Savage Contradiction in Heterotopia :: Culture Cultural Essays

Savage Contradiction in Heterotopia During the 1930's, the myth of "the people" was born. This myth stressed the importance of unity, and glorified the notion of "average," as evidenced in a prize-winning essay describing "the typical American boy," written by an eighth grader named Alfred Roberts, Jr., for a contest sponsored by the 1939-40 Fair New York World's Fair. This document, which claims that a typical American boy should be courageous, dependable, and loyal to his beliefs, was "clearly reflective of the values the Fair held dear" (Susman, 1980, p. 22). Yet, for all the unity the Fair stressed, it was plagued by contradictions - Contradictions that can be closely associated with those found in the 1954 novel Lord of the Flies, by William Golding. To begin, I will provide a summary of this novel, as well as insights into the author's motivations for writing such a book. I will then discuss the contradictions found within the novel, and their relation to those found at the 1939-40 World's Fair and its streaml ined view of human nature. William Golding wrote Lord of the Flies following his experiences in World War II when, after witnessing countless acts of man's inhumanity to man, he became disenchanted with human nature. Golding believed that humans, including children, were inherently evil, and if left without guidance, would revert back to savage ways. This is the premise for his most famous novel which opens on a deserted island following the shooting down of a plane carrying a group of boys. All the boys and none of the adults survive the crash, leaving the boys on an island heterotopia - a physical locale set apart from traditional public life where rules and expectations are suspended. Although the first character, Ralph, is originally excited at the idea of "No grownups!," his counterpart, Piggy is focused on the need for guidance and rules. This is when the boys encounter the conch, which is a type of shell, which if blown into in a certain spot, creates a sound loud enough to signal all the boys scattered across the island to a central meeting spot. The conch comes to represent authority, as it is decided that anyone holding it must be listened to. As the boys gather, Ralph is chosen as their leader, much to the dismay off Jack, another main character, and his gang, who refuse to submit to his authority.

Herman Miller Business Case Essay

1. Executive summary Herman Miller, an environmental leader in the office furniture industry that offers a wide variety of products including seating, systems furniture, filing storage, desks, tables and health care. In 1989, the company decided to adopt a triple-bottom-line philosophy, so it established and changed company’s environmental direction by adopting â€Å"Perfect Vision† initiative that targeted zero landfill, zero hazardous, waste generation, zero air and water emissions. In 1997, the company decided to implement a cradle-to-cradle (C2C) protocol based on eco-effectiveness vs. eco-efficiency and Waste equals food; which consisted of four key elements: biological and technical nutrients; green-yellow-orange list disassembly, recyclability and recycled content. The C2C approach focused on minimizing toxic pollution and reducing natural resources waste. After years of extensive work, in 2001, the company decided that it was time to implement a C2C design protocol on a product that would contain recyclable materials from beginning to end; Mirra chair project was launched. Herman Miller worked toward the design process, manufacturing, engineers, supply chain managers, manufacturing associates, design consultants, trained over 300 employees, worked with suppliers to find substitutes eco-friendly materials, performed raw material assessment, met with people from sales and marketing and discussed several options for closing the loop by recycling the material from Mirra chair. The major issue the company faced was determining the material that was going to be used for the arm-pad skin: polyvinyl chloride (PVC) versus thermoplastic urethane (TPU). PVC was known to be inexpensive and provided to be durable, scratch resistant and soft; but violated the standards of the C2C protocol. PVC had bad press due to its toxicity during manufacturing process and when it was burned or incinerated. In contrary, TPU showed that had acceptable quality characteristics; prove to be even more scratch resistant than PVC, but raw material cost was twice of PCV. Development and supply chain management teams preferred to proceed with PVC while the design for environment (DfE) team wanted to press forward with TPU. 2. Introduction 2.1 Company background Herman Milller was founded as a Michigan Start Furniture Company in 1905. In 1923 D.J. De Pree purchased it, renamed it after his father-in-law and grew the company into an internationally acclaimed furniture design house. Herman Miller is considered as one of the top four suppliers in the US office industry that offers suite office furniture including seating, systems furniture, filing, storage, desks, tables and healthcare furniture. In 2001 annuals sales were about $1.5 billion dollars. In 1989, the company decided to move toward environmental sustainability by changing company’s environmental policy and direction by adopting a cradle-to-cradle (C2C) design protocol for environmental sustainability. The cradle-to-cradle approach will emulate nature regenerative cycle at the end of the life cycle. C2C redesigned industrial processes by minimizing toxic pollution and reducing waste. In 2001, a Design for Environmental (DfE) team was formed to design and develop a new product. Mirra chair would be the most advanced and complete application of the C2C design protocol among any product manufacturer to date. 3.2 Identification of key issues facing the company * In 2002, the company suffered a decline in sales due to economic crisis and pre-internet-bubble where many of its customers cutback or dissolved. * The company realized that the ways its products were designed generated waste in the production process. * Cradle-to-grave process used by the company at the time, released toxic material into the environment. * Products were useless waste at the end of the useful lives. * The major key issue that the company faced when launching the design protocol of Mirra chair was to decide the type of material that was going to be used for the arm-pad skin: polyvinyl chloride (PVC) versus thermoplastic urethane (TPU) * Another relevant issue was the collection of Mirra chair after the end of its life cycle. DfE team were evaluating three alternatives: Herman Miller to collect chairs; retailers to collect the chairs; third party company would collect them or customer could return them directly. 3.3 Issues facing the company and/or industry * Herman Miller international market was significant. Most of Herman Miller’s customers were multi-national; therefore, tighter environmental regulations contributed to realize that the company needed to change its sustainability approach in order to stay ahead of the industry standard. * Moving toward environmental sustainability implied to review and redesign industrial processes that would generate less toxic pollution and deplete natural resources. 3.4 Opportunities for the company * Leader of residential, office furniture and workspace design. * One of top four suppliers in the U.S. office furniture industry. * Company offered innovative good designed and high quality products. * Sustainability strategy was one of their competitive advantages. * Company stay ahead of the game by setting new industry environmental standards. 3. Problem identification and analysis The company analyzed that the way their products were designed using the cradle-to-grave process released toxic material into the environment and generated waste that could be minimized or avoided. Tighter environmental regulations help to realized that in order to stay ahead of the game, they needed to change cradle-to-grave for a cradle-to-cradle process. In 2001, Herman Miller decided to implement a design protocol on a product from beginning to end, so Mirra chair project was chosen. In order to implement C2C protocol a DfE team was formed to develop environmental evaluation measures of the new product, redesign and change processes, create a database for suppliers’ materials using the Green-Yellow-Orange-Red list criteria and establish disassembly guidelines for the new product. Engineers, supply chain managers, manufacturing associates and design consultants worked together to change their processes. Over 300 employees were trained on the new design protocol. The design process was the first one to be reviewed. During the exploration phase, designers brainstormed on the basic concept of the product and outlined high-level specifications. Once the basic design was established during the development process, the product was divided into modules and different teams were assigned to each module. Each team developed a prototype of their modules, DfE team assessed the design, following the C2C protocol for material chemistry, disassembly, recyclability and recycled content. Scorecards (See annex 1) were created and feedbacks were communicated to the development team. The final DfE assessment (Annex 2) aggregated the material chemistry, disassembly, recyclability and recycled content scores for all modules and a scorecard for the final product was entered into Herman Miller’s material database for future reference. Each case was analyzed on a case-to-case basis; a final DfE score of at least 50% was typically required for product acceptance. Calculation of weight and scores were calculated using Exhibit 5 formulas and criteria (See annex 3a and 3b). The importance of these calculations was used to perform a material evaluation assessment. If final score were below 50%, the company would find alternate components that meet C2C protocol requirements or work with suppliers to find substitute inputs or completely new material. One of the major issues was the PVC material used for the arm-pad of the chair, it was classified as â€Å"red† material, and its final DfE score was 0% because of the toxins released during its manufacturing and disposal process. PVC is known to be extremely durable, scratch resistant, formable and cheap; but it doesn’t comply with the C2C protocol. Development engineers and supply chain group preferred PVC material because it was an inexpensive material and the tooling for the PVC arm pads had already been fabricated. Thermoplastic Urethane (TPU) was identified as an alternate and suitable material that meet the same product performance as PVC. Tests showed that TPU had acceptable quality characteristics and might be even more scratch resistance than PVC; however, raw material cost of TPU was twice of PCV and increased the cost of the arm pad assembly by approximately by 30%. To switch to TPU would cost over $100K in retooling or would try to modify the PVC tool to work with TPU. Modifications of the original tool were feasible, but it was unclear whether the part quality of the TPU arm pad skins would be consistent as the PVC skins. DfE team wanted to purse the use of TPU since it complies with C2C protocol. The closing loop of the Mirra chair was another relevant issue that concerned the company. Mirra team discussed several options of how to collect the recycling the material of the chair. Three basic options for collecting the chairs were identified: 1) Herman Miller could collect the chairs itself; 2) Retailers could collect them, 3) A third party company would collect them or 4) Customers could return the chairs to Herman Miller once they finished with their useful life or wanted to upgrade to newer chair models. If Herman Miller took the responsibility of collecting the used chairs, it would have to develop logistical support for handling the products coming back to the company. 4. Recommendations Based on environmental sustainability culture and the triple-bottom-line philosophy adopted by Herman Miller, I would recommend pressing forward with TPU material, which complies with C2C design protocol and continuous improvement policy of no inventory, no waste products and no waste parts and time. The company should promote a strong â€Å"PVC-free† marketing strategy to attract a bigger market share, taking into consideration that Mirra chair would be the most advanced and complete application of C2C protocol among competitors; and the first manufacturer to offer a product of its kind. Mirra chair project should be used as a base-line to determine the future of other Herman Miller’s products. If Mirra chair demonstrates to have a higher acceptance rate among customers, increased sales and elevated overall performance; the company should consider expanding its line of â€Å"green† products; or even switching from PVC products to PVC-free products over the course of the years. It is important to make a cost-benefit analysis comparing the two materials in order to have a better picture of the pros/cons and implications of any final determination. In addition, the company should hire a third party collector in order to avoid developing further logistical support and increase the cost for handling products coming back to the company at the end of its life cycle. 5. Conclusion Herman Miller’s corporate environmental goal was stated as to â€Å"become a sustainable business – manufacturing products without reducing the capacity of the environment to provide for future generations†. Therefore, final decision of pursuing PVC or TPU should be based corporate values and policies. The company needs to evaluate the possibility of the negative impact and consequences if it decides to launch a â€Å"green† product strategy but continues to include non-environmental friendly material on its products.

Mental Models/Mindsets Essay

This paper will describe the four steps to change the mental models of Beadworks. The first step is to recognize the power and limits of the models. The second step is to test the relevance of the mental models against changing environment and to generate new models. The third step is to overcome inhibitors such as lack of information, lack of trust, desire to hold on to old patterns, and the expectations of the others. The final step is to implement the model, assess the model and continuously strengthen the model (Crook, Wind, Gunther, 2005, p. xxiv). Beadworks has taken strategic planning internally and implemented a big change recently. Beadworks purchased Austin Hamilton (a beads and jewelry making supplier) to maximize customer profiling. In addition, before and after purchasing Austin Hamilton (AH), Beadworks had to recognize the power and limits of a mental model for maximizing profits. â€Å"Mental models are representations in the mind of real or imaginary situations. Scientists sometimes use the term â€Å"mental model† as a synonym for â€Å"mental representation†, but it has a narrower referent in the case of the theory of thinking and reasoning† (Kenneth Craik, 1945). Taking the theory of thinking, the owner of Beadworks had a mental model of having access to more clientele through the Austin Hamilton purchase earlier in 2008. A mental model represents a possibility. Mental models can also be constructed by imagination, perception and knowledge of discovery. Beadworks recognized opportunity with AH and succeeded to make the most mental models and apply them to grasp the potential of the new products Beadworks can use. â€Å"Usability is strongly tied to the extent to which a user’s mental model matches and predicts the action of a system.† (Nielsen, 1993). Thus, a way to explain Beadworks’ idea to purchase AH prior to actually purchasing it, was determine the outcome. A true statement that would show Beadworks more benefits in the final outcomes of obtaining another business would be; more customers were accessible to see the products Beadworks offered. Moreover, new products were introduced with innovational designs. Not to mention, long-term goals were made short-term due to higher level of supply and demand. After becoming familiar with mental models, it is important to understand the  need of change and relevance. A mental model or mindset can be similar to a decision making process where it is crucial to formulate solutions and identify alternatives. In this case, it can be compared to the process where the relevance of mental models is compared to the changing environment. From this, the next step is to create new models and develop an integrated portfolio of mental models or mindsets. Such decisions can help Beadworks greatly by realizing that there can be countless solutions or approaches to the same situation. â€Å"All growth is a leap in the dark, a spontaneous, unpremeditated act without benefit of experience† (Miller, 1960). The desire for change of mental models or mindsets can help generate greater success in a customer-centric mindset. Testing new approaches will reduce anti-growth correcting the common mistake of being outdated and obsolete. Only recently has Beadworks felt the ongoing pressure to test new approaches of mental models. The realization for need of innovation and competitive advantage has given the initiative for Beadworks to try new things. Once the relevance of the mental models is tested against the external factors which obstruct change then the internal factors are required to be tested. There a various internal factors such as lack of information, lack of trust, the desire to hold on to old patterns and the expectations of the others (Crook, Wind, Gunther, 2005, p. xxiv). One of the biggest challenges for Beadworks is to gather information and stay current on fashion and trends. The lack of information about the continuous updating fashion can result in loss in sales and loss in market share for the organization. One of the best ways to stay in business is to promote fashion with available products in hand and being innovative. However, this is not possible if an organization carries the desire to hold on to the old patterns. The designs or patterns require continuous change to stay with market trends. Beadworks have built trust amongst its customers in last few years by offering new products year after year. The only challenge now is to keep up the trust for its customers and its employees. Beadwork was able to take the challenge by acquiring the Austin Hamilton and offering better service to its customers with an option of direct purchase. When Beadworks purchased Austin Hamilton, we soon realized that the business model was based on weekly specials only. Austin Hamilton would only generate sales if a weekly flyer was sent out promoting a certain product or a certain discount if a specific amount of goods are purchased. This model had to be changed from revenue generated by weekly sales and promotions to a more stable business model where revenue is generated on a regular basis. The previous model worked fairly well for previous owner but with the transition to new ownership, sales were not stable and Beadworks was not accustomed to weekly promotions. Austin Hamilton products were over priced and that is why there would be weekly promotions, so customers would feel that they are saving money each week. To slowly transition to a new model, Beadworks had to modify the model for Austin Hamilton and involved a lot of trial and error. This paper described the four steps to change the mental models in Beadworks. The four steps were recognize, test, overcome, and implement the mindset models. Beadworks followed the four steps as discussed above in the paper successfully. At the end, the developed model was implemented and tested for errors and trials. References Johnson-Laird, P., & Byrne, R. (May 2000). Mental models website: A gentle introduction. Retrieved December 3, 2008, from http://www.tcd.ie/Psychology/Ruth_Byrne/mental_models/index.htmlNielsen, J. (1993). Mental models and usability. Retrieved December 5, 2008, from http://www.lauradove.info/reports/mental%20models.htmMiller, Henry. The Wisdom of the Heart,  ©1960 by Henry Miller. Reprintedby permission of New Directions Publishing Corp. Yoram (Jerry ) Wind and Colin Crook, with Robert Gunther. The Power of Impossible Thinking: Transform the Business of Your Life and the Life of Your Business, Prentice-Hall, 2005

John Woolman compared to William Bradford essays

John Woolman compared to William Bradford essays Thomas Morton was a lawyer in England who traveled to New England several times. He got sent back every time except the last time when he died in Maine. Morton viewed the New World as a suitable place to inhabit. Being a cavalier, Morton complied to the teachings of the King and Church in England. His writings served as a sort of promotion for the New World and he spoke of the Native Americans in Morton describes the Native Americans as being decent and modest around him, showing him respect. ...and this they wear to hide their secrets of nature...so much modesty they use in that particular... (p. 283) In a way, Morton praises the Native Americans for being civilized. He has respect for the way they presented themselves to him and how they acted around him. Morton speaks of the children and the way they respect their elders. He realizes that the way the Native Americans raise their children is somewhat similar to the way he would raise his own. The younger are always obedient unto the elder people, and at their commands in every respect without grumbling... (p. 284) I think Morton tries his hardest to present the Natives as good people and to ensure those back in England that the new World would be a great place to establish a new colony. Religion was important to Morton and his people at hoe and he includes that even though the Natives arent practicing the same religion as they, the Natives do have a Mortons approach to the new World was one out of respect. He did not fear the unknown, instead, he became their allies and spoke very highly of them. He tried his best to understand their ways and the things they did and he accepted them. He didnt shun them because they were different and unfamiliar. He went about describing them in a very dignified manner, giving them the same respect they William Bradford had a very dist...

ACOSTA Surname Meaning and Origin

ACOSTA Surname Meaning and Origin The Spanish and Portuguese surname Acosta originated as a name used to  refer to a person who lived on a riverbank or by the coast, or from the mountains (encostas). The name derives from the Portuguese da Costa, a cognate of English coast. Acosta is the 60th most common Spanish surname. Alternate Surname Spellings: COSTA, COSTAS, COSTES, DA COSTA, COSTE, COTE, LACOSTE, DELACOSTE, DELCOTE, CUESTA, COSTI Surname Origin: Spanish, Portuguese Where Do People With the ACOSTA Surname Live? According to  Forebears, Acosta is the 518th most common surname in the world. It is found most prevalently in Paraguay, where it ranks 14th in the nation, followed by Uruguay (16th), Argentina (20th), Cuba (27th), Dominican Republic (42nd), Venezuela (45th), Colombia (51st), Panama (73rd) and Mexico (78th).  Within Spain, Acosta is found most frequently in the Canary Islands, according to WorldNames PublicProfiler.  In the United States, the Acosta surname follows the patterns of most Hispanic surnames, being found most often in the states of Florida, Texas, California, Arizona, New Mexico, Nevada, Colorado, Illinois, New York, New Jersey, Vermont, and Connecticut. Acosta is also fairly common in eastern Canada, especially in Toronto and Quebec. Famous People With the ACOSTA Surname Joaquin Acosta -  19th-century Colombian explorer and writerMercedes de Acosta - American poet, playwright, and novelistCarlos Acosta - Cuban ballet dancerManny Acosta - Panamanian professional baseball playerHector Acosta - Dominican musician Genealogy Resources for the Surname ACOSTA 100 Most Common Spanish SurnamesHave you ever wondered about your Spanish last name and how it came to be? This article describes common Spanish naming patterns and explores the meaning and origins of 100 common Spanish surnames. How to Research Hispanic HeritageLearn how to get started researching  your Hispanic ancestors, including the basics of family tree research and country-specific organizations, genealogical records, and resources for Spain, Latin America, Mexico, Brazil, the Caribbean, and other Spanish speaking countries. Acosta Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as an Acosta family crest or coat of arms for the Acosta surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male-line descendants of the person to whom the coat of arms was originally granted.   The Acosta DNA Surname ProjectThe Acosta Family Project seeks to find common heritage through sharing of information and DNA testing. Any variant spellings of the Acosta surname are welcome to participate. ACOSTA Family Genealogy ForumThis free message board is focused on the descendants of Acosta ancestors around the world. Search past queries, or post a question of your own. FamilySearch - ACOSTA GenealogyAccess over 1.1 million free historical records and lineage-linked family trees posted for the Acosta surname and its variations on this free genealogy website hosted by the Church of Jesus Christ of Latter-day Saints. ACOSTA Surname Mailing ListThis free mailing list for researchers of the Acosta surname and its variations includes subscription details and searchable archives of past messages. Hosted by RootsWeb. DistantCousin.com - ACOSTA Genealogy Family HistoryExplore free databases and genealogy links for the last name Acosta. The Acosta Genealogy and Family Tree PageBrowse family trees and links to genealogical and historical records for individuals with the last name Acosta from the website of Genealogy Today. -References: Surname Meanings Origins Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David. Scottish Surnames. Collins Celtic (Pocket edition), 1998. Fucilla, Joseph. Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick, and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H. A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997. Back to Glossary of Surname Meanings Origins

Information Policy Essay Example | Topics and Well Written Essays - 250 words - 1

Information Policy - Essay Example All should protect copyrights especially by ISPs and the government. ISPs allow access to content, and, therefore, they must ensure that they do not promote piracy by supporting copyrights. I also agree that redirecting  a domain  is not sufficient, and the ICE should confiscate all servers and arrest domain owners that support piracy. Google does own YouTube, but both run on entirely different domains. Google and YouTube can both be easily shut down as they not top level domains. Top level domains are those that are owned by countries. Top level domains are protected by courts and cannot be shut down. Google is not a top level domain and can easily be shut down if it violates copyright law. However, the closure of a massive search giant like Google might vastly affect the internet. Copyright issues can easily be tracked through algorithms and digital signatures. Google already uses algorithms to track companies that violate copyright issues and blacklists them. Use of digital signature to accompany copyrighted products can protect copyrights. Programs are already in place to encode copyrighted materials with digital signatures. Materials without the signature are tracked to their source, and the pirates can then be apprehended. Post, D.  Are Internet domain names â€Å"property†?.  Washington Post. Retrieved 19 June 2015, from http://www.washingtonpost.com/news/volokh-conspiracy/wp/2014/08/01/are-internet-domain-names-property/ Post, D.  DC Court rules that Top-Level Domain not subject to seizure.  Washington Post. Retrieved 19 June 2015, from

Presentation of statistics using a frequency Research Paper

Presentation of statistics using a frequency - Research Paper Example It would be prudent to depict the same by means of Table 2.1 as shown below: Table 2.1: Use of frequency distribution in reporting data # Purpose Frequency distributions used 1 Duration of unemployment 27 weeks 2 Employment status by age 16-19 years, 16-17 years, 18-19 years, > 20 years, 20-24 years, >25 years, 25-54 years, 24-34 years, 35-44 years, 45-54 years, >55 years, 16 years and over, 20 years and over, 16-64 years,>65 years (many mutually inclusive ranges, used differently at different places) 3 Employment status by education level Less than high school, High school but no college, Some college or associate degree, Bachelor’s degree & higher (Qualitative ranges) 4 †¦. 3. Conclusions drawn The major conclusion drawn from this study was that the number of unemployed persons in August was 14 million, almost the same as previous month. Also the unemployment rate stood at 9.1%. Frequency distributions had a role to play in other conclusions. It was concluded that the n umber of long term unemployed (>27 weeks duration) was 42.9% of the total unemployed. The unemployment rates for adult men (18 and over), adult women (18 and over) and teenagers (16-19) showed little monthly changes. Also as expected the unemployment rate was inversely proportional to the level of education of a person. 4. Scales of measurement Table 4.1 gives a snapshot of the important variables and the scales of measurement used for them. Table 4.1: Scales of Measurement of Variables # Variable Scale of Measurement 1 Population Ratio 2 Number of Employed / Unemployed Ratio 3 Unemployment rate Ratio 4 Age Interval 5 Education Interval 6 Duration of unemployment Interval 7 Type of industry Nominal 8 Race of population Nominal 9 Veteran status Nominal 10 Class of workers Nominal 11 Occupation Nominal 12 †¦. 5. Effectiveness of the presentation The presentation of employment data gives a comprehensive view of the unemployment status in U.S.. The data has been segregated form all practical dimensions and categories. The use of frequency distributions for education and duration of employment seems appropriate. However, for age, many frequency distributions have been used at multiple places. Many of these frequency ranges are mutually inclusive. This leads to a lot of confusion for the viewers of the report. The ranges for age need to be standardized in order to present a clear picture of employment status by age. In addition to this, there is another scope for improvement in the report. It is in terms of representing numbers through bar graphs and pie charts. This would help the viewer in getting a quick snapshot of the numbers and percentages rather than current process where various tables need to be scanned through to come to a conclusion. 6. References The Employment Situation - August 2011. (2011). News Release. Bureau of labor Statistics. U.S. Department of Labor. Retrieved 14 September, 2011 from