Nursing Socialization Essay

Abstract In this paper you will learn about socialization of nursing and the important role that it plays in staff retention. The goal of business’s that employee nurses are to not only retain staff but to keep them happy and satisfied as well. I have included several examples of how to do this. I have also included examples of the attitudes and values of a well socialized nurse and how this affects not only the nurse herself but her coworkers as well. The importance of a well trained, encouraging preceptor and the role this person plays in staff retention is also discussed. Without the preceptor and her positive role it can be very difficult to retain staff. Employers are constantly looking for new ways to keep staff happy, that is discussed in detail in this paper. New nurse’s often feel overwhelmed and it is the duty of senior nurses to help them feel comfortable and â€Å"part of the family†. Socialization into Nursing Socialization into nursing is a concept that is discussed throughout nursing journals, textbooks, colleges, and amongst nurse’s themselves. It is often discussed in nursing classes and is a concern with each new class of graduates coming out of nursing school in the next phase of their careers. The first year of employment is the most critical for all new graduates. It is exciting and new but can also be intimidating and overwhelming as well. This is a time when new nurses will depend on their senior coworkers more than ever. Socialization to professional nursing is an interactive process that begins in the educational setting and continues throughout one’s nursing career. (Creasia & Friberg, 2011, p. 44) Socialization is defined as the process of making someone ready for a particular societal role. It is described as â€Å"a person acquiring values, skills, behaviors, and norms appropriate to nursing practice†. (Creasia & Friberg, 2011, p. 44) Nurses have to adapt to their changing roles within an organization. Nurses can make choices from a multitude of positions within the nursing profession ranging from jobs at the bedside to research to management. Success is most often achieved when nurses feel competent and are accepted as team members by their colleagues. It is of the utmost importance that the healthcare organization has an organized and effective orientation and preceptor program. It is not only important for the new graduate to be competent, but also to be included amongst the other members of the team. The preceptor should be available to the new nurse to answer questions, guide, and to help the new nurse to integrate herself with the current staff. It is important for the preceptor to be â€Å"nurturing† to the new nurse so they can begin to feel comfortable on the unit (Reising, 2009, p. 22). The preceptor is here to help the new nurse become accepted by others, provide confidence, teach and build confi dence. As a clinical coordinator on a busy oncology unit, I have experienced the difficulty associated with a lack of socialization with new graduate nurses. At times the new nurse feels uncomfortable and excluded. With the new staffing grid (showing a higher patient to nurse ratio) senior staff often feel overwhelmed and â€Å"too busy† to preceptor properly. The preceptor needs to have the time to cultivate and socialize the new nurse into his/her career. If this does not happen the nurse begins to feel unsupported and unwelcome as part of the team. These employees never become included and look for new employment in a short period of time. Socialization can commence with something as simple as checking blood with another nurse or helping the nurse start an IV. It is important for the new nurse to feel that his/her opinion is being heard and matters. All nurses, senior or new, desire to be a valued member of the team. The average new nurse on the Oncology unit is overwhelmed with the demands of caring for a patient that is often in pain, nauseated, needs blood and has numerous other needs. It is important for the new nurse to be supported when learning how to delegate to others. It is vital to the new nurse that the patient care team is ready to assist and offer encouragement. Lack of support can discourage open communication and can cause patient care to suffer. If the work environment does not encourage socialization of the nurse it can lead to high nurse turnover, poor patient outcomes, and excessive cost to the organization to hire and train for vacancies. Retaining new Registered Nurses can be particularly cost effective if preceptor properly and can save an organization from $82,000 to $88,000 per RN (Pellico, Kovner, & Brewer, 2009, para. 3). Socialization is a lifelong process that continues throughout the career of a nurse. As the new nurse progresses they begin to function more independently and reflect upon the changes they feel with their coworkers and preceptor. (Reising, 2009, p. 23) In each different role the socialization of the nurse is a little different. As a bedside nurse, it is important to learn basic tasks and time management, it is vital to focus on patient safety and work as a team member. If the nurse grows and moves up the ranks and assumes a leadership position he/she will try to gain support of peers and subordinates. The nurse leader will work to earn respect and learn to engage employees. Each nurse will be socialized based on his/her present job description. As a nurse for over 5 years now and working at the bedside and as a clinical coordinator I have experienced many different levels of socialization. From the first day of nursing school I reached different milestones that prepared me for the culture in healthcare organizations. Orientation prepared me for the interpersonal relationships I would develop and as I gained experience those relationships strengthened. As I grew into my new profession and tried new roles, I began to use my strengths to excel and my confidence increased. I knew what questions to ask and how to answer questions that were asked of me. I began to feel comfortable in my surrounding and knew who I could count on to help me clinically and to lend support. I pride myself in now offering my knowledge to new nurses, to assisting them in feeling welcome and comfortable. I know that I cannot do what I do every day alone. I need coworkers that are willing to work together and know that it is the responsibility of every nurse to embrace the new nurse and give her the support she needs to love her profession. I also remember what I feared as a new nurse and I hope that I can help alleviate those fears as I take an inexperienced caregiver under my wing. Nobody knows what the future holds for your career as an RN. The new nurse that you may have mentored and taught may be teaching you a thing or two in the future. That is the great thing about nursing. Nurses grow and the profession changes. Always be kind to those that need you because chances are you will need them too! References Creasia, J. L., & Friberg, E. E. (2011). Conceptual Foundations (5th ed.). St. Louis, MI: Elsevier Mosby. Pellico, L. H., Kovner, C. T., & Brewer, C. S. (2009, November 2). Moving On, Up, or Out: Changing Work Needs of New RNs at Different Stages of Their Beginning Nursing Practice. The Online Journal of Issues in Nursing. Retrieved from www.nursingworld.org/mainmenucategories/anamarketplace/anaperidocials/OJIN Reising, D. L. (2009). Early Socialization of New Critical Care Nurses. American Journal of Critical Care, 11, 19-26. Retrieved from ajcc.aacnjournals.org

Oranges and Fair Trade Essay

In both poems â€Å"Oranges† and â€Å"Fair Trade† by Gary Soto, the author explores the recurring theme of compassion and pride. Both poems have several ways to show the theme. The poem â€Å"Oranges† is about young love and knowing how it once felt. At the beginning of the poem, I get the sense that the boy is a little apprehensive in meeting his girl as he states, â€Å"Cold and weighted down / with two oranges in my jacket. † Certainly two oranges aren’t going to weigh anyone down, therefore the image described must be the nervousness along with the anticipation of seeing meeting her. As I walked toward / her house, the one whose / porch light burned yellow / night and day, in any weather,† tells me about his burning passion for her. â€Å"She came out pulling / at her gloves, face bright / with rouge,† tells me that she is also excited to see him and that she is either blushing or has applied some makeup in the manner a young inexperienced woman would. As she comes out of her house, some of that nervousness exits him because he smiles and even has the courage to touch her shoulder. The line about the â€Å"used car lot† and â€Å"newly planted trees† is imagery about his reality and what kind of life he lives. As they enter into the drugstore and look at the candies, the boy is probably feeling for the first time a sense of maturity as he asks her what she wanted; because he’s able to buy her something. â€Å"The lady’s eyes met mine, / and held them, knowing / very well what it was all / about. † The imagery here provides some tension for the reader: â€Å"Will the boy ask the girl to change her selection? Will the saleslady demand cash or no sale? Although his courage is impressive, the risk was also a safe and intelligent bet: If the saleslady had refused to honor his orange for payment, he would still have the two oranges to share with the girl on their way home. The oranges give the narrator â€Å"weight† and importance, and then they became a medium of exchange used to buy the candy. â€Å"I took my girl’s hand / in mine for two blocks,† The boy’s reference to the girl as â€Å"my girl,† shows that he now feels in control. The boy proves himself and impresses the girl, which was the goal in the first place, and he is rewarded for his bravery by being allowed to hold her hand on the walk home. As the narrator describes â€Å"I peeled my orange / that was so bright against / the gray of December / that, from some distance, / someone might have thought / I was making a fire in my hands,† symbolizes the new energy of confidence he has in himself, as well as his increased affection for his girl. As a result, the imagery in this poem reflects the boy’s struggle in life from adolescence to adulthood. The poem â€Å"Fair Trade† is about money, pride, and sympathy. The title gave off an aura of sarcasm as he states, â€Å"she said, â€Å"Dollar thirty,† / I thought, No meat or butter. It wasn’t really a fair trade, because a dollar thirty for two slices of bread is quite expensive at his time. Neither did the waitress offered meat nor butter. â€Å"The man / hesitated, then fumbled for / coins from his pocket,† tells me that the man is poor, because he wouldn’t have been taken aback if he have lots of cash. Only the narrator sympathize the Mexican man as he states, â€Å"I stabbed the carrots, / hurting for this man. † I conclude that the bread may not have satisfied the man because he didn’t leave anything on his plate. At the end of the poem, the narrator tells us that the experience had left him a mark, that he wouldn’t forget the memory of that day. The images of the poem reflect the Mexican man’s pride and the narrator’s compassion towards him. Both poems teach us the same lesson; â€Å"Compassion comes from seeing others struggle. † The poems’ similarities are that they both have people who show sympathetic pity and concern to others. In the poem â€Å"Oranges,† the narrator describes compassion by his own experience, how pride affected him. On the other hand, the poem â€Å"Fair Trade,† describes the narrator’s interpretation of pride.

Mothies Comparison Movie Review Example | Topics and Well Written Essays - 750 words

Mothies Comparison - Movie Review Example Pride and Prejudice penned by Jane Austen, based on the contemporary writing has achieved a huge success and is still under awe by various writers. Bridget Jones's Diary is an aptly justified adaptation of it. The most endearing and realistic characters and events have been screened in the movies with similar names. Both the movies have brought forth the similarities along with huge disparities, reinforcing the similarities all the more. It is evidently clear that Helen Fielding is great admirer of Austen's work and the replicated work is also intentional. These had an outstanding response as it seems very close to the common man depicting middle class life-like friendships, gossips, searching "Mr. Right" and false pride. Apart from the two movies there have been seen the up coming of several other movies with similar subjects "Sense and Sensibility", "Mansfield Park" , "The Edge of Reason" are a few among them.Talking of the similarities between the two movies based on the novels Pr ide and Prejudice and Bridget Jones's Diary would take lots of pages with numerous similar characters and construction of discourses as well. Starting with the theme, husband hunting was the foremost theme of the movies which led to various events. "Both are smart, sassy, and thoroughly enjoyable, and features one of the most endearing and believable characters." The heroes of the two bear significant resemblance to each other, being proud of their class. Both think the heroines to be less than beautiful to tempt them and find themselves falling in love with the least suitable women around with the course of events. Bridget also overhears Mark Darcy calling her "verbally incontinent spinster" while Darcy comments that Elizabeth isn't "handsome enough". Bridget on close look resembles to Austin's Elizabeth Bennet too. Both make false impressions about the protagonists in the beginning. The names 'Pemberley' and Darcy are also repeated in both the novels. Bridget works with the press named Pemberley Press while Mr. Darcy owns Pemberley estate and Darcy is the name of the hero in both the novels. The introductory note of Pride and Prejudice - "It is a truth universally acknowledged that a single man in possession of a good fortune must be in want of a wife." - is similar to the dialogue of Bridget as she halts at a mall to see her mother and says, , "It is a truth universally acknowledged that as soon as one part of your life starts looking up, another part falls to pieces." But in Pride and Prejudice it is not the blonde who is favored, but the beautiful brunette, Elizabeth Bennet, who is lovely and certainly a woman worth fighting over. ................ woman worth fighting over." Ranson - Polizzotti, Sadi. Blog Critics. 17 August. 2005. Mr. Darcy changes in Pride and Prejudice while Mark Darcy doesn't. He has a conversation with Elizabeth to solve the misunderstanding while Mark Darcy tells Bridget that he loves her the way she is which promises happy ending for both. The movies also have a striking equity with the roles of Mr. Darcy and Mark Darcy played by the actor, Colin Firth. The production team of the movies were influenced by the actor who himself belongs to the elite class and has projected the role without any scar in it. And the main reasons for repetition of the same discourse in several movies are the timelessness of the theme, real-life characters and importance of good life partner which can never be changed. Towards the end, watching both the movies, I would like to say that one should overcome the false notions of superiority interfering true love. The films are true classics and ageless fables close to every commoner. Changes are made and will be made with time but the essence is too strong to rule the hearts

Choice of Accounting as a Career Essay Example | Topics and Well Written Essays - 7500 words

Choice of Accounting as a Career - Essay Example This essay declares that the role of accountants in the industries have changed significantly but the previous researches reveal that information about the same have not reached young career aspirants whereby the old perceptions about accounting profession as a non-innovative, non-technical and boring profession still prevails. These researches further add that while lucrative pay packets & job security have led to more aspirants choosing accounting majors, the gap in communication about the duties & responsibilities about accounting profession may lead to major surprises by students in the industry thus resulting in risks of drop outs & change of profession. This paper makes a conclusion that tThe modern industry requires large number of good quality accountants and the supply is still alarmingly inadequate. In this context, a short survey has been carried out to assess the level of awareness about accounting profession among young career aspirants and the factors that motivate them to choose accounting as their career. It was observed that unlike the outcome of some researches carried out in the early years of this millennium, the awareness about accounting profession among students is very high given that at very early stage of their education they are very clear about choosing accounting as their profession and also about the professional qualification that they aspire to achieve to nurture their respective careers in accounting.

Cis 331 Assignment Example | Topics and Well Written Essays - 500 words

Cis 331 - Assignment Example The alternative method will be reasonable and less expensive. Towing of the ice will increase the amount of fresh water in the city. It will contribute to the development of the country since a lot of resources will be saved and hence used in other activities as discussed in Adams (2001). What information can be brought to bear? Adams (2001) states that we can bear in mind that since water expands upon freezing, 1 cubic meter of ice construct only 0.85 cubic meter of water. The volume of an iceberg ranges from about 500,000 cubic meters to more than 10 million cubic meters. Spherical icebergs shrink over a day at a given distance from the pole and at the given towing speed. The fuel cost used will depend on the size of the icebergs. Submerged portion of an iceberg melt slower than the visible part which changes its size. What can we ask the client? Is the method of any benefit to the city? How long will it take for the project to complete? By how much is the proposed method efficient over the current method? Are there similar questions? Yes; what are some of the factors that manipulate the economics of such scheme? What are the disadvantages of this method? Formulate one or more problem statements. Adams (2001) argues that spherical iceberg would lose about 0.2 meter of radius per day during transport, this amount increases with the rate of towing and the expanse from the pole. Fuel costs for tow boats depend on various factors; the size of the boat, the speed and the volume of the iceberg being towed. There are differences in rental costs and capacities of towing vessels. Large icebergs will provide more water, but they may take longer and cost more to transport. Small icebergs provide less water but may be more able to move. It is difficult to prove which size to work with; the ice could melt before it reaches its destination hence making to reach to a loss. What are the decisions,

Photosynthesis Lab Report Example | Topics and Well Written Essays - 500 words - 1

Photosynthesis - Lab Report Example In table 1 above figure 1, the rate leaves floats with time indicating that photosynthesis is taking place in the presence of lit. This can be seen with the upward sloping curve. On the other hand, in figure 2, the leaves are sinking gradually due to absence of photosynthesis as a result of no light. This can be seen from the down sloping curve. In the table 2 above light is present hence photosynthesis will take place but at higher rate with 0.4% of bicarbonate which produces more carbon (IV) oxide than 0.2% concentration hence the observed higher rate of floating in 0.4%. However at a certain time, rate of photosynthesis reaches optimum point indicated by 10 floats which is the maximum. The following conclusive results would be made out of this experiment.The leaves disks are able to undertake photosynthesis in water as they use dissolved carbon (IV) oxide and oxygen also for respiration. This is why the experiment was able to be successful in water. It is also worth to note that rate of photosynthesis is influenced by carbon (IV) oxide supply as indicated by the higher rates in floats by 0.4% of bicarbonate more than 0.2%. It can also be noted that rate of leaves disks were higher in the presence of light than darkness from the observations above proving that light is necessity for photosynthesis holding other factors

Female Rural-urban Immigration in China Research Paper

Female Rural-urban Immigration in China - Research Paper Example The main reason why China aimed at establishing such a market system is to enable links to rural, urban, domestic as well as international markets. The intended market system would also promote the efficient resource allocation (Meng, 77). The establishment of a security system would ensure social stability as well as the development of the economy. In 1997, the Chinese government emphasized on the importance of private sectors in the social economy of China with the claim that they encourage the profitability of factors of production such as capital, labor and technology. It was until 2001 when major achievements were realized in the various fields and reforms were then running smoothly. At the present China has established a market system that plays the role of ensuring efficient allocation of resources. Future plan include establishing a fully developed market economy by the year 2020 (Meng, 78). As an already developed country, China’s economy is now characterized by huge infrastructural developments such as roads and industries. It is also characterized by advanced technology which has come to replace human labor in their work places, good education and health facilities whose working conditions are hygienic. Workers in various institutions in the country especially in the urban areas are paid high wages. Roads, industries, agriculture and health facilities such as pharmaceuticals all contribute to the Gross Domestic Product of China which is continuing to increase. Population increase has also been realized in China. Population statistics of China indicate that the female population is less than the male population. Over the past decades, birth rates included eighty girls out of... This paper stresses that the major elements included in the reform of China’s economy included: agricultural sector, enterprises owned by the state, price system, financial sector, infrastructure and the welfare system at large. As from 1984, the restructuring of the China economy was moved from rural regions to the urban areas. The major aspects in the reform of the economy in China included developing the economic elements while placing the economy’s public sector in a major position. The requirements of the market economy had to be met and this had to be strictly ensured by changing the enterprises owned by the state to fit in the modern system of enterprise. The main reason why China aimed at establishing such a market system is to enable links to rural, urban, domestic as well as international markets. This essay declares that migration in China before 1978 was rampant and this resulted to high population flows especially in the urban areas. Population movement then became an issue of concern by the Chinese Government. After the Chinese war, most people were moved back to their villages and other moved to cities to look for jobs. Urban cities were magnets for the rural residents who aimed at benefiting from the state. Later, the Government realized that there were a huge number of people moving into cities and it criticized the blind population flow. Later on, the government introduced the Ho Kou system which checked and regulated the movement of people.

B2B Marketing Essay Example | Topics and Well Written Essays - 2500 words - 1

B2B Marketing - Essay Example It is a slowdown activity over a long period of time. In the period of recession, the unemployment rate and bankruptcies rise. In every business life cycle, the growth of the industry is measured through the measures like employment generation, Gross Domestic Product (GDP), capacity utilization, investment spending, household incomes, and inflation and business profits. Recessions are believed to be originated by extensive drop in spending. Governments respond to this stage by taking expansionary macroeconomic policies, such as increasing money supply, decreasing taxation and increasing government spending (INSEAD, 2009). B2B (Business to business) marketing or Industrial marketing is a marketing concept where one company deals their products and services with another company. It is a different marketing approach from B2C (business to customer) marketing where in a company sales its product directly to the end customers. The activity of marketing is generally divided into four important activities. They are product, price, place and promotion. The marketing managers of each business have to concentrate on these four activities (also known as 4P’s) to sustain in this dynamic world. For the first P, the managers should be looking forward on product quality, brand name, accessories, warranty and services among other things. In price part, managers should go through the price discrimination, price flexibility, bundling, cash and payment system, seasonal pricing etc. On the other hand, distribution channel, transportation and warehousing are the three main aspects for the place segment of marketing mix and lastly in promotional part manager should focus on public relation and publicity. Product - ECS has three main services namely media services, advertising and marketing services. The company acts as a third part service provides and has clients from the domain of theme parks, universities, garden

The Credit Crunch Literature review Example | Topics and Well Written Essays - 1000 words

The Credit Crunch - Literature review Example Due to its major significance, the term was included in the latest edition of the Concise Oxford English Dictionary, meaning "an economic condition in which it suddenly becomes difficult and expensive to borrow money" (Oxford University Press,n.d.). A credit crunch is characterized by a shortage of funds in the credit market, resulting in decreased possibilities for credit agreements and increased levels of official interest rates. Economist John Hull (2009) argues that the origins of the credit crunch (which started in the US) can be found in the housing market. "The U.S government was keen to encourage home ownership. Interest rates were low. Mortgage brokers and mortgage lenders found it attractive to do more business by relaxing their lending standards () Banks thought the "good times" would continue and () chose to ignore the housing bubble..." Simply put, people were spending more money than they actually had - an inconsistency that grows into what economists call a "bubble" - the inflation of global property prices. A vicious circle is formed - prices rise, causing the number of credits to rise as well, which in turn makes prices rise even more. At some point, a large number of credits started to default. Property prices began to drop and so the "bubble" burst. On a related note, Mizen (2008, p. 564) points out that the most recent credit crunch was preceded by a prosperous period, which generated a certain degree of carelessness throughout the economy. "Financial innovation had () introduced greater complexity, higher leverage, and weaker underlying assets based on subprime mortgages." Mizen defines a subprime mortgage as a riskier bank product - a loan given to a person with non-standard income or credit profile, which was often mispriced. They provide good returns, compared to other asset classes, and therefore receive high ratings. However, they are not as safe as they seemed because they are tied to house prices. When prices drop, foreclosures becom e more frequent. Losses escalated and banks took measures by lowering credit availability. White (2008, p. 2-3) states that "Borrowers with inadequate income relative to their debts, many of whom had either counted on being able to borrow against a higher house value in the future in order to help them meet their monthly mortgage payments, or on being able to "flip" the property at a price that would more than repay their mortgage, began to default. Default rates on nonprime mortgages rose to unexpected highs. The high risk on the mortgages came back to bite mortgage holders, the financial institutions to whom the monthly payments were owed. Financial institutions that had stocked up on junk mortgages and junk-mortgage-backed securities found their stock prices dropping. The worst cases, like Countrywide Financial, the investment banks Lehman Brothers and Merrill Lynch, and the government-sponsored mortgage purchasers Fannie Mae and Freddie Mac, went broke or had to find a last-minu te purchaser to avoid bankruptcy."

A Critical Discussion on the Issue of Gay Marriage Essay

A Critical Discussion on the Issue of Gay Marriage - Essay Example For the purpose of arguments, the term traditional marriage will represent a marriage between consenting adults of opposite genders, and the term gay marriage will relate to male/male, female/female as well as transgender marriage. One could argue that the majority of arguments against gay marriage are moralistic in nature. The first such example is those gay relationships and by extension gay marriage are forbidden by most religious texts. By contrast, traditional marriages are held up as the preferred model using religious texts. According to Eckholm (2011), it was identified that homosexuality in regards to the Christian faith was not in accordance with God's law on sexual morality. Some people who oppose gay marriage would do so because they differentiate between religious and civil unions. As such, some people only recognize religious unions and in specific terms oppose the idea of the state overseeing and approving marriages. As gay relationships are forbidden in religious text s then gay marriage would represent a sort of sacrilege and people who adhere to a religious lifestyle may oppose gay marriages for this reason. ... From this perspective, it could also be argued that gay marriages represent a sort of slippery slope that will ultimately lead to the destruction of traditional marriages and by extension the collapse of 'traditional' society. The reasoning behind this argument is that in the eyes of some people who oppose gay marriage, the very institution of traditional marriage is for couples to raise children in a wholesome family-oriented environment, and these children go on to live productive lives and raise children of their own (Presumably also in a wholesome family environment). As is the case that gay couples cannot conceive children on their own, then gay marriage will be built on a foundation that is not considered traditional. As such some people who oppose gay marriage would do so as a means of preserving traditional societal norms.  

Comparing IFRS To GAAP Paper Essay Example for Free

Comparing IFRS To GAAP Paper Essay There are several differences between the International Financial Reporting Standards (IFRS) and the U.S. Generally Accepted Accounting Principles (GAAP). The IFRS is considered more of a principles based accounting standard in contrast to U.S. GAAP which is considered more rules based. By being more principles based, IFRS, arguably, represents and captures the economics of a transaction better than U.S. GAAP. As a team me collaborated to answer the following seven questions. IFRS 2-1: In what ways does the format of a statement of financial of position under IFRS often differ from a balance sheet presented under GAAP? IFRS does not mandate a specific order or classification of accounts on the statement of financial position. In most cases, companies report assets in reverse order of liquidity. An example of the order of accounts on the statement of financial position is as follows: Long Term Assets Current Assets Shareholder Equity Long Term Liabilities Current Liabilities GAAP specifically requires that all accounts be ordered based on their degree of liquidity. Therefore, cash is usually reported first and non-current assets will be reported last. Below is an example of the order typically found on a GAAP balance sheet: Current Assets Long Term Assets Current Liabilities Long Term Liabilities Shareholder Equity IFRS 2-2: Do the IFRS and GAAP conceptual frameworks differ in terms of the objective of financial reporting? Explain. No, GAAP and IFRS maintain very similar viewpoints on the objectivity of financial data. Both of these authoritative bodies agree that financial reporting data should be relevant and faithfully represented. Information that is relevant is anything that could be viewed as useful in the eyes of an investor, creditor, or regulator. Information that is faithfully represented should conform to  industry standards and any estimates should be conservative in nature. IFRS 2-3: What terms commonly used under IFRS is synonymous with common stock and balance sheet? Balance Sheet is synonymous with the â€Å"Statement of Financial Position† and Common Stock is typically labeled as â€Å"Share Capital Ordinary† on IFRS financial statements. IFRS 3-1: Describe some of the issues the SEC must consider in deciding whether the United States should adopt IFRS. The SEC has several aspects to consider when it comes to the adoption of IFRS in the United States. First, the SEC should consider the overall costs impact this will have on businesses. It is likely that it would cost billions of dollars in new reporting expenses for U.S corporations to implement IFRS. It would also require accounting firms to vastly change their education requirements. Second, the SEC’s main job is to protect investors from fraud on public exchanges. The commission must determine whether IFRS does a better job of protecting investors from unlawful activity. IFRS 4-1: Compare and contrast the rules regarding revenue recognition under IFRS versus GAAP. Under GAAP, it is possible to use cash-basis or accrual basis accounting for revenue recognition. Under cash basis, revenue is recognized with payment is received. Under accrual basis, revenue is recognized when it becomes economically significant. GAAP has specific requirements for various industries on when an event qualifies to be recognized as revenue. IFRS has fewer requirements on revenue recognition, but follows the same basic principle of economic significance. Revenue can be recorded when t is probable that any future economic benefit associated with the item of revenue will flow to the entity and it can be measured reliably. IFRS 4-2: Under IFRS, do the definitions of revenues and expenses include gains and losses? Explain. Under IFRS, revenue is used to describe the total amount of economic benefits arising from the ordinary operating activities of a business. Therefore, it does not include non-operating gains. This principle applies equally to expenses, which do not include losses from non-operating activities. FRS 7-1: Some people argue that the internal control requirements of the Sarbanes-Oxley Act (SOX) put U.S. companies at a competitive disadvantage to companies outside the United States. Discuss the competitive implications (both pros and cons) of SOX. When it was implemented in 2002, SOX created an array of new reporting requirements for publically traded companies. While it is true that this costs American  businesses additional capital in compliance expenses, it also creates a more stable financial system. The major frauds of Enron and WorldCom were much more damaging the financial system. Overall, it reduces the risks for investors in public companies and encourages foreign direct investment. After all of the information was gathered, I could say that I have a much better understanding of the differences between the International Financial Reporting Standards (IFRS) and the U.S. Generally Accepted Accounting Principles (GAAP). References: Terms Synonymous with Common Stock and Balance Sheet – IFRS2-3. (n.d.). Retrieved January 16, 2015, from http://octotutor.com/terms-synonymous-with-common-stock-and-balance-sheet-ifrs2-3/ Still in flux: Future of IFRS in U.S. remains unclear after SEC report. (n.d.). Retrieved January 16, 2015, from http://www.journalofaccountancy.com/Issues/2012/Sep/20126059.htm

Ashley Fields Disseration Essay Example for Free

Ashley Fields Disseration Essay Ashley Floyd Fields This dissertation examines the concept of intuition in decision-making by means of a Literature Review and a study of measures within organizations. In the Literature Review, the nature and experience of the use of intuitive skills and abilities will be examined and discussed. Research questions regarding the relationship between intuitive-type thought processes and methods of thinking and decision-making are considered. Finally, the Literature Review will explore rational and non-logical processing styles in decision-making and the organizational positioning which call for an intuitive approach. Using a survey instrument, the study will examine group differences in measures for individuals having various positions and functions within a variety of organizations. Dr. Gary Salton’s Organizational Engineering concepts (Salton, 1996) which are consistent with the concept of intuition, provide the focus of this study. Organizational Engineering differs from other theories by looking at intuition as a phenomenon arising naturally from the information processing and decision-making methods and modes employed by individuals. The research question is: Do various combinations of method and mode produce results that are consistent with the findings other researchers have attributed to intuition? The research question was tested by five interrelated hypotheses. Three hypotheses were designed to examine both the Reactive Stimulator and Relational Innovator style component and their proposed relationship to hierarchy. In addition, two hypotheses were designed to test Research Development, Information Technology, and Customer Service for the relative level of intuition required to discharge these functional responsibilities effectively. All of the study hypotheses were found to perform as anticipated at a very high level of significance. However, in Hypothesis 2, the level of Reactive Stimulator did vary systematically within leadership ranks. Ashley Floyd Fields In fact, individuals using an unpatterned method (organization of data being input) and a thought and/or action mode (character of intended output) would arrive at decision options which would not appear to follow any of the standard, logical, and/or existing processes. Thus, an outside observer would tend to attribute the unexpected idea as arising from some sort of insight process founded on intuition. ACKNOWLEDGEMENTS While writing this dissertation, I continually thought of its beginning, when, in an intuitive moment, I decided to research the use of rational and non-rational thought processing within organizations. I believed then, and especially now, the topic would provide significant insight to the behavior within organizations at the individual, group and organizational levels. The process I have gone through is not unlike what happens today in organizations. At various stages of development, I received a spectrum of responses, both encouraging and challenging. What I thought was â€Å"cutting edge† research many times felt like â€Å"bleeding edge† because one of the characteristics associated with intuition is the inability to fully explain how you arrived at the answer being professed. Fortunately, as happens in organizations, knowledgeable individuals stepped forward and supported going forward with the research. At this time, I would like to gratefully acknowledge my committee members: Dr. Ron Fetzer, Dr. William Snow, Dr. Bill Harrington, and Dr. Joe Balloun. For anyone who has been or is currently in a doctoral program, you know words are inadequate to express appreciation for people who have dedicated themselves so that others, like myself, could achieve such a significant milestone as the completion of the research process. Another critical and crucial supporter of this work is Dr. Gary Salton. Dr. Salton exemplifies the intuitive practitioner who, years ago, began developing the concept of Organizational Engineering and compiling the database which became the basis for this research. His unselfish contributions enable us all to benefit from organizational insights to this research which can facilitate new methods and better results at all levels for organizational workers. Also during the course of researching and writing this dissertation, I have been blessed to have discussed this work personally with individuals well known in the fields of business, organizational development, and change management. I wish to thank the following people whose conversations were both encouraging and enlightening: Dr. Weston Agor, Dr. Bill Taggart, Patricia Aburdene, Dr. Charles Garfield, Dr. Elliott Jaques, Dr. Warren Bennis, and Sharon Franquemont. In addition, I wish to thank the individuals who have assisted me in various ways over the years. Lest I should unintentionally leave one or two out, I say to them sincerely â€Å"Much Thanks†. Without you I know I would not have made it. As you read this, you will know in your hearts and minds who you are. Last but not least, I would like to express my love and appreciation for my family, who have sacrificed time and resources during both the course of study and the writing of this dissertation: To my loving and supportive wife, Sharon, who wanted me to finish as much as I did; to my children, Whitney and Geoffrey, who wondered if they would graduate high school before I completed my course of study; and to my parents who, â€Å"May They Rest in Peace†, did not live to see this moment in time, at least not from here on earth. TABLE OF CONTENTS Page List of Tables List of Figures Chapter 1. INTRODUCTION Purpose of the Study Significance of the Study Theory/Aspect of Theory Being Tested Research Question Definition of Terms Overview of Total Research Study 2. LITERATURE REVIEW Definition of Intuition Major Theorists Researchers Management Oriented Research 28 Instrumentation Summary 3. METHODOLOGY Variables Relational Innovator Dimension: Hypothesis 1 Reactive Stimulator Dimension: Hypothesis 2 Organizational Level: Hypothesis 3 Relational Innovator/ Reactive Stimulator: Hypothesis 4 Hypothetical Analyzer/ Logical Processor: Hypothesis 5 I-OPTTM Instrument Database Subjects Population Instrument Design Validity and Reliability of the Instrument Data Analysis Environment Summary 4. ANALYSIS AND PRESENTATION OF FINDINGS Hypothesis One Hypothesis Two Hypothesis Three 1 1 1 2 7 7 8 9 9 10 18 40 42 44 44 44 45 46 47 48 49 50 54 55 55 57 59 59 60 60 63 67 ix xiÃ'Ž Hypothesis Four Hypothesis Five Summary 5. SUMMARY AND CONCLUSIONS Overview of Significant Findings Limitations of this Study Implications for Human Resource Management Professionals Recommendations for Future Research Conclusions Appendix A. I-OPTTM SURVEY B. THE VALIDITY AND RELIABILITY OF ORGANIZATIONAL ENGINEERING INSTRUMENTATION AND METHODOLOGY C. PERMISSION LETTER D. CLASSIFICATION OF HIERARCHICAL LEVELS REFERENCES CITED BIBLIOGRAPHY 73 78 82 83 83 85 85 88 90 91 93 96 98 101 108 LIST OF TABLES Table 1. 2. 3. 4. 5. 6. 7. 8. 9. 10A. 10B. 11. 12. 13. 14A. 14B. 15. 16. 17A. 17B. 18. 19. 20A. Instruments Measuring Intuition Examples of Work Groups in the Database Types of Industries/Areas Included in Database Organizational Distribution of Experts Occupational Positions of Experts Educational Achievements of Experts Statistical Results of Hypothesis 1: Relation of Hierarchical and Relational Innovator Levels Statistical Results of Hypothesis 2: Relation of Hierarchical and Reactive Stimulator Levels Mann-Whitney Test Results of Hypothesis 2a : Leaders versus the Population in Reactive Stimulator Score Hypothesis 2: Leader Median and Mean Reactive Stimulator Results Hypothesis 2: Population MedianÃ'Ž and Mean Reactive Stimulator Results Non-Parametric Statistical Results of Hypothesis 3: Relation of Hierarchical Position to Conservator Pattern Levels Mann-Whitney Statistical Results of Hypothesis 3: Leaders versus Population in Conservator Pattern Levels Median Test Statistical Results of Hypothesis 3: Leaders versus Population in Conservator Pattern Levels Hypothesis 3: Population Conservator Pattern Descriptive Statistics Hypothesis 3: Leader Conservator Pattern Descriptive Statistics Mann-Whitney Statistical Results of Hypothesis 4: Changer Comparison of Research Development and Information Technology Median Test Statistical Results of Hypothesis 4: Changer Pattern Comparison of Information Technology and Research Development Functions Hypothesis 4: Mean Research Development Changer Pattern Results Descriptive Statistics Hypothesis 4: Mean Information Technology Changer Pattern Results Descriptive Statistics Mann-Whitney Test Statistical Results of Hypothesis 5: Conservator Comparison of Population and Customer Service Median Test Statistical Results of Hypothesis 5: Conservator Pattern Comparison of Customer Service And Population Hypothesis 5: Mean Customer Service Conservator Pattern Results Descriptive Statistics Page 40 52 53 58 58 59 61 63 66 66 67 68 70 71 72 72 74 75 76 76 79 80 80 20B. 21. Hypothesis 5: Mean Population Conservator Pattern Results Descriptive Statistics Hierarchical Distribution of LeaderAnalysisTM Database 80 100 LIST OF FIGURES Figure 1. 2. 3. 4. 5. 6A. 6B. 7A. 7B. 8A. 8B. 9A. 9B. 10A. 10B. 10C. 11A. 11B. 11C. Basic Information Processing Model Large Scale Determinants of Information Processing: Method Large Scale Determinants of Information Processing: Mode Summary of Strategic Patterns Maslow’s Hierarchy of Needs Hypothesis 1: Median Scores by Hierarchical Rank Hypothesis 1: Mean Scores by Hierarchical Rank Hypothesis 2: Median Scores by Hierarchical Rank Hypothesis 2: Mean Scores by Hierarchical Rank Hypothesis 3: Median Scores by Hierarchical Rank Hypothesis 3: Mean Scores  by Hierarchical Rank Hypothesis 3: Median Score by Population and Leader Hypothesis 3: Percent of Cases Above Median by Population and Leader Hypothesis 4: Changer Pattern Median Scores by Information Technology and Research Development Hypothesis 4: Changer Pattern Percent of Cases above Median by Information Technology and Research Development Hypothesis 4: Changer Pattern Mean Scores by Information Technology and Research Development Hypothesis 5: Median Scores by Population and Customer Service Hypothesis 5: Percent of Cases Above Median by Population and Customer Service Hypothesis 5: Mean Scores by Population and Customer Service Page 3 3 4 8 16 62 62 64 65 69 69 72 73 76 77 77 81 81 82 CHAPTER 1 Introduction This study examines the concept of intuition in decision-making by means of a literature review and study of measures currently being used within organizations. Human behaviorists have examined why the performance of some people get them to the top while others around them remain in lower levels of the organization. They have considered situations such as, given the same information, one person completes a problem-solving process much sooner than another with nearly the same responses and wondered how that happened. This research focuses on the relationship between intuitive thought, organization level; and function. It explores the use of intuition in decision-making and the organizational conditions which call for an intuitive approach. Purpose of the Study The purpose of this research is to determine the systematic use of intuitive skills and abilities in business organizations. Management research historically has been biased toward the analytical process in decision-making. This rational approach has been more popular as the preferred and acceptable method for studying management practices. Alternative unstructured methods have been ignored or labeled irrational in the negative sense. However, since this study’s focus is centered on working adults, judgment can be reached using other non-logical thought processes such as intuition, which take into account years of expertise, considerable introspection, and/or informal rules learned over time. This study identifies major theorists and their opinions and findings, as well as their sources of learning. However, no attempt is made to  exhaustively identify all sources referencing the theories and studies related to intuition. Primary examination is given to twentieth century researchers, although earlier authors of prominence are noted in selected cases. Significance of the Study Eisenhardt (1989) linked rapid decision-making to such characteristics as decisive, operations-focused, hands on, and instinctive. Therefore, fast decision-making is linked to effective performance. As an example of behavior linked to fast decisionmaking, Eisenhardt found executives gathered real time information on firm operations and the competitive environment which resulted in a deep, intuitive grasp of the business. This intuitively-based understanding translates into improved business performance. Many managers report using intuition in their decision-making, in spite of the deeply rooted bias against non-rational methods (Agor, 1984a; Agor, 1984b; Dean, Mihalasky, Ostrander, and Schroeder, 1974; Isaack, 1978; Mintzberg, 1976; and Rowan, 1986). Reports of managers use of intuition ranges from inferential processes, performed under their own pre-existing database (Agor, 1986a,b,c,d) to acceptance and use of predictive abilities (Dean, Mihalasky, Ostrander, and Schroeder, 1974). Successful decision-makers have been found to have great predictive abilities (Cosier and Alpin, 1982; and Dean, Mihalasky, Ostrander, and Schroeder, 1974). However, many managers remain unwilling to acknowledge their use of intuition, fearing negative responses from their colleagues (Agor, 1986a, 1986b, 1986c, 1986d). Additional researchers who influence this study are Barnard (1968), Vaughan (1979), Hermann (1981), Isenberg (1984), Simon (1987), and Parikh (1994). This study seeks to redefine intuition in a form which is acceptable to the rationalistic school and yet accommodates the scholarly but more inferential approaches. The study explores the use of intuition in an extensive cross section of people in organized environments. Theory/Aspect of Theory Being Tested Gary Salton (1996) developed the Organizational Engineering theory as a way of measuring and predicting the behavior of interactive groups of people. In Salton’s theory, human beings are regarded as information processing organisms, by which, the human is bound to the Input-Process-Output model (Figure 1) common to all information processors, regardless of their format. INPUT PROCESS Figure 1 Basic Information Processing Model (Salton, 1996, p. 9) OUTPUT Salton’s (1996) theory proposes the type of information sought and the intended direction of the output predetermines processing behavior. For example, if the subject does not collect detail in the input phase of the process, his output will not likely be tightly structured, logical, precise, or optimal relative to the issue being addressed. Rather, minimal output will probably result. In effect, therefore an individual using an opportunistic strategy obtains speed of response at the price of precision. Salton’s (1996) theory maintains an input-process-output model is largely governed by two large-scale factors: method and mode, which are conceived as continuums. Method (Figure 2) governs the character of input. At one end of the continuum is what Salton calls an unpatterned method. Using the unpatterned strategy, an individual simply acquires whatever information is readily available and appears relevant to the issue at hand. UNPATTERNED STRUCTURED â€Å"An Available Way† Convenient Expedient Opportune Spontaneous METHOD (INFORMATION ORGANIZATION) â€Å"A Predefined Way† Template Formula Scheme Pattern Map Figure 2 Large Scale Determinants of Information Processing: Method (Salton and Fields, 1999, p. 49). The other end of the method continuum (Salton, 1996) is defined as a structured methodology. Here the individual has some form of structure and attempts to apply it to acquire information, which appears relevant to the issue at hand. An individual can move to any point on the continuum trading speed, precision, understanding and certainty of outcome with every increment along the scale. Salton (1996) defines the other large-scale characteristic as mode. This is visualized also as a continuum (Figure 3) ranging from thought on one polar extreme to action on the other. Salton defines thought not as a cognitive activity but rather as an intermediate result. Therefore, under Salton’s definition, a plan requiring many hours of physical activity and which might fill reams of paper will still be considered a thought based response. It is intermediate. It has no effect on the outside world or the issue being addressed until it is acted upon. Action (Salton, 1996) is the other end of the mode continuum. Here, the subject acts directly to affect the issue in question. This action may or may not have been preceded by thought as defined by Salton. From this perspective of intuition theory, action can be seen as a more decisive, aggressive, or positive response by an external observer. Thought, on the other hand, appears to the outside observer to be more rational, reflective, or coherent. Therefore, a subject tending to favor the action end of Salton’s continuum will tend to be seen as decisive, operations-focused, and hands-on. These characteristics were associated with people employing intuitive strategies (Eisenhardt, 1989). THOUGHT ACTION â€Å"An Intermediate Step† Plans Assessments Evaluations Judgements Advise Counsel MODE (DIRECTION FOR USE OF INFORMATION) â€Å" A Direct Effect on the Issue under Consideration†Ã¢â‚¬  Initiative Intervention Act Execution Figure 3 Large Scale Determinants of Information Processing: Mode (Salton and Fields, 1999, p. 49) These basic components of Salton’s theory carry major implications for the study of intuition theory. Various combinations of method and mode produce behaviors paralleling the behaviors attributed to intuition. For example, a person using an unpatterned approach appears to an outside observer to be following a more intuitive strategy. There appears to be no logical structure to the information required. The logic exists, but it is in the mind of the subject and concerns the potential relevance of information to the specific issue being addressed. If questioned, the subject may or may not be able to readily articulate why a particular element of information was selected. The outcome of this process is entirely consistent with rapid decision-making, displaying characteristics that are considered instinctive—a phenomenon often attributed to intuition (Eisenhardt, 1989). The use of the unpatterned end of Salton’s continuum also produces results consistent with Clark’s (1973) view, since the person will not know how he knows what he knows. The mode element of Salton’s theory also has implications for intuition theory. The thought side of Salton’s continuum focuses primarily on intermediate steps (study, assessment, evaluation, etc. ), many of which are not observable. Therefore, a person using an unpatterned method and thought mode may experience intuitive insights not visibly displayed. A person using an unpatterned method with an action mode, however, will exhibit behaviors an observer can readily attribute to intuition. Inputs potentially useful to address the issue at hand are quickly acquired and promptly applied. A portion of these will successfully address the issue at hand and may be noticed by others who interact with the decision-maker. These outsiders may comment on the decision-maker’s insight, further establishing or reinforcing the decision-maker’s self-conception as being intuitive. An example may help illustrate this situation. Consider a situation in which a person uses an unpatterned method to address a particular issue, such as when an executive interacts with the Board of Directors or with special interest groups. The person would begin indiscriminately seizing information, to help resolve the issue. If the person is also using an action mode, he will tend to apply the information without hesitation. If it works, the search is over. If it does not, he or she returns to the environment, picks up another piece of information, and cycles through the process again. The indiscriminate acquisition of information increases the probability of discovering an improbable but valid way of addressing the issue. In other words, by not following an established structure, the person increases the odds of a serendipitous discovery or of a previously unrecognized approach to resolve a problem. This type of resolution is easily attributable to insight or intuition since it is unexpected and not readily attributable to an obvious antecedent. Intangible concepts like intuition may be the real stimulus. Because research in information acquisition is limited as well as in planning the application, the cycles can occur very rapidly. The use of the action mode increases the probability an individual will repeatedly demonstrate intuitive-type results in a manner visible to others. This often-observed style or behavior in turn suggests an innate quality. Hence, the person is considered to be intuitive. Similarly, method and mode operate in a continuum; thus, people would exhibit degrees of intuition. However, the more committed a person is using an unpatterned method for information acquisition, the more likely they will display behavior attributable to intuition, and whom others will describe as using an intuitive strategy. The focus on this combination of method and mode is similar to other thinkers in the field. For example, many issues addressed at the senior executive level do not have a readily identifiable structure of information acquisition. Some have parameters encouraging thought based (i. e. , intermediate) responses, while others will require immediate action/reaction. Therefore Salton suggests executives will use both nonlogical and logical methods in the conduct of their ordinary affairs—just as Barnard (1968) also proposed and Agor (1986a, 1986b, 1986c, 1986d) confirmed. Salton does not directly address intuition in his research because his focus is on the interactive behavior people use in group activity. Other theorists and researchers have relied on psychologically based processes, which are not readily visible to external observers. However, as demonstrated above, Salton’s theory can readily serve as a vehicle for integrating the works of multiple authors who have written extensively on intuition. In addition, Salton’s theory has the merit of using ratio-scaled variables that allow people to express degrees of commitment to one or another strategy (i. e. , method and mode) which can be measured and tested. This study proposes the behavior a person exhibits using unpatterned information acquisition methods and action-based output modes will be consistent with the work found by numerous intuition theorists. This study also proposes the use of these strategies (unpatterned method, action mode) will be systematically exhibited in a manner consistent with the findings of others. Research Question This study will focus on the following research question with regards to management decision-making and the use of intuition: Do various combinations of method and mode produce results that are consistent with the findings other researchers have attributed to intuition? Definition of Terms Organizational Engineering theory adopts a set of variables useful in describing the operation of the theory. This section defines these, as well as other terms applied in this study. Intuition – A way of perceiving which relies on relationships, meanings, and possibilities beyond the reach of the conscious mind (Myers and McCaulley, 1985) and includes behavioral attributes (Brown, 1990). A way of knowing in which we often do not know how we know what we know (Vaughan, 1979). Hypothetical Analyzer – One who processes information in a thought-oriented mode using structured methods (Salton, 1996). Logical Processor – One who processes information with an inclination for the action mode using structured methods (Salton, 1996). Reactive Stimulator – One who processes information with an inclination for the action mode using unpatterned methods (Salton, 1996). Relational Innovator – One who processes information in a thought-oriented mode using unpatterned method (Salton, 1996). Changer – This orientation pattern combines the styles of Relational Innovator and Reactive Stimulator (Salton, 1996). Conservator – This orientation pattern combines the styles of Logical Processor and Hypothetical Analyzer (Salton, 1996). Perfector – This orientation pattern combines the styles of Relational Innovator and Hypothetical Analyzer (Salton, 1996). Performer – This orientation pattern combines the styles of Reactive Stimulator and Logical Processor (Salton, 1996). Figure 4 (Salton, 1996) illustrates the various combinations and their resulting strategic patterns, given different primary and secondary strategic profiles. PATTERN Changer Conservator Performer Reactive Stimulator (RS) Logical Processor (LP) Figure 4 Summary of Strategic Patterns. Perfector Relational Innovator (RI) Hypothetical Analyzer (HA) Overview of Total Research Study Chapter 2 reviews the findings of major authors in the field of intuition research and forms the foundation for the testable hypotheses to be used to examine the research question. CHAPTER 2 Literature Review Intuition is a relatively new subject of academic interest. Literature on the subject, particularly on its use in decision-making did not become prevalent until the early 1970s (Argyris, 1973a, 1973b; Clark, 1973; Dean, Mihalasky, Ostrander, Schroeder, 1974; Jung, 1971; Leavitt, 1975a, 1975b; Livingston, 1971; Mintzberg, 1973, 1975, 1976; and Simon, 1977). These works, along with research in the 1980s, incorporated intuition related literature and research prior to the 1970s and as far back as the 1950s (Riggs, 1987). This research study concentrates specifically on the research literature as it relates to the use of intuition in decision-making among organization managers and executives. Various organizational environments are examined in the literature review and thus, may be reasonably considered an overview of the subject. This research is classified into two categories: (1) theoretical developments concerning the concept of intuition, and (2) survey studies supporting the premise for using intuition in decision-making. The overview provides information on the use of intuition in business organizations as a function of leadership and decision-making; and explores various well- established methodologies as well as those still in development. Definition of Intuition The term intuition is defined as â€Å"knowing something instinctively; a state of being aware of or knowing something without having to discover or perceive it†¦Ã¢â‚¬ . (Encarta, 1999). Intuition is seen as an innate capacity not directly accessible by considering the process which gives rise to a judgment or action involving it. Thus, intuition seems to be a residual process accommodating whatever can’t be explained by other means. The literature reflects the inherent lack of obvious conceptual framework for the term intuition. Some of the alternative descriptors are ESP, psi, judgment, insight, and gut feelings (Dean, Mihalasky, Ostrander, and Schroeder, 1974); hunch (Barnard, 1968); extrasensory perception (Leavitt, 1975b); non-rational (Cohen and March, 1974); recognition (Goldberg, 1983; Ray and Myers, 1986), and edge (Tichy, 1997). Such non-specific definitions suggest that different authors and researchers could be describing different processes or even measuring different phenomenon. Conversely, experts could be referring to the same phenomenon with different labels. Major Theorists This study attempts to capture the value of various theorists’ approaches by focusing on the central contribution of each, and how these compare or contrast to Organizational Engineering theory. Theorists are often classified as personality based such as Jung or transpersonal based such as Vaughan. The more classical theorists’ approach view intuition as a distinct pattern of thought from the rational mode (Jung, 1971), while the transpersonal theorists’ approach considers the integration of rational and intuitive approaches and considers them both valid and separate, as well as complementary (Goldberg, 1983; Vaughan, 1979) One of the most important figures to focus on the concept of intuition is Carl Jung. His theory of psychological types is the basis for the development of the widely used Myers-Briggs Type Indicator (MBTI) (Kroeger and Thuesen, 1992). Jung’s theory of intuition suggests intuition is a psychological function present in all people to varying degrees and is manifested in personality types. Jung defines intuition as a perception and comprehension of the whole at the expense of details attributable to unconscious process. Intuition is thus viewed as a cognitive function outside the province of reason and given consideration whenever established rational or other cognitive concepts do not work. In short, it is the perception of reality in which the intuitive knows, but does not know how he knows (Clark, 1973). Later, Jung broadens his thoughts on personality types by introducing the concept of synchronicity, which further helps to explain intuitive-type feelings and visions not attributable to coincidence (Rowan, 1986). Jung uses such phrases for intuition as hunches, inspiration, and insight to problem-solving methods, all of which reflect little patience for detail or routine (Behling and Eckel, 1991). Vaughan (1979) describes four levels of intuition: physical, emotional, mental and spiritual. The theorists, writers and researchers describe intuition in both psychological and physiological terms. Intuition experienced through physical levels includes bodily sensations such as tension or discomfort. This is not to say however that every bodily sensation indicates an intuitive message, but these physical symptoms can be used for self-awareness, as well as a source of warnings and signs. Emotional intuitive messages take several forms, such as liking or disliking something or someone for no apparent reason, feeling the need to perform an action or do something, and sensing energy levels in oneself or others. Emotional level intuition can be used to deepen one’s self-awareness and to understand others (Vaughan, 1979). The mental level of intuition is typically experienced as images or ideas. It may appear as the perception of patterns, insights, or images, especially in problem-solving situations. Intuition at the mental level can be used to trigger creativity, explore problem-solving areas not previously mined, and to enhance learning (Vaughan, 1979). Spiritual intuition does not rely on sensations, feelings, or thoughts. In fact, these are considered being distracters at the spiritual level (Blackwell, 1987; Vaughan, 1979). Spiritual intuition is a means for improving self-awareness and transpersonal experiences. Vaughan does not clarify whether a single intuition mode is responsible for all four types or whether unique factors exist for each type. This generality suggests Vaughan is defining taxonomy rather than a theoretical specification which can be tested and validated through scientific methods. Salton’s Organizational Engineering theory however does account for all facets of Vaughan’s taxonomy. Salton’s theory focuses on inputs and outputs, regardless of the source or the outcome. Vaughan’s physical, emotional, mental or spiritual intuitive factors can be accounted for with equal facility. Salton’s Organizational Engineering theory argues intuition is the result of a single process. Therefore, there is no operational need to specify the source or destination of the input-output chain (Salton, 2000). Vaughan’s approach may be of value in describing intuition but it is not suitable to test the concept. Like Vaughan, Salton is indifferent to the source of the input providing the initial drive toward an external response. Further, Salton makes no judgment about the value, or lack of value, of these explanations. The rational approach to intuition accepts the notion that the human mind has alternative methods of processing information and these methods influence behaviors. For example, Jung posits four independent but interacting categories of cognition— intuition, thinking, feeling, and sensing. Each of these cate.

Stroke Brain Symptoms

Stroke Brain Symptoms Stroke Information on Stroke What is a stroke? A stroke is a medical condition very much like a heart attack, but it occurs in the brain. The blood vessels in the brain can become clogged or occluded from different sources. An ischemic stroke can be due to a clot or embolism of the vessel; or atherosclerosis, hardening of the arteries by a fatty deposit known as plaque, can be the culprit. A stroke can also be caused by a hemorrhage from a ruptured vessel which can be due to an aneurysm or high blood pressure. When any of these conditions occur, the brain does not receive enough oxygen; and the brain cells die. Since each area of the brain controls a different body function, the effects of a stroke on the body can vary greatly. Depending on which part of the brain is affected, one can experience permanent residual conditions such as paralysis, aphasia (inability to speak), dysphasia (difficulty with speech), seizures, dysphagia (difficulty swallowing), and dysarthria (slow or garbled speech). A stroke can cause slurred speech and can have an impact on the swallowing mechanism which can lead to aspiration pneumonia. A diet of thickened liquids can be a helpful prevention tool. How do I know that Im having a stroke? The warning signs of a stroke include: Sudden numbness or weakness of the face, arm, or leg, especially on one side of the body. Sudden confusion, trouble speaking or understanding. Sudden trouble seeing in one or both eyes. Sudden dizziness, loss of balance or coordination or trouble walking. Sudden severe headache with no known cause. If you or a loved one experiences any of these symptoms, call 911 immediately and seek treatment at the nearest hospital. A clot-busting medication called tissue plasminogen activator (tPA) is available that can break up or dissolve this clot and prevent permanent damage; however, treatment must begin within three hours from the onset of symptoms. Rapid treatment dramatically improves your chance of recovery. While tPA is a safe treatment for a stroke due to a clot, it cannot be given if the stroke is due to hemorrhage. This would increase the bleeding and cause even more damage. You will notice that each of these warning signs for a stroke are of sudden onset. The symptoms of a stroke occur rapidly. Occasionally, these symptoms can occur and last for only a few minutes. It is important to take these symptoms seriously since they are a mechanism for the body to warn us of possible impending doom. These symptoms may be a sign of a TIA or a â€Å"mini-stroke†, which can be a warning sign of an even larger stroke. A TIA does not cause permanent damage like a full-blown stroke does. Once a stroke has occurred, the brain tissue cannot regenerate itself; and the damage cannot be reversed. How is a stroke diagnosed? In order to help determine the cause of a suspected stroke, a physician will most often order an x-ray called a CAT scan. Another test that can give a much more detailed view of the brain is Magnetic Resonance Imaging study or MRI. Patients that have a pacemaker or any type of metallic implant are not candidates for an MRI due to the high-powered magnetic field required for this test. Also, patients that are claustrophobic may not be able to tolerate the confined space of an MRI, Another beneficial procedure offered is a Magnetic Resonance Angiogram of the brain which can detect an area of abnormality minutes after the blood flow to an area has ceased. A conventional MRI may not detect a stroke until up to 6 hours after it has started, and a CAT scan sometimes cannot detect it until it is 12 to 24 hours old. What can I do to prevent a stroke? There are many things that can be done to prevent or lower your risk a stroke. They include a healthy exercise program, a diet high in fruits, vegetables and fiber and low in fat and salt, and avoidance of alcohol and tobacco products. Consistent control of chronic conditions such as atrial fibrillation of the heart which cause the blood to pool and clot in the atria, diabetes, hypertension, and obesity, and to undergo regular physical exams and monitoring of blood cholesterol levels all help to reduce your risk for stroke. Medication therapy is another way to reduce your risk of stroke. Anticoagulant or antiplatelet medications such as Aspirin, Plavix, and Coumadin and Heparin may be prescribed by a physician for stroke prevention or treatment. These medications thin the blood and help to prevent clot formation which can travel to the brain and cause a stroke. Now that I have had a stroke, is there an effective treatment? Unfortunately, the permanent damage that can occur from a stroke cannot be reversed; however, the prevention program detailed above can reduce your risk of having a second stroke. A rigorous therapy and rehabilitative program may be extremely beneficial in learning activities of daily living and regaining some control of your life. Often, patients learn how to bathe and dress themselves independently. Family and caregivers can play a huge role in this process and work with their loved one to build muscle strength. A supportive, patient and encouraging environment can work wonders in helping to avoid the depressive symptoms that often occur after a stroke. A new-found or renewed interest in a hobby such as playing a musical instrument can also be a beneficial therapy for a stroke victim. Retrieved March 11, 2008 from the American Stroke Association.org website: http://www.StrokeAssociation.org Retrieved March 11, 2008 from the Safe-Stroke Awareness for Everyone website: http://www.StrokeSafe.org Retrieved March 11, 2008 from the National Stroke Association website: http://www.Stroke.org Retrieved March 11, 2008 from the MedicineNet.com website: http://www.MedicineNet.com

Investigating the Effect of Temperature on the Height a Squash Ball Bounce :: Papers

Investigating the Effect of Temperature on the Height a Squash Ball Bounce Aim: To investigate the effect of temperature on the height a squash ball bounces. Prediction: I think that the higher the temperature of the squash ball, the higher the squash ball will bounce. I think that as the temperature doubles so will the height of the bounce. I think that they will be directly proportional. Scientific Knowledge: If you drop a ball onto a hard floor. It will rebound, but even the bounciest ball will not bounce back to its starting position. The ball behaves like a spherical spring. When the ball hits the floor it exerts a force on the floor and the floor exerts a force on the ball. This force compresses the ball. The force that the ground exerts on the ball does work on the ball, since it is in the same direction as the displacement. The gravitational potential energy the ball has before it is dropped is converted into kinetic energy while the ball is falling and then into elastic potential energy as the force from the ground does work on the ball. But because the material the ball is made of is not perfectly elastic, friction converts some of the energy into thermal energy. The elastic potential energy stored in the ball when it has lost all its kinetic energy is converted back into kinetic and gravitational potential energy. However the thermal energy is not converted back. The ball on the floor acts like a compressed spring. It pushes on the floor with a force proportional to its displacement from its equilibrium shape. The floor pushes back with a force of equal size in the upward direction. This force is greater in size than the weight of the ball. The resultant force is in the upward direction and the ball accelerates upward. When the ball's shape is the shape it has when it is sitting still on the floor, (just slightly squashed), there is no resultant force. When the ball's shape relaxes further, the resultant force is acting downwards. But it already has velocity in the upward direction, so the ball keeps on going upward until its speed has reached zero.

Graduation Speech: A Great Time to Be a Graduate :: Graduation Speech, Commencement Address

Ladies and Gentlemen we are assembled here this evening to celebrate the graduation of the Community College Class of 2012. With this celebration comes many distinctions, honors and legacies. This is a great time to be a graduate of Community College, because we are a group of students who are graduating with high grade point averages, leadership skills, overall talent, plus we are leaving behind much to be admired by future classes. Our class is also a very diverse and dedicated one. As if being a student alone was not a difficult task, many of our classmates hold jobs outside of school, are active in their communities as coaches, volunteers, athletes and leaders, and many have families to take care of. Our class has much to be excited about, many positive changes have come to our school because of the efforts of those in our class. We have held many amazing programs the past two years and especially this year. We have had several nationally known speakers and leaders visit our campus to inform us about local, national and international events. They have also come to our campus to see what has been going on here in Loyville and how they can use our models to aid other programs. We have had such speakers as civil rights activist Dick Gregory, Robert F. Kennedy Jr., local screen writer and producer Sherman Alexie, Gov. Gary Locke and U.S. Sen. Patty Murray. These past two years have also seen the addition in artwork here as well. Several new paintings and other hangings have been presented to the college, such as Dallas M. "Gray Eagle" Singhurst II's "Yu 'Pik fur seal mask" and the "Loyville Community College History Mural" painted by Bernie Webber. These artworks not only add to the campus but explain the history of the college and our community. There have been additions to school programs as well, including a women's soccer program, high school First Reach program designed to encourage local high school students to come to EvCC, a health and wellness series, and even a college rowing club designed to help students "catch the spirit of rowing." Members of the class of '99 and guests, I hold in my hand for you a special gift, from the classrooms of EvCC comes tonight's Top 10 List. These are the top 10 reasons to be proud to be part of the graduating class of 1999: 10.

Free Tempest Essays: The Comic Sub-plot :: Shakespeare The Tempest

The Importance of the Comic Sub-plot in The Tempest   The comic sub-plot has various uses for the play. It brings light relief&ndash without it, it would be a very dramatic play, if not boring. As because Prospero controls the whole island we know that nothing can really happen that he doesn&rsquot want to, so the play is lacking tension and the comic sub-plot prevents it from being a very boring play. Drunkness is amusing anyway, they fall about and say stupid things which is entertaining for us, plus this is Caliban's first drink and we recognise the feelings he expresses for this&lsquo celestial liquor&rsquo and makes it all the more funny. That Caliban sees these two fools as kings also makes it amusing&ndash&lsquo I prithee, be my God&rsquo as Trinculo says&lsquo A most ridiculous monster, to make a wonder of a poor drunkard!&rsquo. When he sees what they are later he is disgusted with himself&ndash&lsquo What a thrice-double ass Was I, to take this drunkard for a god, And worship this dull fool!&rsquo   As well as providing humour, this trust of Caliban&rsquos echoes his former trust for Prospero. He hasn&rsquot learned from when Prospero turned on him, his naà ¯vety shows through his trust and adoration of the wine. Through the&lsquo aside&rsquo comments of Trinculo and Stephano we know they are using and teasing him. Its in this situation we feel almost sorry for Caliban, this&lsquo abhorred slave&rsquo, this&lsquo demi-devil&rsquo is still very trusting and doesn&rsquot he have reason to hate Prospero? He is an animal, with animal instincts and cannot be trained otherwise. Though Prospero is understandably angry that he tried&lsquo to violate the honour&rsquo of Miranda, but he is overly harsh with him. The sub-plot shows us how Caliban is trusting yet again, and we can see how affectionate he would have been to Prospero when he first arrived on the island, and how understandably bitter he would be when his master turned on him.   This is an echo of the theme of usurpation, Prospero usurped from his dukedom, Caliban usurped from his island&ndash Prospero tries to get his dukedom back and Caliban tries to get his island back at the first opportunity. It would seem at the end that justice has prevailed, forgiveness over vengeance, good over evil, but really just Prospero has prevailed, he successfully usurped and successfully got un-usurped. Caliban is shown as the most naà ¯ve of the three, but he is the cleverest. He knows Prospero&rsquos power is in his books, he knows that the robes Stephano and Trinculo are duped by are&lsquo but trash&rsquo and above all he speaks some of the most beautiful poetry of the play.

Coyote Blue Chapter 30~31

CHAPTER 30 Like Flies They heard the bikers before they saw them: raucous laughter and Lynyrd Skynyrd from a boom box. They followed the road around a long, gradual curve that descended into a valley, stepping carefully to avoid the deep puddles. The trees were thinning out now and Sam could make out the light of a huge bonfire below them in the valley, and figures moving around the fire, a lot of them. Someone fired a pistol into the air and the report echoed around the valley. â€Å"Do they have sentries or something?† Sam whispered to Calliope. â€Å"I don't remember. I was pretty drunk when I was here before.† â€Å"Well, we can't just walk in.† â€Å"This way,† Coyote said, pointing to a path that led away from the road. They followed the trickster up the path, through thick undergrowth, and up onto a ridge that looked down on the clearing. From the top of the ridge they could see the entire camp. The fire was burning in the center of the camp with perhaps a hundred bikers and women gathered around it, drinking and dancing. The bikes were parked by the road leading in. There was a stand of tents and smaller campfires on the opposite side of the camp, with two pickup trucks parked nearby. Lynyrd Skynyrd sang â€Å"Gimme Back My Bullets.† â€Å"I don't see Grubb,† Calliope said. â€Å"Or the woman,† Coyote said. â€Å"Wait,† Calliope said. â€Å"Listen.† Amid the din of rock and roll, laughter, shouts, screams, and gunfire, they heard the sound of a baby crying. â€Å"It's coming from the tents,† Coyote said. â€Å"Follow me.† Coyote led them further down the ridge until they were about fifty yards from the tents and could see four women sitting around a campfire drinking and talking. One of them was holding Grubb. â€Å"There he is,† Calliope said. She started down the ridge and Sam caught her arm. â€Å"If you go down there that woman will call for Lonnie and the others.† â€Å"What can I do? We have to get him.† â€Å"Take off your clothes,† Coyote said. Sam sneered at the trickster, â€Å"I don't think so.† â€Å"Here, take this,† Coyote said, handing something to Sam. Sam couldn't make out what it was in the dark, but it felt warm and soft. He recoiled and dropped it. â€Å"Ouch,† Coyote said, his voice soft now, feminine. â€Å"Is that any way to treat a lady?† Sam looked, moved closer to the trickster, and saw that he was no longer a he. Still in his black buckskins, he had changed into a woman. â€Å"I don't believe it,† Sam said. â€Å"You're lovely,† Calliope said. â€Å"Thanks,† Coyote said. â€Å"Give me your clothes. These don't fit me now.† He started undressing. In the dim moonlight that filtered through the trees, Sam watched the women undress. Calliope was right, the trickster was gorgeous, a perfect female mirror of the male Coyote, an Indian goddess. Sam felt a little sick at the thought and looked away. Coyote said, â€Å"I'll go down and get the child. Be ready to run. And pick that up, I'll need it.† He pointed to the ground where Sam had dropped his penis. Sam picked up the member in two fingers and held it out as if it would bite him. â€Å"I'm not comfortable with this.† â€Å"I'll hold it,† Calliope said, now dressed in the black buckskins. â€Å"No you won't!† Sam said. â€Å"Well.† She cocked a hip and waited for him to make a decision. Sam put the penis in his jacket pocket. â€Å"I'm not comfortable with this, I want you to know.† â€Å"Men are such babies,† Coyote said. He hugged Calliope, girl to girl, and made his way down the hill. Sam watched the trickster move away from them toward the fire. Unable to look away, he became nervous with his own thoughts. Calliope patted his shoulder. â€Å"It's okay,† she said. â€Å"In my jeans he really does have a great ass.† -=*=- Tinker lay in the bed of the pickup sulking, listening to the nearby women going on about how badly they were treated by their men and how cute the baby was. The little bastard had been crying for an hour. What the fuck had Lonnie been thinking, bringing a crumb-snatcher to a rally? From time to time Tinker sat up and looked over the edge of the pickup to pick out which of the women he would fantasize about getting a blow job from. Fat chance, stuck here in the truck. Fucking Bonner and his military discipline. â€Å"This is a business trip,† Bonner had said. â€Å"A business trip we wouldn't be taking if Tinker would have taken care of business. So Tink, you guard the truck. No partying.† What was the point rallying with your bros if you couldn't get fucked up and start a few fights? Fuck this action. At least it had stopped raining. Tinker peeked over the edge of the truck to see a new chick coming up to the fire. What a piece she was! Right out of Penthouse or something. She looked Indian, long blue-black hair. What a fucking body. He watched her fawn over the baby and touch Cheryl's face. Lonnie had fucked her up, bad. Tink wondered what it was like to hit a chick. He was getting hard thinking about it. The Indian chick was holding the baby now, walking around the fire rocking it. She walked behind one of the tents, then ducked down. Tinker saw her shoot out the other side in a crouch, headed up the hill with the baby. Two people were coming down to meet her. â€Å"Hey, bitch!† Cheryl yelled. The other women were on their feet, yelling – going after the Indian chick. Tinker jumped out of the truck and started to circle around and up the hill to head off the Indian chick. As he ran he drew his Magnum from his shoulder holster. He slipped, fell to one knee, and drew down on the Indian chick. No, fuck it. If he hit the rug-rat Bonner would have his ass. He climbed to his feet and lumbered across the hill, watching the Indian chick hand the rug-rat to a blond chick. They were on the path at the top of the ridge. Gotcha! He'd take the lower path and be waiting for them. They had to come out at the road. As Tinker made his way up the dark path he heard scooters firing up below him. Good. Bonner would get there and he would already have it handled. He'd be out of the doghouse. He reached the spot where the two paths intersected and stopped. He could hear them coming up the path, the baby still crying. He leveled his Magnum down the path and waited. If the dude showed first he'd waste him without a word. He saw a shadow, then a foot. Tinker cocked the Magnum, put the sight where the chest would appear. A rush went through him, waiting, waiting. Now! A vise clamped down over the gun and he felt it wrenched out of his hand, taking skin with it. Another clamp locked down on his neck and he looked up into the eyes of his deepest fear. He felt his face come down on something hard and the bones of his nose crush. His head was wrenched back and slammed down again, then it went dark. -=*=- â€Å"Shade!† Coyote said. Minty Fresh threw Tinker's unconscious body aside and looked up at the Indian woman. â€Å"Who are you?† Sam said, â€Å"M.F., what are you doing here?† â€Å"The name is Minty Fresh.† He held Tinker's Magnum out to Sam, then let it drop. â€Å"I'm learning how to sneak up on people.† He saw the baby and smiled. â€Å"You got him.† â€Å"It was a fine trick,† Coyote said. â€Å"Who are you?† Minty insisted. â€Å"It's your old buddy Coyote.† Coyote cupped his breasts. Minty stepped back from the woman to get a better look. â€Å"Something's different, right? Haircut?† â€Å"We have to go,† Calliope said. â€Å"To where?† Minty said. Calliope looked at Sam, panicked, confused. Sam had no answer. Coyote said, â€Å"Montana. The Crow res. Come with us, shade. It'll be fun.† Minty turned to the roar of bikes behind him. â€Å"They're coming up the road,† he said. â€Å"I'll block them as long as I can with the limo.† They made their way down the path to where the Z was parked. The limo was parked in front. â€Å"I'll drive,† Sam instructed. â€Å"Cal, you and Grubb in the back.† They got in the car as lights from the Harleys broke through the woods. Minty got in the limo, started it, and pulled it forward to make way for the Z. Sam pulled the Z into the road, careful not to spin the wheels in the mud. You guys okay?† he said to Calliope, who had curled herself around Grubb. â€Å"Go,† she said. The bikers broke into view, Lonnie Ray in front. Minty hit the brights on the limo, hoping to blind them. He checked the mirror to see the Z pulling away, then started to back the limo up, careful to keep it in the middle of the road to block the bikes. As Lonnie approached the limo he drew a pistol from his jacket and leveled it at Minty through the windshield. Minty ducked and hit the gas. The limo revved and stopped, the back wheels of the heavy car buried in the mud. Lonnie jumped off his bike onto the hood of the limo and braced himself on the roof as he aimed and fired at the Z. At the sound of the shot Minty looked up to see the barrel of Lonnie's pistol pointing at him through the windshield. The other bikers, unable to get past, moved up around the limo. â€Å"You're finished, spook,† Lonnie hissed. He cocked the pistol. â€Å"Move the car out of the road.† â€Å"I don't think so,† Minty said. Lonnie jumped off the hood of the Lincoln and stuck the pistol through the window into Minty's temple. â€Å"I said move it.† â€Å"You move it,† Minty said. He pushed the limo door open, knocking Lonnie to the ground. Two bikers yanked him from the car and rode him to the ground. Minty felt a boot in his kidney, then a fist in the stomach, then the blows fell on him like rain. He heard Calliope's Z downshifting in the distance and smiled. -=*=- Sam pulled the Z back onto the pavement and floored it. â€Å"Everyone okay?† Grubb was still crying. Sam shouted, â€Å"Calliope, are you okay?† Coyote turned in the passenger seat and reached back. â€Å"She's hit. There's blood.† â€Å"Oh fuck, is she-â€Å" â€Å"She's dead, Sam,† Coyote said. Part 4 Home Coyote Hears His Heart It is an old story, from the time of the animal people. Coyote was in his canoe, and had paddled all day and all night, only to find that he didn't know where he wanted to go. He sat in his canoe, drifting for a while, thinking that something was wrong. He wanted to do something, but he didn't know what it was, so he made some mountains and gave them names. But that didn't make him happy. He tried to think, but he wasn't very good at it, and he kept hearing a thumping noise that bothered him. â€Å"Where should I go? What should I do? How can I think with all this noise?† Coyote was becoming sad because he could not think, so he called out to the Old Mother, who was the Earth. â€Å"Old Mother,† he said. â€Å"Can you stop this thumping noise so I can figure out where I am supposed to be?† Old Mother heard Coyote and laughed at him. â€Å"Silly Coyote,† she said. â€Å"That thumping noise is the sound of your own heart beating. Listen to it. It is the sound of the drums. When you hear your heart you must think of the drums – the sound of home.† â€Å"I knew that,† Coyote said. CHAPTER 31 There Are No Orphans Among the Crow It was five hours from Sturgis to Crow Agency, and Coyote, back in his black buckskins, drove the whole way. Sam sat in the passenger seat, dazed, staring but seeing nothing, holding Grubb, rocking the baby in a rhythm to a pulsing emptiness in his chest and trying not to look at Calliope's lifeless body in the back. Mercifully, there was no thinking or remembering – his mind had shut down to protect him. Coyote was quiet. As they drove through town an old warning sounded deep in Sam's mind and he mumbled, â€Å"I shouldn't be here. I'm in trouble.† â€Å"You have to go home,† Coyote said. â€Å"Okay,† Sam said. He thought he should protest but he couldn't think clearly enough to remember why. â€Å"When we get there, no tricks, okay? Act human for a while, please.† â€Å"For a while,† Coyote said. A mile out of town Coyote pulled the Z into the muddy driveway of the Hunts Alone house. â€Å"Stay here,† Coyote said. He got out of the car and went up the cement steps to the door. Sam looked around, seeing the house like a memory. It hadn't changed much. The house had been painted and peeled a couple of times and there were two horses, a paint and a buckskin, in the back field. An old Airstream trailer was parked by the sweat lodge and there were a couple more abandoned cars rusting in the side lot. It all felt wrong, to have run so long to end up back where he had started – the danger that he had run from was still here, and now, with Calliope dead, he felt even weaker than the fifteen-year-old who had left so many years ago. As frightening as it had been to leave, it had been a beginning, full of hope and possibility. This felt like the end. Coyote knocked on the door and waited. A Crow woman in jeans and a sweatshirt, about thirty, answered. She was holding a baby. â€Å"Yes?† Coyote said, â€Å"I've brought your cousin home. We need help.† â€Å"Come in,† she said. Coyote went into the house and came back to the car a few minutes later. He opened the door, startling Sam. â€Å"Let's go inside,† Coyote said. â€Å"I told the woman inside what happened.† He helped Sam out of the car and pointed him to the door where the woman waited. Sam walked stiffly up the steps and past the woman into the house. He stood in the center of the living room, rocking Grubb. Coyote came in the door behind him. â€Å"Can I bring her in?† he asked the woman. The woman looked horrified at the thought of a dead body in the house. Sam turned suddenly. â€Å"No, not in the house. No.† Coyote waited. The woman looked uncomfortable. â€Å"You could put her in the trailer out back.† Coyote went back out. The woman came to Sam and pulled the blanket away from Grubb's face. â€Å"Has he eaten?† â€Å"I?CI don't know. Not for a while.† â€Å"He needs a change. C'mon, give.† She put her own baby on the couch and coaxed Grubb out of Sam's arms. She spread the blanket on the coffee table and laid Grubb down on his back. â€Å"I've heard about you,† she said. â€Å"I'm Cindy. Festus is my husband.† Sam didn't answer. She took Grubb's dirty diaper off him and set it aside. â€Å"He's at work now, with his dad. They have their own shop in Hardin. Harry works with them too.† â€Å"Grandma?† Sam said. She looked up and shook her head. â€Å"Years ago, before I met Festus.† She brightened, trying to change the subject and the mood. â€Å"We have three other kids. Two other boys and a girl. They're in school – the little one in Head Start.† Sam stared over her head at the elkhorn hat rack hung with baseball caps, an old Stetson, and a ceremonial headdress. An obsidian-point buffalo lance hung beside it, next to an old Winchester and a Sports Illustrated swimsuit calendar. â€Å"He's a strong baby,† Cindy said, grabbing Grubb's fidgeting fists. Sam looked back at her. â€Å"Pokey?† He looked down and away, a wave of grief washing over him. He walked to the kitchen doorway and stared at the ceiling, the first tears stinging as they welled up. â€Å"Pokey's okay,† Cindy said. â€Å"He went into the clinic last week. He almost – He was real sick. They wanted to move him to the hospital in Billings but Harlan wouldn't let them.† Cindy finished diapering Grubb and propped him up on the couch next to her own baby. â€Å"I'll fix him a bottle.† She walked past Sam into the kitchen. He turned away from her as she went by. â€Å"Do you want some food? Coffee?† Sam turned to her. â€Å"She never hurt anybody. She just wanted her baby back.† He covered his face. Cindy moved to him and put her arms around him. Coyote came in the front door. â€Å"Sam, we have to go.† Sam took Cindy by the shoulders and gently pushed her away, then turned and looked at Grubb, who was dozing on the couch. â€Å"He'll be okay,† Cindy said. â€Å"I'll watch him.† Sam didn't move. â€Å"Sam,† Coyote said, â€Å"let's go see Pokey.† -=*=- Heading back through Crow Agency to the clinic, Sam noticed the new, modern tribal building and the new stadium behind it. Wiley's Food and Gas was still across the highway, just as it had been before. Kids were still hanging around outside the burger stand. Two old men shared a bottle outside the tobacco store. A mother led a pack of kids out of the general store, each carrying a bag of groceries. â€Å"I shouldn't be here,† Sam said. Coyote ignored him and kept driving. The clinic was housed in an old two-story house at the far end of town. A line of people – mostly women and kids – waited outside. Coyote pulled into the muddy parking lot next to a rusted-out Buick. They crawled out of the car and walked up to the door. Some of the kids whispered and giggled, pointing at Coyote. An old man who was wheeling an oxygen cylinder behind him said, â€Å"Crow Fair ain't 'til next summer, boy. Why you dressed for a powwow?† â€Å"Be cool,† Sam said to Coyote. â€Å"Don't scare him.† Coyote shrugged and followed Sam into the waiting room, a ten-by-ten parlor with a checked linoleum floor and mint-green walls hung with racks of pamphlets. Twenty people sat in folding chairs along the walls, reading old copies of People or just staring at their shoes. Sam approached a window where a Crow woman was absorbed in scribbling on index cards, intent on not looking at those who waited. â€Å"Excuse me,† Sam said. The woman didn't look up. â€Å"Fill this out.† She handed a form and a stick pen over the counter. â€Å"When you hand it in – with the pen – I'll give you a number.† â€Å"I'm not here for treatment,† Sam said, and the woman looked up for the first time. â€Å"I'm here to see Pokey Medicine Wing.† The woman seemed annoyed. â€Å"Just a minute.† She got up and walked through the door into the back. In a moment a door into the waiting room opened and everyone looked up. A young, white doctor poked his head out, spotted Sam and Coyote, and signaled for them to come in. Everyone in the waiting room looked back down. Inside the door the doctor looked them up and down, Sam in his dirty windbreaker and slacks, Coyote in his buckskins. â€Å"Are you family?† â€Å"He's my clan uncle,† Sam said. The doctor nodded to Coyote. â€Å"And you?† â€Å"Just a friend,† Sam said. â€Å"You'll have to wait outside,† the doctor said. Sam looked at Coyote. â€Å"Keep it under control, okay?† â€Å"I said I would.† The trickster went back into the waiting room. â€Å"He should be in a real hospital,† the doctor said. â€Å"He was technically dead, twice. We brought him back with the defibrillator. He's stable now, but we don't have the staff here to watch him. He should be in an ICU.† Sam hadn't heard a word of it. â€Å"Can I see him?† â€Å"Follow me.† The doctor turned and led Sam down a narrow hallway and up a flight of steps. â€Å"He was severely dehydrated and suffering from hypothermia. I think he'd been drinking even before he went on the fast. It leached all the fluids out of his body. His liver is shot and his heart sustained some damage.† The doctor stopped and opened a door. â€Å"Just a few minutes. He's very weak.† The doctor went in with Sam. Pokey was lying in a hospital bed, tubes and wires connecting him to bottles and machines. His skin was a brown-gray color. â€Å"Mr. Medicine Wing,† the doctor said softly, â€Å"someone is here to see you.† Pokey's eyes opened slowly. â€Å"Hey, Samson,† he said. He smiled and Sam noticed that he still hadn't gotten false teeth. â€Å"Hey, Pokey,† Sam said. â€Å"You got bigger.† â€Å"Yeah,† Sam said. Seeing Pokey was breaking through his fog, and he was starting to hurt again. â€Å"You look like shit,† Pokey said. â€Å"So do you.† â€Å"Must run in the family.† Pokey grinned. â€Å"You got a smoke?† Sam shook his head. â€Å"I don't think that would be a good idea. I hear you're still drinking.† â€Å"Yeah. I went to some meetings. They said I needed to get a higher power if I wanted to quit. I told them that a higher power was why I was drinking in the first place.† â€Å"He's outside now. Waiting.† Pokey nodded and closed his eyes. â€Å"I had a couple of visions about you meeting up with him. All those years he's quiet, then I get a bunch of visions. I thought you was dead until I had the first one.† â€Å"I couldn't come home. I shouldn't have†¦.† Pokey dismissed the thought with a weak wave of his hand. â€Å"You had to go. Enos would've killed you. He checked on us for years, lookin' in our mailbox for letters, watching the house. He drove himself plumb crazy. He give up on you when Grandma died and you didn't come home.† Sam had listened to the last part of the speech sitting on the edge of the bed with his back to Pokey. His knees had given out at the news that Enos was alive. He stared at the door. â€Å"I don't feel anything,† he said. â€Å"You okay?† Pokey said, trying to grab his nephew's arm. â€Å"There's nothing. I'm not even afraid.† â€Å"What's wrong?† Sam looked over his shoulder at Pokey. â€Å"I thought I killed him.† â€Å"You busted him up real good. Broke both his legs and an arm sliding down the face of the dam. Tub a lard didn't even have the manners to drown.† â€Å"I been running for nothing. I†¦Ã¢â‚¬  â€Å"I should of never give you that Coyote medicine,† Pokey said. His breath was starting to come in rasping gasps. â€Å"I thought if I got rid of it I wouldn't be crazy no more.† â€Å"It's okay.† Sam patted Pokey's arm. â€Å"I don't think you had a choice.† Pokey continued to breathe heavily. â€Å"I saw a shadow that said you were going where there was death. I didn't know where to find you. I told Old Man Coyote. He said he knew.† Pokey gripped Sam's arm. â€Å"He said he knew, Samson. You got to get away from him.† â€Å"Calm down, Pokey.† Sam stood and put his hands on Pokey's shoulder. â€Å"It's okay, Pokey. It wasn't my death. Do you want the doctor?† Pokey shook his head. His breathing started to calm. Sam took a pitcher of water from the bedside table and poured some into a paper cup. He held it while Pokey drank, then helped the old man lie back. â€Å"Whose death?† Pokey asked. Sam put the cup down. â€Å"A girl.† He looked away. â€Å"You loved her?† Sam nodded, still looking away. â€Å"She had a baby. Cindy's watching him.† â€Å"When did it happen?† â€Å"This morning.† â€Å"Was Old Man Coyote with you when it happened?† â€Å"Yes.† â€Å"Ask him to bring her back. He owes you that.† â€Å"She's dead, Pokey. She's gone.† â€Å"I been dead twice in the last two days. I ain't gone.† â€Å"She was shot, Pokey. A bullet went through her spine.† â€Å"Samson, look at me.† Pokey pulled himself up on the bed so he could look Sam in the eye. â€Å"He owes you. There's a story that Old Man Coyote invented death so there wouldn't be too many people. There's another story that his wife was killed and he went into the Underworld to get her. There was a shade there that let her go as long as Coyote promised not to look at her until he got back to the world, but he looked, so now no one can come back.† â€Å"Pokey, I can't do this right now. I can't listen to this.† â€Å"He stole your life, Samson.† Sam shook his head violently. â€Å"This just happened to me. I didn't make any of it happen.† â€Å"Then make it happen now!† Pokey shouted. Sam stopped. â€Å"In the buffalo days they said that a warrior who had counted coup and had an arrow bundle could move in and out of the Underworld. He could hide there from his enemies. Go, Samson. Old Man Coyote can help you find your girl.† â€Å"She's dead, Pokey. The Underworld is just old superstition.† â€Å"Mumbo jumbo?† Pokey said. â€Å"Yes.† â€Å"Crazy talk?† â€Å"That's right.† â€Å"Voodoo?† â€Å"Exactly.† â€Å"Like Coyote medicine?† â€Å"No.† â€Å"Well?† Sam didn't answer. He was gritting his teeth, glaring at his uncle. Pokey smiled. â€Å"You still hate it when I talk about the old ways. Try it, Samson. What do you have to lose?† â€Å"Nothing,† Sam said. â€Å"There's nothing at all.† The doctor opened the door and said, â€Å"That's enough. He needs to rest.† â€Å"Fuck off, paleface,† Pokey said. Sam said, â€Å"Just one more minute, please.† â€Å"One minute,† the doctor said, holding up his finger as he backed out of the room. Sam looked at Pokey. â€Å"‘Fuck off, paleface'?† He laughed. It felt good. â€Å"Be nice, Squats Behind the Bush. I'm sick.† Sam felt something moving through him as he grinned at Pokey – something warm, like hope. â€Å"Now, quick, before you die again, you old fuck. Where do I get an arrow bundle?† -=*=- Sam came striding out of the clinic and grabbed Coyote by the arm, pulling him away from a group of kids he was lying to. What had been a paralyzing grief had changed to purpose. Sam felt incredibly alive. â€Å"Let's go. Give me the keys.† â€Å"What's going on?† Coyote said. â€Å"Why the hurry? Did the old man die?† Sam climbed into the Z and fired it up. â€Å"I've got to get to a phone, and I've got to get some clothes.† â€Å"What happened in there?† â€Å"You knew she was going to be killed, didn't you?† â€Å"I knew someone would.† â€Å"Pokey says that you can go in and out of the land of the dead?† â€Å"I can? Oh, the Underworld! Yeah, I can. I don't like to, though.† â€Å"We're going.† â€Å"It's depressing. You won't like it.† â€Å"Pokey thinks you can bring Calliope back.† â€Å"I tried that once; it didn't work. It's not up to me.† â€Å"Then we're going to talk to whoever it's up to.† â€Å"Aren't you afraid?† â€Å"I'm a little past that.† â€Å"Why do you need clothes?† â€Å"We're going to Billings first, to get something.† â€Å"It's depressing. You won't like it. There's a big cliff in Billings that was a buffalo jump, but our people never drove the herds over it. The buffalo used to go up to the edge and say, ‘Oh, no, it's Billings, then they'd just jump over out of depression. Nope, you don't want to go to Billings.† Sam pulled into the Hunts Alone driveway, shut off the car, and turned to Coyote. â€Å"What's in the Underworld? What are you so afraid of?†