Carl Gustav Jung Essay Example for Free

Carl Gustav Jung Essay In this essay I will aim to demonstrate an understanding of Jung’s Personality Types by describing and evaluating his theory and show how they might be useful in helping me to determine therapeutic goals. I will also look at some of the criticism levelled at Jung’s theory,I think this allows the therapist,ie myself to better understand the positive from the negative. I am also of the opinion that detailing Jung’s early years and background play am important role in the overall evaluation. I have particular interest in when Jung met Freud and how this meeting of minds shaped or maybe changed their individual conclusions. I will cover this later in my essay. Carl Gustav Jung was born July 26, 1875, in the small Swiss village of Kessewil. His father was Paul Jung, a country parson, and his mother was Emilie Preiswerk Jung. He was surrounded by a fairly well educated extended family, including quite a few clergymen and some eccentrics as well. By the age of just six years old Jung started to learn Latin which started an interest in language and literature, especially ancient literature. Jung read several ancient languages including ‘Sanskrit’ the original Holy Hindu language book. Jung was a distant youth whilst growing up who did not enjoy his schooling years and was not competitive. Jung’s later education was in Basel, Switzerland where he attended boarding school where he found himself the centre of jealous pestering. Carl Jung began to use sickness as an excuse, developing an embarrassing tendency to faint under pressure. Carl Jung’s first career choice was archaeology; Jung went on to study medicine at the University of Basel. Whilst working under the well-known neurologist Krafft-Ebing, he established himself on psychiatry as his career. After graduating, he took a place at the Burghoeltzli Mental Hospital in Zurich under Eugene Bleuler, an expert on schizophrenia. In 1903, Jung married Emma Rauschenbach. He also taught classes at the University of Zurich, had a private practice, and invented word association at this time. (internet  search) In 1907 Jung met Freud. Freud would be seduced by the esteem and personality of Jung and would soon see in him the spiritual son that could guarantee the survival of psychoanalysis. The unwillingness of Jung towards the Freudian Theory referred to the role of sexuality in the psychic development. In fact Jung on no occasion completely embraced the sexual theory of Freud. From 1912 onwards Jung found himself more and more distant from Freud’s writings. By abandoning the winding and indirect of Psycho-sexuality, Jung would launch himself in the fields of spirituality and science which was understood by only an initiated few. Jung’s inner world became something for him to study and develop his theories on and during this time Jung evolved the goal of his psychology of individuation, which is the achievement of the self and other guide marks, such as the archetypes, the collective unconscious. Jung’s theory stresses the importance of understanding our personal unconsciousness (events, feeling, behaviour patterns that we have buried in our subconscious from our own direct past) and the collective unconscious (patterns, trends, traits, behaviours that all humans have no matter what background or culture have running through our lives). Whereas Freud believed the unconscious was suppressed by the human mind. Jung in the other hand believed the unconscious mind was where the conscious mind had its origins and where our psyche begins or is created from. Balance was the key for Jung, which he believed the balancing of the two sides is what drives us humans ‘towards’ or ‘away’ from goals. The foundation of the mind that consisted of the EGO (who we think we are); the SHADOW (the part of us that we deny or do not acknowledge) was developed by Jung. He continued to believe our mind was constantly developing or moving towards our true self (individuation) and this journey was fuelled by natural laws, the principles of opposites, that every aspect of our mind has an opposite force. The principle of equivalence that equal amounts of energy are given to both sides, and the principle of entropy, that everything natural winds down as energy is evenly distributed, eventually with the opposing side blending together creating a harmony. Jung believed that our  mind’s voyage followed a repeating in the ‘rites of passage’ for birth, marriage and death, mirrored throughout all cultures and peoples. Jung believed that this drive to move towards a state if harmony or individuation, was fundamentally important to us all. Jung spent a good deal of time and energy on the importance of dreams and getting to understand what their meanings meant to each individual. Jung believed that by understanding the imageries within our dreams we would benefit a better knowledge of ourselves. He indicated that dreams should not be interpreted too accurately, but considered for finding personal meanings in the imaginary or symbolism. Jung also recognised and identified two opposites of personality; 1. INTROVERSION 2. EXTROVERSION Introversion – when psychic energy is turned inwards towards our inner world. These people tend to be thoughtful people with reserved natures, preferring their own company and evading large groups, they may be cautious and uncertain, disliking change or new things, they may seem defensive and they like privacy and personal space and spend a lot of time in contemplation. Extreme forms of introversion have similar qualities to autism and some forms of schizophrenia. Extroversion – is when the movement of energy is turned outwards towards the outside world. An extroverted person would show interest in the outside world, they will be objective and frank with helpful and easy-going personalities, they like action and people around them, extreme versions of extroverts would be hopeless alone and not able to bear silence or solitude, needing continuous excitement and external inspiration to prevent boredom or unhappiness. Jung also identified four different functions (attitudes) of the mind; THINKING – when a person connects to the world via reason and intelligence. These types will have thinking searching minds, always questioning. They  will be good at judging things able to see the origin and results, and will reach logical decisions. They may be open and appear cool and detached emotionally, and will be good at adjusting to new situations. FEELING – when a person makes worth decisions about the world based on how they feel about something, putting ideas, points, and issues in order based on how they assess them and not on emotional feelings. Feeling people have a sturdy sense of traditional values and human connection is significant to them as they tend to be warm and creative. SENSATION – when a person relies sensory impressions – perceptions. These people rely on sensory impressions, how certain things appear, feel and sound. They tend to be mentally and emotionally stable people, taking things at face value, they can be seen as dull and boring which often be easy going and fun, with a calm nature. INTUITION – when the world is understood or interpreted in a particular way mainly through the unconscious – when people speak of having a hunch, gut feeling or instinct about something, this type of person is conscious of changes. Possibilities can appear distracted or ungrounded; they will get bored of uninterested or boring details which are often not practical. They can be creative and inspirational. Jung believed that a person is essentially an introvert or an extrovert and this remains equally fixed, however, an individual will rely mainly on functioning using one of these four modalities but that opposing function also had an impression on their relationships and behaviour and these functions may adjust throughout life. He combined two attributes and the four functions to eight different psychological types. Jung understood that most people are a blend of two or more types, and that understanding how your own personality type and that of people around you related to the world would offer a deeper understanding of yourself. For example; bringing you closer to individuation. Jung trusts that we understand and recognised the strengths and weaknesses of our mind; that we would improve and achieve balance. The functions and attitudes are also not fixed with one side of the  pair leading, the other becomes unconscious. Jung believed that the unconscious part then finds a way of ex pressing its hidden self. A person’s conscious orientation will be towards one of the four functions; the leading or principle function – this will decide how you respond to experiences. 1.The dominant or principle function – this will determine how you react to experiences. 2. Auxiliary functions – mainly conscious. 3. The opposite auxiliary – suppressed and partially unconscious. 4. Remaining generally unconscious Jung believed when the conscious function was solid there was a trend for the opposing function to break through into the conscious occasionally in the form of hysteria, phobias and obsessions. He believed in order to achieve balance one must work with the repressed function in therapy which in this case has echoed Freud’s theory on repressed feelings and emotions surfacing unconsciously. These combinations of psychological types, Jung formulated into eight types, combining the two attitudes with the four functions; Extroverted and Introverted 1.Thinking Type, 2.Feeling Type, 3.Sensation Type, 4.Intuitive Type The above generalisation was Jung’s way of providing a structure in order to begin and to understand individual’s behaviours and feelings. Although these types are still current they form the basis of personality or psychometric testing (Myers-Briggs) which is still in use today. I believe the significance of this information is that it is an opening point from which to discover and explore our own or clients mind using a structure. Jung maintains that psychological types are mostly inborn and not acquired through life’s experiences. I concur with this belief, However, Jung  recognised that personality types were influenced as a child advances through life by factors such as parents and the amount of influence each parent has over a child, and social factors such as school, peer groups surroundings. Jung also believed problems (mental ill health) arose when external influences forced children into a pattern that goes against the natural energy flow of a person’s mind or psychological type. As with Freud, most of the theories of early pioneers are quite impossible to prove or test due to no scientific way of measuring them. Also the amount of patients used was in very small numbers and little practical work was done. Jung’s work has given foundations to many modern psychologies including theories to develop and explore further and deeper, including words that have been accepted by the modern language. For example; * Psyche * Extrovert * Introvert * Archetype These are parallels with other great psychologies – Freud, as I already mentioned and discussed, and the work of Hans Eysenck a more modern theorist. Eysenck was the first psychologist to make this trait or temperament business into something more mathematical: he gave long lists of adjectives to hundreds of thousands of people and used a special statistics called factor analysis to figure out what factors trait dimensions carry the most weight. He took results of this work and created a test called the Eysenck Personality Questionnaire (EPQ) instead of making these traits either-or, like Jung did, he saw them as dimensions. His first trait dimension was, like Jung, ‘extraversion-introversion’. But rather than say you were one or the other (an I or an E), he provided you a score on extraversion-introversion. Eysenck based his theories on Galen, an ancient Greek theory which was created around two thousand BC. It is one of the oldest personality theories around. Eysenck added on the two basic dimensions of temperament (like Jung) and these were based on four types (unscientifically based on the types of fluids he believed were washing  around the individuals body) a sanguine type, cheerful, optimistic and easy to be with, choleric, quick, hot tempered and aggressive. A phlegmatic type temperament, slow people who had a tendency to be sad, depressed and have a negative view of the world. Much simpler and much less sophisticated than Jung’s theory; Eysenck expands this into three dimensions of personality; 1. Introversion extroversion 2. Neuroticism emotional 3. Stability and psychoticism With five further subdivisions; 1. extroversion 2. agreeableness 3. conscientiousness 4. neuroticism 5. openness The theme of four (opposing) forces repeats throughout cultures and across time, North, South, East and West, Earth, Fire, Wind and Air. In religion(used my own as my example!) we see recurrences of types, for example; The Father The Son The Holy Ghost or the Virgin Mother The Crone Archetypal images we can recognise and begin to understand. These theories have a degree of objectivity, whilst they may give different labels to the personality types there does seem to be agreement that you begin to understand individuals if you can assess basic similar categories or repeating personality traits. Like Jung’s theory, and the teachings in the Bible (parables) perhaps these theories have value as a way of forming a framework for us to ask question, and discovering more of ourselves. CONCLUSION Jung believed each personality type or psyche was influenced by another, it is logical to assume that in all human relationships, mainly within an analyst/patient relationship, the analyst may encourage the patient so a subjective conclusion or true individuation may not be achievable. I feel it is important to recognise as Jung did that these types are not fixed and that a person’s personality or psyche changes throughout life and that energy flows and fluctuates between the opposing sides of our psyche so we understand that a person does not fit neatly into one of the boxes. Jung created this structure or framework to help work towards understanding of our own psyches and how better to relate to the world and people around us. Understanding how a person or patient feels, reacts and relates is obviously the first step to the beginning to help them. Being able to plan a patient’s healing journey will be more effectively tailored to them if we have a good understanding of why they think or feel the way they do and help them to understand this too. Jung believed that in order to heal, people need to learn to listen to messages from the unconscious mind, to follow their own path and think independently, and that in order to become a competent analyst you must ‘first understand yourself’ in order to efficiently help a client and to determine therapeutic goals,This is an ongoing journey of self discovery which this course is bringing out in me. BIBLIOGRAPHY Chrysalis – Diploma in psychotherapeutic counselling – year two – Module Three Carl Jung Resources, 2014 http://www.carl-jung.net/ What Freud really said – David Stafford-Clark WWW.Philosophy.lander.edu (Internet research) Wikipedia (Internet) Carl Jung – Dr. C. George Boeree http://worldtracker.org/media/library/Psychology/Boere Hans Eysenck – Dr. C. George Boeree http://worldtracker.org/media/library/Psychology/Boere Introducing Jung a graphic guide – Maggie Hyde Michael McGuinness Personality Types: Jung’s Model of Typology – Darl Sharp

Effective Next-generation WAN Architecture

Effective Next-generation WAN Architecture WAN Architecture Get robust, scalable, and easy-to-use management tools that can handle the complexity of your multiservice and packet voice network.   WAN provides extensive, reliable, and scalable element management capabilities to help you rapidly deploy and manage services. The high-performance carrier-class element and network management product is deployed worldwide in some of the largest service provider networks. It can operate as a standalone system or can be integrated as an element using its northbound interfaces for highly efficient flow-through operations Enhanced operator workflow and usability simplify configuration, fault monitoring, and troubleshooting operations. The enterprise business is changing as new types of payroll systems.. As the number of branches continues to increase, the reliable and secure delivery of these evolving services demands a network that can similarly evolve to meet these demands and enable business success. IT professionals require higher network performance, scalability, availability, security, and service capabilities. The Branch-WAN payroll system architecture is developed to address these key areas of customer concerns. To meet these requirements, the Branch-WAN payroll system architecture features scalable and resilient network infrastructure, integrated security, wireless, and payroll system intelligence to provide seamless service capabilities that include Unified Communication, media collaboration, and data/Web 2.0. Architecture This is dedicated to delivering solutions that meet and exceed customers business and technology requirements by integrating best technologies, services, and platforms. The WAN Payroll system architecture is part of a comprehensive approach to providing an end-to-end enterprise network architecture. This model is known as Places in the Network architecture. The architecture addresses the differing requirements for systems design and deployment in the three principal network areas: the campus, the data center, Internet edge, and the WAN. See Figure 1 Figure 1: Architecture When discussing an enterprise network, it is important to consider that most networks are built from a discreet set of interconnected, architectural elements-each of which has its own requirements. A branch office, for example, may not have the same scalability requirements as a data center, but has a greater need for reduced form-factor devices with high-value integrated services. The typical corporate campus network offers users high speed and secure network connectivity, Unified Communication services, wireless services, and access to corporate payroll systems and databases. A well-engineered network must offer workers at branch sites the same network services as campus workers, to maximize productivity and ensure business objectives are met. The Branch-WAN payroll system architecture offers an end-to- end system design that delivers a flexible, scalable, and secure network that supports advanced network services for branch office workers. Figure 2: WAN Payroll system architecture (Frame work)   Ã‚   The WAN payroll system architecture shown in Figure 2 has the following layers: †¢Network Infrastructure-The foundation that provides routing, switching, quality-of-service (QoS), high availability, and other functionalities to ensure that the network is scalable, flexible, and resilient. †¢Integrated Security-This layer extends the corporate security policy to the branch, providing network infrastructure protection, secure communication, threat mitigation, and network monitoring across both the Branch and WAN PINs. †¢Wireless-this layer provides user network connectivity anywhere within the enterprise, giving employees greater flexibility, and increased productivity. †¢Payroll system Intelligence-this layer provides various payroll system optimization techniques using optimization (i.e., TCP flow optimization, data redundancy elimination) and control for payroll system classification and prioritization using QoS. This optimizes use of the WAN bandwidth and, enables branch users to access the same payroll systems as campus users, with similar user experience. †¢Management-this layer provides the ability to easily provision and monitor the network. With these layers, it is imperative that unified communication (i.e., Unified Communication), Media Collaboration (i.e., Tele presence, IP Video Surveillance, Desktop Video, and Digital Media Systems), and Data Web 2.0 (i.e., collaboration payroll systems) work seamlessly across the Branch-WAN solution. Technologies Considered Types: There are number of WAN technologies like point to point connection, circuit switching and packet switching. The WAN communication which is carried over a leased line is called point to point connection. In a point to point network the message from the customers end is traveled to the remote user via an ISP. Circuit switching is the data communication which is stared when there is need to communicate and it is terminated afterwards. It is like a telephone call. When the two users arte connected and identified, the data is transferred in other words voice is transferred. When the transmission of the data is complete the call is disconnected again. Packet switching data network is a WAN technology in which the network of the user is established in the carriers system. The examples of packet switching network include asynchronous transfer mode (ATM), switched multi megabyte data services (SMDS) and frame relay. Optimization The purpose of WAN optimization is to eliminate the flaws in the packet data transfer in shared WAN systems. There are many techniques of optimizing the WAN technology. These optimization techniques include duplication, compression, cashing, protocol spoofing, traffic shaping, equalizing, connection limits and simple rate limits. The process of duplication sends a reference of the actual data, this helps in preventing from data redundancy. In order to present data patterns in an efficient manner compression is used. The process of caching reduces the bandwidth up to 30%. The multiple requests are tied in one bundle using protocol spoofing. Traffic shaping controls the amount of data handling and also monitors and guides the data traffic. When the data is sent according to the priority of the data usage it is known as equalizing. Connection limit averts from the access grid locks in access points and routers due to the lack of service or peer to peer connection. Simple rate limits the users from getting more than the data which has been fixed for their use. The purport of WAN optimization is to overcome the difficulties such as expensive bandwidth and to decrease the users experience time. The scalability of WAN is nowadays an important consideration and hence WAN optimization is used to target such issues as well. The typical small branch design includes a 1.5 Mbps Ethernet private WAN connection. The router terminates the VPN and routing from the central site and implements QoS policy. The router also hosts the following integrated services: †¢Security (Firewall, IPS) †¢Unified Communications (SRST, FXO / FXS ports) †¢Payroll system intelligence The branch also includes a Layer-2 access switch with the following key features: †¢Power-over-Ethernet (PoE) †¢DHCP snooping †¢Spanning tree †¢Class-of-Service (CoS) on access ports †¢QoS †¢Port security †¢Dynamic Address Repayroll system architecture Protocol (ARP) Inspection Wireless LAN may be implemented with a router module or standalone controller/switch. New Issues The key to an effective next-generation WAN architecture? Match technologies and services to interconnection requirements. Herewith a blueprint: Data center-to-data center connectivity: Data center interconnectivity requires high-capacity, low latency links. Although multiprotocol label-switching (MPLS) can do the trick, its often an expensive solution. Telecom architects are increasingly turning to solutions such as carrier Ethernet (either point-to-point or virtual private LAN service, VPLS), or dark fiber or wavelength services. Seventy-one percent of organizations will be deploying some form of carrier Ethernet by the end of 2010, typically for data center-to-data center connectivity. Why? Three reasons: First is cost. On a per-megabit-per-second basis, carrier Ethernet can run 25% to 50% lower than other technologies. Second is bandwidth: with Carrier Ethernet, users are able to procure up to 10Gbps of bandwidth (the equivalent of 2.5 OC-768 circuits). As a result, as bandwidth requirements increase, carrier Ethernet becomes more appealing. Finally, theres the ease of deployment and management. Users report that carrier Ethernet is straightforward to install, and performs reliably. Right off the bat, it worked like a charm, says the CIO of a midsized professional services firm. Data center-to-branch, and branch-to-branch, connectivity: Most organizations (80%) have deployed MPLS, and plan to continue using it for site-to-site connectivity (at least for midsized-to-large sites). Some firms mostly leading-edge organizations are also looking at rolling out carrier Ethernet for the core WAN. The primary challenge? Availability. Carrier Ethernet isnt as widely-available as MPLS. Remote-site and micro branch connectivity: For smaller sites, companies are exploring a range of connectivity options. An Internet VPN is one approach (and one thats increasingly common). A more innovative approach is to deploy 4G wireless technologies, either direct to the router or to each individual employee. Again, the challenge here is availability: Most carriers are just beginning to roll out broadband wireless (in the U.S. at least). Another problem is capacity: Carriers havent designed their networks for use as wired-WAN replacements. References: en.wikipedia.org/wiki/Application_architecture apparchguide.codeplex.com/ www.amazon.com/PatternsApplication-Architecture/0321127420

History of Tet Offensive

History of Tet Offensive Jordan Dingle The Tet offensive was an operation that took place in 1968 from January 30th to mid-August and was the largest military campaign of the Vietnam war. It involved nearly 80,000 North Vietnamese attacking more than 100 towns and cities in South Vietnam simultaneously. The offensive was a complete surprise to the South Vietnamese and the Americans, as it was thought to be impossible for the NVA to carry out an operation this large and no fighting was expected to happen because of the Tet holiday (Willbanks, 2007). This operation became a turning point for the American-Vietnam war as the offensive caused the U.S. to lose control of some cities temporarily and it showed the American public that the U.S. was not winning the war as the government had previously claimed. Prior to the Tet offensive, the U.S. faced declining support from the public in its foreign policy methods in Vietnam. U.S. citizens faced rising taxes and increasing U.S. casualty numbers in Vietnam. Many people were starting to feel that it was a mistake to send soldiers to Vietnam and that it was a hopeless cause. Public opinion polls at the time showed that the percentage of Americans who believed that the U.S. had made a mistake by sending troops to Vietnam had risen from roughly 25 percent in 1965 to about 45 percent by December 1967 (Willbanks, 2007). The U.S. military and President Lyndon B. Johnsons administration attempted to alter the publics viewpoint on the war by feeding the media optimistic information about the war. On the North Vietnamese side, there were concerns about the direction of the war and the affect it was having the capability of North Vietnam being able to sustain itself as country. Constant U.S. aerial bombings had decimated North Vietnams economic capability and the government realized that at the current rate, North Vietnam would lack the ability to affect the war in South Vietnam. The operation went into its planning stages in the early months of 1967 and was decided to take place on the Tet holiday to surprise unsuspecting American and South Vietnamese forces.   The North Vietnamese believed that the widespread offensive would cause the people of South Vietnam to revolt against the South Vietnamese government. While the offensive did cause the tide of the war to change, it did not cause mass uprisings (Bradley, 2009). The first phase of the Tet offensive began in the early hours of January 30th when the NVA and Viet Cong initiated attacks on all major cities in central Vietnam including Nha Trang, Hoi An, Pleiku, and Da Nang. On January 31st, another major attack was initiated in various major cities and bases in Southern Vietnam. Much of the forces in the operation were focused on South Vietnams capital, Saigon. North Vietnamese forces, while not able to take control of the city, managed to attack critical strategic points around the city. At the same time, the north Vietnamese forces and Viet Cong successfully attacked and captured the city of Hue in central Vietnam. It took the U.S. 25 days to fight back the North Vietnamese and retake the city (Willbanks, 2007). The North Vietnamese initiated a second phase to the offensive on May 4th and attacked various targets across South Vietnam again. But this time the Americans and South Vietnamese were prepared and the offensive was considerably less successful. The 2nd phase ended in late May. The third and final phase of the Tet offensive began on August 17th and was easily repelled by the South Vietnamese and Americans. This last attack was considered a dismal failure as it had little effect on any South Vietnamese or American positions (Willbanks, 2007). Although the Tet offensive did not achieve its goal of initiating uprisings throughout South Vietnam, it did inflict heavy damage on American and South Vietnamese forces. It allowed the Viet Cong to take control of the rural areas of Vietnam, especially in the Mekong Delta. The offensive put South Vietnam into turmoil as it was the first time that the war had reached any urban areas in South Vietnam. It reduced confidence in the government in their ability to protect its citizens from the Viet Cong. The battles that took place destroyed thousands of homes, displaced, injured and killed thousands of people. The human and material cost to South Vietnam was staggering. The number of civilian casualties was estimated by the government to be over 14,000 with at least 20,000 wounded.The North Vietnamese had suffered incredible amounts of casualties. Some estimates place the number of casualties to be over 180,000 dead during 1968.The offensive was the largest number of casualties that the North Vietnamese had faced in the war. The situation was so dire, that many Viet Cong cadres had to be replaced partially by North Vietnamese Army regulars. Although the North Vietnamese lost many soldiers in the South, they acknowledged the benefits of the Tet offensive. General Tran Do, one of the commanders in the battle of Hue, stated In all honesty, we didnt achieve our main objective, which was to spur uprisings throughout the South. Still, we inflicted heavy casualties on the Americans and their puppets, and this was a big gain for us. As for making an impact in the United States, it had not been our intention-but it turned out to be a fortunate result (Karnow, 1988). The aftermath of the Tet offensive also brought about more international influence into the Vietnam conflict. The Paris peace talks, which took place in May of 1968 initiated negotiations between the U.S. and North Vietnam while allowing third-party influence into the politics of the region. In short, the Tet offensive changed both the DRV and the U.S.s goals of military and political victory against each other to negotiations and de-escalation (Bradley 2009). The results of the Tet offensive also spread the conflict into the border regions of Cambodia and Laos. Before and during the Tet offensive, the North Vietnamese used the Ho Chi Minh trail, which lead through southern Laos and Eastern Cambodia, to send supplies and reinforcements to Viet Cong cadres in South Vietnam. This supply route, was the main resource in preparing the Viet Cong for the Tet offensive After the offensive failed, the U.S. began bombing campaigns in Laos and Cambodia along the Ho Chi Minh trail. These bombings eliminated Laos and Cambodias neutrality and dragged them into conflict within their own borders (Kranow, 1988). In the U.S., the aftermath of the offensive created a crisis for the Johnson administration. Public opinion was now overwhelmingly against the war. The U.S. had suffered much casualties with over 16,000 soldiers killed by the end of 1968. A new draft was also called in 1968 calling for 48,000 men to be enlisted. These factors brewed heavy discontentment with the U.S. government and the Johnson administration. The Tet offensive certainly made an impact on the 1968 presidential election and Lyndon B. Johnsons decision to not run for re-election. The new administration of Richard Nixon oversaw the withdrawal of U.S. troops from Vietnam, allowing the North Vietnamese to capture Saigon and reunify Vietnam. Works Cited Bradley, Mark. Vietnam at War. Oxford: Oxford UP, 2009. Web. Bradley, Mark, and Marilyn Blatt. Young. Making Sense of the Vietnam Wars: Local, National, and Transnational Perspectives. Oxford: Oxford UP, 2008. Web. Karnow, Stanley. Vietnam, a History. Norwalk, CT: Easton, 1988. Web. Willbanks, James H. The Tet Offensive: A Concise History. New York: Columbia UP, 2007. Web.

The Importance Of Theoretical Frameworks For Understanding Foundations :: essays research papers

The Importance of Theoretical Frameworks For Understanding Foundations of Political Science The importance of theoretical frameworks is essential for understanding foundations for political science. The definition of the word framework is a theory which can be used as a lens to look at a set of facts. (E.g., journalist look at a set of facts that tell a story of what happened). These frameworks in political science help build a strong foundation and advocate a precise sense of racial balance in the political arena. A social scientist tries to organize a set of facts into systemic theoretical passion. The Social scientists are trying to accomplish the facts they create can be used to explain a theory that can be applied to other sets of facts. The importance of these frameworks helps people gather important information and compare and contrast their different strengths and weaknesses. The first traditional and most dominant framework to examine is Pluralism. Pluralism can generally be defined as group politics in a free market society. Pluralism takes its roots from the founding of the nation. James Madison saw the United States as a stronger nation if there was conflict rather than a consensus. Madison points out in Federalist #10 that citizens would be divided into many factions that would compete for benefits. The chief cause of division when Madison wrote this was economics in origin, but now race has emerged as a major factor in dividing American society. Robert Dali founder of Pluralism modernizes Madison's theory into theory of American democracy to incorporate into the theory of pluralism. Pluralism explains minority group politics in a process that attempts to show the strength of groups in the minority. In pluralism the theory assumes that there are non-cumulative inequalities in American politics. These inequalities would mean no group would be on the minority of a law being passed every time and that no group dominates every time either. The second part of the pluralism theory suggests that there is a multiple power center. A definition of multiple power center is when a minority group is denied access to influence one branch of government but may be able to influence politics or policy change in another part of the arena. Example, a group may be unable to pursue its goals of influence of the legislative branch but it might be able to influence the executive branch. The third assumption of the pluralist theory is non- cumulative groups have a number of political resources at their disposal. If a group does not have financial means it might make up for it numbers at the election booth.

Medical Beneifits Of Animal Testing :: essays research papers

Argument Essay Where would we be Without Animal Testing? Is the use of animals in research justified? Should animal experimentation be permitted? Should these animals be liberated? A logical person would say the benefits justify the research. Without animal testing, products would be based on theory. No one would want to use something, which may damage eyes, be poisonous, cancerous, and cause birth defects. Animals used in testing are not from the endangered species list; also many of the types of animals used are killed each year by rat or mouse traps, animal control, exterminators, and animal shelters. Animal testing reaps great benefits such as finding effective drugs to combat disease, improve surgical procedures, and make products safe.   Ã‚  Ã‚  Ã‚  Ã‚  When someone goes to the store and buys a product, or is prescribed medication, they don’t have to worry if the product is safe to use nor should they. The entire human race benefits from animal research. â€Å"Without animal research, medical science would come to a total standstill†(O’Neil 210). It is not as if Scientist and researchers just sit in their labs all day and torture animals for fun. Not to mention animal use is being reduced as much as possible, â€Å"most scientist are glad to use alternative test because they are usually faster and cheaper than test on animals†(Yount 72). However, â€Å"you cannot study kidney transplantation or diarrhea or high bloodpressure on a computer screen†(O’Neil 212). Besides, â€Å"Animal research has led to vaccines against diptheria, rabies, tuberculosis, polio, measles, mumps, cholera, whooping cough, and rubella. It has meant eradication of smallpox, effective treatment for diabetes and control of infection with powerful antibiotics. The cardiac pacemaker, microsurgery to reattach severed limbs, and heart, kidney, lung, liver and other transplants are all possible because of animal research†(O’Neil 210).   Ã‚  Ã‚  Ã‚  Ã‚  In short animal testing saves lives. Animal testing helps find causes, and cures of disease, genetic defects, birth defects, and abnormalities.

Customer Relations Essay

How can organizations become more open to feedback? What kinds of employee training would help? What would you tell your employees about feedback importance if you were the boss? Establishing Policy An organization can become more open to feedback by practicing as part of its daily operations, a system of feedback receptiveness that encourage customers to complain. This system will also require employees to act on those complaints in productive ways. The more customers come to expect good responses from the organization, the easier it is to be that company that welcomes feedback. Paul R. Timm (2011) maintains that you create a good feedback climate by reinforcing customer behaviors, not by challenging them. If customers fear a debate or argument every time they voice a concern, they will quit giving feedback. So he suggests the following: -Compensate them or provide restitution for unsatisfactory product or service. -Share their sense of urgency; get the problems handled quickly. -Avoid further inconveniences. -Punish someone for the problem (sometimes). -Assure them the problem will not happen again. (Timm, 2003) If companies can accomplish these first important steps, they will show customers and employees that they are serious about receiving feedback, establishing a dialogue, and keeping their customers. The feeling of engagement goes a long way toward earning allegiance and building confidence in management, but defensiveness against feedback will put you out of business. As a customer, I have had the best customer satisfaction in establishments that have a well-advertised customer service focus (Wal-Mart, Whole Foods, Starbucks, and Nordstrom’s Rack). The ones where employees know there’ll be mystery shoppers; that â€Å"corporate† takes its ALS seriously; that reward or recrimination depends on each customer interaction they have throughout the day; that the company who acts on complaints quickly, tactfully, and efficiently, wins! Using Technology By having third-party involvement as a neutral conduit between the customer (and employee) and the organization, frank and open communication can be achieved. It eliminates barriers to listening like interactional elements arising from listener self-centeredness and self-protection. The more the organization hears from its customers, the greater its responsibility becomes to act efficiently and swiftly. It can easily invite feedback and advertise itself as engaging and receptive with the use of listening system technology. Allegiance Technologies has developed a Web-based â€Å"active listening system† (ALS) that provides an exceptional turn-key customer and employee dialoguing tool. (Timm, 2011) It gathers complaints, compliments, questions, and suggestions, assures anonymity, and provides customers with a third party through whom they can feel safe blowing the whistle on their local Target, or long-time employer. The anonymity feature makes the system especially useful for employees who may fear retaliation. E.g., in government-mandated processes for facilitating whistle-blowing on company misdeeds. Once the company responds to the feedback, the ALS system provides follow-up in order to measure customer loyalty and satisfaction. Additionally, companies must be sincere and accommodating when they use technology driven forums like feedback pages and social networking to invite customer feedback. If they can get the customers to feel good about giving it, then they would have scored a victory for customer satisfaction. Employee Training Training employees to get with the program should begin at the recruitment phase. John Mackey of Whole Foods looks for people who have a high degree of emotional intelligence — a high capacity for caring. (Mackey, 2009) The fact is you have to care about people to succeed at good customer service. The notion of getting the right people in is something that employers Wal-Mart and Southwest Airlines understand well. The right people tend to adapt quickly to the goals and mission of the company and training will be that much more effective. Organizations should consider the people that interact daily with customers, a most critical element of every corporate strategy. Despite numerous studies indicating a strong relationship between employee loyalty and customer loyalty, the average customer service representative stays an average of 18 months on the job. The onus is on companies to do more to upgrade the skills, training and pay of customer service representatives, especially si nce they handle an estimated 65% of all complaints. To ensure compliance with its customer service goals, employers can use a variety of employee monitoring systems, such as mystery shopping. Traditionally this approach grew unreliable as findings were tainted by the subjective judgment of the shopper. However, with the use of digital video, mystery shoppers can evaluate the action through cameras hidden in their clothing. The images are digitally recorded and stored on a computer within 48 hours of the mystery shop. Managers can then sit down with employees and invite them to view the tape, and simply ask, â€Å"How do you think you did with that customer?† and sit back and listen. The employee gets the benefit of exceptionally clear, robust data—feedback that he or she may use to improve service skills. Feedback receptive organizations can take example from Whole Foods whose stores are like big amphitheaters intent on monitoring every aspect of customer service. Ever notice how at Whole Foods no matter who you ask for help you always get an answer? The company tracks and analyzes employee/client encounters with digital video. A look to the sky in any Whole Foods store reveals a wide array of state-of-the-art â€Å"eyes in the sky† that are not just meant for shoplifters. This complete surveillance makes the company aware of the moves of every one of its agents and customers know it. The â€Å"unreasonable† customer will know that cameras will back her up in the event of a dispute, and she’ll have no fear of a debate or argument from the company. She’ll be confident that no-one will try to handle her, and that resolution will be swift because Whole Foods and others like it know that nothing impresses people as significantly as quick follow-up. They also recognize that timing is critical when you get customer or employee input, and that early recovery is far easier than letting a bad situation fester and then trying to fix it. Moreover they do it consistently so that it becomes status quo for employees and customers alike, using a three-step process of feeling empathy, resolving the problem, and offering something more to exceed what the customer anticipates. (Timm, 2011) So when I failed to hear my name called as my coffee order was served, a Starbucks server eagerly offered to make me a new latte if mine wasn’t warm enough. Barely five minutes had that piping hot latte stood on the counter when I came to claim it, and I was happily taken aback by the show of concern from behind the register. Chalk one up for exceeding their expectations! This environment and culture is the one that customers will willingly engage, while happily paying $6.00 for coffee, or $4.00 for a tomato! Chapter 9: Reviewing the Facts Question 2 What are the three important steps needed to recover the potentially lost customer? The effort to satisfy unhappy customers to reduce defection, also known as Customer Service Recovery, is best handled when seen as an attitude of opportunity rather than a painful chore. Companies are highly motivated by some scary statistics: customers who experience poor service will tell seven to 13 others about it, and will continue to voice their dissatisfaction for up to 23 years. On the other hand, a satisfied customer will tell four or five others about a pleasant brand experience. One thing we can all agree on is; you want to keep a customer. The best attitudes for a service provider to adopt stem from a desire for a win-win relationship with the customer; both parties want to feel good about the business transacted. This is not necessarily a â€Å"customer-is-always-right† attitude. Rather, it is more of a problem-solving non- blame-setting attitude. (Timm, 2011) Since dissatisfaction does occur, it can be useful to accept each event as an opportunity and a challenge, if you want to assure your customer that you want to strengthen your relationships with them. It is also not bad for the bottom line– its impact on profitability can be substantial. Studies indicate that service recovery investments yield returns of 30%-150%. (Brown, 2000) Furthermore, British Airways calculates that their efforts to retain customers return $2 for every dollar invested. In fact, the airline finds that â€Å"recovered† customers give the airline more of their business. Likewise, Hampton Inn Hotels estimates that its service guarantee increased revenue $11 million and earned it the industry’s highest customer retention rate. (Wreden, 2003) An effective service recovery program occurs on two levels, the first of which is a three-step process that must be incorporated into customer service operations. The first step consists of both: Apology and Accountability Saying, â€Å"I’m sorry,† communicates an empathy with the customer, showing them perhaps that you feel their pain, and take ownership of a mistake, even if it’s because of supplier or other problems. The second step obliges the provider to: Do everything in their power to resolve the problem. This starts with clarifying exactly what the issue is in a caring manner that avoids interrogation. Responses must also be timely and the timetables for resolution should be a part of customer service policy. Customers appreciate any efforts you expended to solve their problem quickly. If a product needs to be replaced, do it now. If something needs to be repaired (or repaired again), give a high priority to scheduling such repairs. If a delivery has to be rescheduled, do it immediately and confirm it with the customer. Customer expectations can be managed with resolution schedules; if you specify time frames for the next steps, customer satisfaction will increase by 40%. Previously cited British Airways research showed that 40%-50% of customers defected if it took the company longer than five days to respond. (Wreden, 2003) That said follow up is a key element in this step. The provider must determine whether the customer received the promised treatment, and, more importantly, how they feel about it. One study indicated that a follow-up call to a once unhappy customer can boost satisfaction by 5%-7%, and intentions to repurchase by 8%-12%. Finally, giving something to the customer to make up for the problem they had, otherwise known as: Symbolic Atonement Often it cannot fully repair the damage, but it symbolically indicates that you are trying. It’s the â€Å"something extra† you give to appease the customer and help win him back. (Timm, 2011) Since atonement calls for having customer reps work directly with customers to determine an appropriate remedy, companies that encourage employee empowerment stand to gain by giving authority to employees to win customers back. Agents at Marriott International, for example, can spend up to $2,500 without authorization to compensate customers — a clear acknowledgement of not only the customer’s direct loss but also â€Å"pain and suffering.† Involving the customer in the process by seeking his ideas, â€Å"What can we do to make this better?† is wise, and might even lead to less costly solutions. REFFERENCES Brown, Stephen W. PhD. (2000). Practicing Best-In-Class Service Recovery: Forward-thinking firms leverage service recovery to increase loyalty and profits. Retrieved from http://www.mba.asu.edu/csl/upload/Service-Recovery-MM-2000.pdf Inc. Staff. (2009). Interview with John Mackey, CEO Whole Foods. Hiring Leaders. (Jul 1, 2009) Timm, Paul R., Introduction to Customer Service: Career Success Through Customer Loyalty 5th ed. (Prentice Hall, 2011) Wreden, Nick. (2003). How to Recover Lost Customers Noted Fusion Branding author details key steps to boost profitability by improving customer recovery. Retrieved from http://www.prweb.com/releases/2003/01/prweb54863.htm

Contemporary poetry and Nature Essay

Technically, â€Å"Contemporary poetry† is written after the start of the 1920`s, especially poetry is connected with modern literary genres, such as modernism and post-modernism. Poetry often involves nature in its description. Though inspiration as a poet truly derives from within, nature can act as a tool to enhance imagination and devices used in our poetry. Poets have for ages seen nature as a reflection of the human experience. Poets in their writing usually use two devices to relate to nature: personification and analogy. Reading modern poems about nature provides a double joy of learning and poetic appreciation. Most modern poets who write about nature are knowledgeable about it. These poets study nature; they don’t merely romanticize it. And the more they study, the more they seem to discover its uniqueness and preciousness – at a very deep core. The types of relationships that human beings have with nature can be sorted out, though these categories often overlap in actual literature because our relationship with nature, like all human relationships, is complex and multi-faceted. But for the sake of analysis, we can look at these relationships between human beings and nature: Man as a part of nature Man apart from nature Man in conflict with nature Man and nature separate but coexistent Man and nature separate and adversarial Nature superior to humanity Nature subordinate to humanity Nature and humanity equals For example, the poem â€Å"Daffodils No More†, written by the contemporary ecopoet Gordon J.L. Ramel. This work is a serious parody of an earlier poem Daffodils written by the English poet William Wordsworth in 1804. In that poem, Wordsworth wrote of the beauty of wild daffodils and how they inspired him. He also mentioned seeing large numbers of this plant: â€Å"Ten thousand saw I at a glance, tossing their heads in sprightly dance.† In ‘Daffodils No More’, Gordon J.L. Ramel draws our attention to the fact that the number of wild daffodils in England has declined greatly since Wordsworth’s day. In addition, the abundance of many other organisms.