication Theory (1994. p173) It is a very natural inclination when meeting someone to talk about a topic that both parties might enjoy; and should those talks prove interesting, it is equally natural for friendships to form and evolve. The more points of contact you can establish, the more comfortable you feel. Secondly facilitated sessions with the team over the first few weeks to unite them as one team, simple tasks such as a group contract and discussing â€Å"house rules† provides boundaries and a framework for individuals to work from, by doing this through facilitation the team are setting their own boundaries and gaining an understanding of each other, thus also providing a platform to challenge each other if the boundaries are breached. Techniques: Facilitation, Eric Burnes tools A useful tool or methodology I have found is Eric Burne’s Transactional Analysis (TA). In its most basic form the model teaches that there are 3 ego states, Parent (Taught), Adult (thought) and Child (felt), if you communicate with someone from the Child ego state the response you will receive is one from a Parent ego state and vice versa, and the most beneficial form of communication is Adult to Adult. In my opinion is that if this is taken in the context of communication (verbal or non) within multi-cultural teams, if a team leader can address all individuals as an Adult, an adult will respond, warranting a productive team or successful project. It is important to note that the different categories of communication are important at this point as only 7% of meaning is in the words spoken, 38% of meaning is paralinguistic (the way that the words are said) and the final 55% is in facial expression or body language. Adding to this the knowledge that cultural differences can be as simple as a smile, an adult response will encourage the individual to participate in the communication and explain rather than be mocked (child) or scolded (Parent). An example of this would be: The day leader of the group (the day leader is an individual from the team who is chosen by the team to be the temporary leader, and usually is in this position for 3 days) had allocated tasks for the group, on day 3 of their day leader duties there was unrest within the group,(this unrest was fueled by the day leader) a team of 4 had been working on one particular part of the project which was digging cess pits for sanitation units, the day leader had allocated herself to this task for the 3 days and was unhappy at the amount of time standing in a muddy hole. Due to her frustration and the teams bickering, she approached the Team Leader and started shouting about the situation (raised voice, arms crossed in front of body, emotive language = Child ego), how it was extremely unfair that they had this task and how disgusting standing in a puddle was. The Team Leader responded in a (calm voice of normal range, arms to the sides creating neutral body language = Adult ego state) and asked questions such as: Is there anything you could do differently to resolve the situation? How can we all ensure this does not happen again? The response from the day leader was instantaneous, the shouting stopped and the day leader re allocated the team to different roles, set up a rotation system with a suitable handover discussion and communicated the change to the entire team. This is an ideal scenario, the change in response was very fast. Sometimes it may take a few interactions from the Adult ego to bring the other individual to reciprocate appropriately. Conclusion This example demonstrates that the reaction of the Team Leader ensured that the â€Å"issue† was resolved. By doing this through questioning and facilitating a conversation, the day leader felt that they were in control of the group, and were empowered to make decisions, then communicate those decisions, better enabling the day leader to perform their role whilst being supported by the team leader. As it can be the first time they have lead a team, add to this cultural differences and language barriers and It can be a very confusing and intimidating time for a day leader, and the Team Leader should expect confrontations like this, When we talk about culture it is useful to understanding it can be broken down in to basic topics, such as why and when someone smiles, and accepting that it may differ from what we already know. This helps the individual to have an open mind and appreciate that everything they know about human behavior in their own environment, can, and should, be challenged, and the results are likely to appear different from what they currently know.