Leadership in the 21st Century: Contrasting Views of Leadership and Their Utility for My Practice

HML 1001: Leadership of change S. McGowan. June 2008 Leadership in the 21st Century: Contrasting Views of Leadership and their Utility for My Practice Introduction In this paper I will examine two modern views of leadership. The leadership models I have decided to review are Servant-Leadership and Discretionary Leadership and my aim is to describe them, explore some of their similarities and differences and consider their usefulness for my own practice. Servant-Leadership Robert K Greenleaf defined Servant-Leadership in1970 in his essay ‘The Servant as Leader’ (Greenleaf, 1970). Greenleaf attributes the inspiration for his idea to the novel ‘Journey to the East’ by Herman Hesse (1932), where the central character Leo; servant to a party of travellers, proves ultimately to be the vital member of the group, whose mission fails without him. The servant-leadership theory is based on a model of empowerment and contrasts sharply with models of leadership that are based on power. Instead of concentrating on the acquisition of power and control, servant-leaders focus on helping people to grow and fulfil their potential. Greenleaf states: the servant-leader is servant first†¦ It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions’. (Greenleaf 1970) The servant-leadership theory advocates the role of leader as serv ing rather than controlling. By serving the needs of their workforce, clients and communities servant-leaders can harness the full force of an empowered group. Servant-leadership models promote a sense of community and an holistic approach to work and, ultimately, society. Steven R Covey, vice chairman of Franklin Covey, the world’s largest management and leadership development organisation, described four roles of leadership in his keynote speech to the Greenleaf Centre’s (www. greenleaf. org) 1999 conference (Covey 1999). These are: (i)Setting an Example: Leaders must work hard, contribute and model integrity, humility and the values of servant-leadership. Integrity breeds confidence and generates followers. ii)Pathfinding: Creating a vision that involves and inspires, and that through empowerment, mobilises the efforts of others. This way, strategic planning is values based and derived from an understanding of people’s needs. This is in stark contrast to power models, which espouse individualistic missions and goals for organisations to be ‘herded’ towards. (iii)Alignment: Aligning the systems and struct ures of an organisation to serve the agreed task and vision. Values need to be ‘institutionalised’ and language and action must be consistent. iv)Empowerment: This is what Covey describes as the ‘fruit’ of the first three roles: When you have a common vision and value system, and you have put into place structures and systems reinforcing that vision, when you have institutionalised that kind of moral authority – its like lifeblood feeding the culture, the feelings of people, the norms, the mores – feeding it constantly†¦You can†¦release the enormous human creativity, the human ingenuity, the resourcefulness, the intelligence of people to the accomplishment of those purposes. Everything connects together: the quality of the relationships, the common purpose and values. You find that people will organize themselves. They’ll manage themselves. People are drawn to doing their own best thing and accomplishing that worthy purpose, that vision. That’s empowerment! (Covey 1999) Max DePree has famously defined leadership as ‘a serious meddling in other people’s lives’ (DePree 2002). DePree is concerned with the interdependence of members of organisations and has argued that leadership can’t be just about the individual: When we think about the people with whom we work, people on whom we depend, we can see that without each individual, we are not going to go very far as a group. By ourselves, we suffer serious limitations. Together we can be something wonderful. (DePree 1990) DePree coined the term ‘Fiduciary Leadership’; one of the three things he believes to be vital to servant-leadership. Fiduciary leadership describes a model of leadership based on trust and reliance. With this model, leadership is a set of opportunities and accountabilities bestowed (temporarily) by followers, in the trust of the leader. Central to this concept is the idea that the ‘led’ are consenting to be led and this idea lies at the heart of democratic society. In the 18th Century Edmund Burke (1729-1797), Anglo–Irish statesman and political philosopher wrote: It is the love of the people; it is their attachment to their government, from the sense of the deep stake they have in such a glorious institution, which gives you both your army and your navy, and infuses into both that liberal obedience, without which your army would be a base rabble, and your navy nothing but rotten timber. Burke1775) With regard to fiduciary leadership Burke said: All persons possessing any portion of power ought to be strongly and awfully impressed with an idea that they act in trust. (Burke1790) And DePree says: Leadership is not a position†¦promotion has never made anyone a leader. Leadership is a fiduciary calling. Inherent in this calling is the knowledge that hope plays a critical part in the lives of fo llowers. Fiduciary leaders design, build and then then serve inclusive communities by liberating human spirit and potential’ (Depree 2002) Here again, then, the themes of leaders serving and harnessing human potential in organisations that are communities. Depree’s second ‘necessity’ vital to servant-leadership is broadenning the definition of leadership competence. He describes five areas of compertence: Firstly, defining and expressing reality for an organisation; second, vision and strategy; third, enabling creative people; fourth, transforming – by learning, risking and changing – and finally, unleashing the potential of all members of an organisation. Depree’s referrence to ‘transforming’ is important. Servant-leadership and fiduciary leadership are both examples of Transformational Leadership (Burns 1978). Transformational leadership is concerned with bringing about progress and accomplishing success through communication, influence and empowerment, as opposed to Transactional approaches, which favour activities such as resource management, and management by policy, proceedure and control. Transactional leaders prefer systematic approaches, organisational hierarchy, straightforward objectives and tried and tested techniques. They manage efficiently but are in danger of producing mediocrity and suffocating innovation and creativity (Fairholm 1991). Transformational leaders reject the rigidity of transactionalists, arguing that ideas such as Scientific Management (Taylor, 1910), with their focus on controlling the minute details of the means of production are restrictive , dehumanising, alienating (Marx, 1959) and, ultimately outdated. Conversely, the transformational model can be criticised as inefficient, wasteful and lacking focus and direction. The third of Depree’s three neccesities for servant-leadership is a clear moral purpose. He argues that leadership requires moral purpose to give it meaning, measures and a worthwhile goal. Keen on lists, DePree desribes six ‘signs’ of moral purpose. These are: (i)An acceptance of Human Authenticity: Organisations comprise individuals with a ‘cornucopia of gifts and talents’ and not just their ascribed roles or inherent characteristics. (ii)Rights: All are entitled to the right to belong; to ownership; to opportunity; to inclusion; to a covonatal relationship as ‘members’ of the organisation. iii)Truth: Consistent, multifaceted honesty is crucial to moral leadership (iv)Vulnerability: An absence of ego and openness to criticism. Willing to listen to others, to experiment, to make mistakes and to learn from them. (v)Equitable Distribution of Results: Distributing ‘profits’ fairly is a necessary and motivating feature of an org anisation that demands high levels of contribution from its members. Results or profits can be financial or else less tangiable outputs. (vi)Personal Restraint: Vulgar displays of power, wealth and status are offensive and demotivating to others. Ultimately, then, the servant-leadership theory regards leadership as a moral calling. Greenleaf’s leadership theory also has its basis in morality and latterly he concerned himself with the question of managing change in society, citing examples of immoral, senseless and destructive problems in the world. His view was that the system to deliver the necessary change would be the one that works best – in his view servant-leadership: The difference [between leader first and servant-leader] manifests itself in the care taken by the servant first to make sure that other people’s highest priority needs are being served. The best test, and the most difficult to administer, is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? (Greenleaf, 1970). To read Greenleaf and his followers, one might conclude that servant-leaders are essentially ordinary people drawn naturally, perhaps randomly, from the servant ‘classes’. People with philanthropic and selfless natures, who assume leadership positions only to spread their good deeds more widely. Interfering (DePree 1993) ‘do-gooders’ best suited to social and charitable enterprises! However servant leadership places as much emphasis on leadership as it does on servitude, even if the servant has to come first. Powerful servant-leaders can be found at the head of many serious, succesful, profit making organisations (e. g. Herb Kelleher, CEO South West Airlines, Jack Lowe, chairman of TDI Industries and Rich McClure, president of UniGroup Inc. [all US]) and, most recently, servant-leadership is the leadership philosophy espoused by newly elected President Lee Myung-bak of South Korea, who has called for servant-leadership as his primary presidential leadership vision (Hyun-kyung, 2008): Military leaders or professional politicians will be unable to manage the economy any longer mainly because they were born to wield power, instead of serving citizens. These leaders attempt to rule the country, while managers serve their customers. As a result, the boss is destined to wane, while servant leaders achieve mutually beneficial goals for the community. (Myung-bak, 2002) If we look more closely, then, servant-leadership, far from rejecting the idea that some people are natural leaders, actually shares many ideas with ‘trait’ models of leadership. Trait theories date back to the first half of the twentieth century and Weber’s thory of leadership-charisma (Webber 1947) is a good example. Trait theorists argue that leaders neither emerge naturally as a result of a personal ‘epiphany’, nor are they created by experience or training, but that they are born. Born leaders are the result of natural selection (Darwin 1859). Nicholson (2000) describes how evolutionary psychology has produced ‘alpha-males’: hard wired individuals with natural leadership qualities driven, by high levels of testosterone, to seek an optimal seratonin buz by taking charge and achieving personal success. Grrrrr! Foremost among these natural leadership qualites is charisma. Charismatic Leadership (House 1977, Burns 1978) concerns itself with the impact of charisma on the leader/follower relationship and the effect of charismatic leadership on the motivation and morale of followers. Charisma is regarded as an inate quality, a charm that compells others to follow. Freud described charisma as an ability to realise compliance from others (Freud 1922). Charismatic leaders are heroic, energetic and driven by dissatisfaction with the status quo. Although generally seen as a transactional model, charismatic leadership, when paired with a moral basis, is far from inconsistent with servant-leadership. In fact, many of the qualities required of the servant-leader such as vision, integrity and empowering others can be regarded as extremely attractive and thus charismatic qualites. Indeed Jesus Christ, cited by many servant-leadership disciples as the ultimatate servant-leader, was undoubtedly a charismatic leader. Discretionary Leadership In contrast to servant-leadership – which, whilst advocating a different moral basis for leadership, retains traditional ideas of hierarchy and organisational structure – discretionary or ‘shared’ leadership theory recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and cooperate in organisations. Discretionary leadership has emerged as a model suitable for complex modern day organisations (Kakabadse, 2000) with complex environments, contexts, and structures or, as Hunt put it, ‘macro-variables’ (Hunt 1981). Modern organisations are frequently network based, where the sum of a wide and diverse set of functions and departments combine to form a ‘virtual’ whole. Discretionary leadership places high value on an organisations’ ability to respond effectively to multiple agendas and stakeholders in a variety of situations simultaneously: a challenge that would be impossible to meet with conventional hierarchical organisations where leadership authority is held by a small number of senior managers. In essence, modern complex organisations need to coordinate the actions of a broad group of employees who adopt leadership behaviours, when and as required, to tackle the issues they face. Discretion would seem to be a two way process with this model: Senior leaders still define the degree of leadership authority that is delegated at their discretion, whilst employees are expected to adopt leadership roles, when necessary, at their discretion. Not completely un-hierarchical, but certainly less paternal and more organic than traditional models of leadership. Thus roles are defined in terms of the breadth of their discretion. At one extreme, some employees will have minimal discretion and be expected to carry out their duties in strict accordance with prescribed procedures – a model akin to that of production line workers in a scientific management system (Taylor 1910). At the other extreme, the CEO of an organisation has ultimate discretion. Between these two extremes it is vital that the quantity and quality of available leadership is commensurate with the needs of the organisation. Discretionary leadership, it is argued, is not only a suitable model for complex network-based organisations, but also the model of leadership that will naturally emerge in response to the pace and pressure of organisational change in the twenty-first century: The nature of role discretionary boundaries is increasingly determined by personal views concerning the challenges leaders face and the nature of those with whom they interact†¦Thus, the idiosyncratic nature of the organisation, the peculiarities of each leader role and the characteristics of each individual occupying such a role, are critical considerations in determining role boundaries and parameters. Kakabadse & Kakabadse, 1999) Organisations that require/generate substantial numbers of discretionary leaders will, by definition, include a multitude of visions and ideologies. Achieving cohesion is the vital key for this group model of leadership to be effective. This is achieved by those in charge skilfully conducting multiple conversations (or ‘polylogue’ – Kakabadse, 2005); by discretionary leaders reflectively understanding their roles and relationships and acting responsibly, and by promoting a shared philosophy, core vision and value system. Kouzmin has described this as the role of the ‘organisational architect’: The focus [for Contemporary leaders] has shifted increasingly to the role of the ‘organisational architect’. The principal contributing skill of architects is an ability to design and develop organisations; skills that require considerable creative insights and technical knowledge about how to analyse, design and stimulate complex, increasingly globalising, social and communication networks supported by rapidly advancing IT. Kouzmin et al. , 2007) With this model, leadership is not simply about goal-oriented control and coordination. Leaders need to properly understand the context in which actions are exercised and the appropriate mobilisation of others (Kakabadse, 2005). The modern organisation will be flatter, less hierarchical and based more on networks. It will be founded on interdependency, communication and the flow of ideas (supported by ever more sophisticated information techn ologies) rather than command and control models. With discretionary leadership employees will be incentivised to produce value by being fully and intelligently involved in the overall purpose of their organisation rather than alienated in the way that Marx (1959) has criticised scientific management (Taylor 1910). However, discretionary leadership also has its critics. Variations and tensions among workers in leadership roles can lead to negativity, whilst success is highly dependent on cohesion and the quality of interactions; both notoriously hard to control in network-based organisations: Where discretionary role analysis highlights variation of experience, capability, values, personality, behaviours, and the exercise of choice among the leaders of the organisation, tension and conflict become endemic with potentially disastrous implications for individuals and the organisation. (Finklestein and Hambrick, 1996) Globalisation, fast moving technological development, the increased recognition and value of social capital, multi-faceted demands and accountabilities, and the need to respond simultaneously and effectively to a number of agendas, means that organisations need different leadership models in the twenty-first century. Models of leadership that might have been appropriate to the manufacturing industries of the nineteenth and twentieth centuries now seem increasingly inappropriate to the educated, informed, skilled and sophisticated workforce of the present day, whether working in manufacturing or (more probably) in paper-based organisations or the service sector. It can, therefore, be argued that discretionary leadership is the ideal solution for the future, but only in a carefully esigned and managed system that maturely accepts the inherent will and ability to lead that is both needed and to be found within many key members of complex organisations. The utility of these ideas for me The leadership theories that I have chosen to examine might be considered to have much in common and it might seem that more radical alternatives could have been examined in order to better illustrate the contrast between theories. I have however chosen to focus on these models because of their resonance with my own i deas about leadership and their utility for a modern health service. I would also refute the view that servant leadership and discretionary leadership are very similar. Yes, they are both progressive, placing as they do an emphasis on employee empowerment and the importance of shared values and vision. However, servant leadership takes a rather traditional and paternalistic view of the structure of organisations and those destined to lead them, whilst discretionary leadership is based on a much more sophisticated understanding of the structural configuration of modern organisations. Personally, I have found utility in each of these models. As service lead for a new specialist mental health service, I am acutely aware of the complexity of modern day organisations as described by Hunt (1981) and Kakabadse (2000) in their explorations of discretionary leadership. The multifarious environmental, contextual and structural variables of the NHS epitomise the challenges recognised by advocates of this model. The NHS is also increasingly network based and is certainly the sum of a wide and diverse set of functions. For my own service, the ability to respond effectively to multiple agendas and stakeholders in a variety of situations simultaneously is vital. Our structure, although not completely without hierarchy, is relatively flat. The largest group of employees in my service are senior, professionally qualified practitioners including nurses, doctors, psychologists, social workers and occupational therapists. Each of these practitioners is responsible not only to me but also to their professional bodies and, as such, have a substantial degree of authority devolved to them, and broad freedoms to act and make decisions. The need to coordinate the actions of this broad group of employees is central to my role as service lead, as is the need for these well-paid individuals to accept and adopt leadership behaviours, when and as required, without undue recourse to management advice or consent. Discretionary leadership theory also recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and co-operate in organisations. This is extremely pertinent to modern mental health services, which are both multi-disciplinary and multi-agency. With multi-disciplinary teams, each different discipline ideally brings unique professional skills and ideologies to the service, which are then combined to produce a multi-dimensional ‘whole’ befitting of a service aimed at meeting the holistic needs of diverse individuals. For me, the achievement of cohesion is certainly the vital key to realising this ideal and Kakabadse’s (2005) notion of ‘polylogue’ resonates with me. Similarly, modern mental health services exist as components of broader networks that transcend the traditional boundaries of the NHS. In order to run an effective service I need to manage interfaces with a wide and diverse range of partner agencies and stakeholders that include GPs and other referrers, social care agencies, specialist providers, the criminal justice system, drug services, community and faith groups, and service users and their carers. Pollywollydollylogue! Central to the achievement of cohesion in my service has been the promotion of a shared philosophy, vision and value system and Kouzmin’s (2007) concept of the ‘organisational architect’ appeals to me in this sense, with its emphasis on leaders’ responsibility for designing and developing organisations with shared vision and effective communication networks. This concept of shared vision is also found in servant-leadership. Covey (1999) emphasised the need for leaders to create a vision that involves and inspires, and that mobilises the efforts of others, and Depree’s (2002) third neccesity for servant-leadership was a clear moral purpose, arguing that leadership requires moral purpose to give it meaning. It is not surprising that such sentiments should find esonnance in the NHS, or any other care sector organisation that has its base in social morality, and we are reminded of Bevan’s vision for a national health service, available to everyone and free at the point of access, sixty years ago: The collective principle asserts that†¦ no society can legitimately call itself civilized if a sick person is denied medical aid because of lack of means. (Bevan 1952) Interestingly, ‘moral purpose’ has played a significant role in influencing the development of my specialist field, Early Intervention in Psychosis (EI P), in this country. The introduction of this new model of mental health service has been extensively driven by a ‘bottom up’ approach that has witnessed the emergence of a ‘social movement’ for mental health reform (Bate et al, 2004): A diverse group of proponents, including statutory and non-statutory agencies, clinicians, service users and carer groups who are impatient for service reform and find commonality with the civil rights movement, equal rights for women campaigners and Gay Pride. Despite its diversity, this mental health social movement is connected by a shared view that that the suffering associated with the poor outcomes experienced by people with serious mental health problems is unnecessary, and largely a product of inadequate and ineffective services. It is argued that the kind of radical, transformational change required for mental health modernisation will not be achieved by top down, programmatic, transactional leadership approaches, but must be complemented by a grass roots desire for bold, sustainable change. Harnessing this shared sense of moral purpose has proved crucial to achieving cohesion in our complex service and is constantly and intentionally reinforced through team meetings, training and supervision. DePree’s (2002) notion of ‘fiduciary leadership’ also resonates and the sense that my position is one of responsibility and accountability both to and for a group of staff remains important for me. Having emerged from the ‘ranks’, my painfully slow rise to mediocrity might be seen as a good example of Greenleaf’s model, where individuals accept leadership, with modest reluctance, as a means to better serve others. In reality, my pathway has been determined by a combination of bossiness, laziness and poverty, fueled by a growing sense of moral purpose and by a personal philosophy that ‘it is better to lead, than be led by a w*nker’. I am, however, genuinely drawn to many of the core values of the servant-leader model: I believe that as leader I must work hard, contribute and model the values of the service. I believe that language and action must be consistent and that integrity breeds trust and confidence. I am keen to drive progress through experimentation and risk-taking but recognise interdependence with work colleagues and that change and improvement will only be delivered by harnessing human potential, empowering staff and clients, and by helping people to grow and fulfil their potential. In a service where ‘recovery’ is the product (or ‘profit’) it is vital that everybody’s contribution is acknowledged and people are fairly rewarded. Inevitably our system rewards some more than others and the recent introduction of ‘Agenda for Change’, the new NHS pay structure, has arguably made this harder. Never the less, I strongly agree with the need for personal restraint (DePree, 2002) in a system with such a wide range of pay scales. There is nothing more offensive than a highly paid NHS manager in an expensive sports car, no matter how severe their mid-life crisis. I do also recognise the reasonable criticisms of servant-leadership when presented as a purely transformational approach. Traditional transactional activities such as resource management, policy and proceedure are also necessary in a twenty-first century health service and some control remains necessary if outcomes are to be realised efficiently. Balancing these requirements with empowering models is the key, in my view, to enabling innovation and creativity whilst avoiding mediocrity and waste. Finally, as a big, hairy bossy-boots, I would need to declare some sympathy for the trait theorists. I think that I do have some natural in-built leadership qualities, as well as plenty of testosterone, and I enjoy seratonin as much as the next man (or woman)! Learning Points Foremost among the learning points stemming from this assignment for me was the relevance and usefulness of this subject to my work and this has been explored in the previous section. Also, I was surprised at just how large in both breadth and depth this subject is. Theories on leadership can be traced as far back as the ancient Greeks and Romans, with a massive expansion of interest dating back to the nineteenth century, culminating in a veritable explosion from the middle of the twentieth century onwards. And leadership theories stem from a wide spectrum of fields including industrial, religious, military, financial, educational, political and organisational. I have learned that no one model fully explains everything or is pertinent to all situations, and that leadership models, like history, are open to interpretation and reflective of the dominant culture of a particular place or time. Theories seem to exist, like most things, on a continuum, with poles that represent unworkable extremes such as dictatorship and anarchy. In between lie a spectrum of models that will have different levels of utility according to the presenting circumstances. I have reflected that there are times when strong, authoritarian leadership is necessary (such as wartime or when trying to organise a multi-agency conference! ) and there are times when more subtle influence is required. Coming from a health service management perspective, this assignment has reinforced my view, as illustrated by Covey’s (1999) description of servant leadership, that clinicians in caring roles have to want to perform well and that managers can’t force workers to ‘care’ – any more than the north wind could force the man to remove his cloak in Aesop’s sixth century BC fable of the wind and the sun: Kindness, gentleness, and persuasion win where force fails. (Aesop, 6BC) I have also learned to recognise that different, coexisting parts of the same organisation can be working to different leadership models simultaneously. For example, in our organisation, the IT and catering departments might be run along the lines of scientific management, the finance department (and in particular the director of finance) employ authoritarian transactional control, whilst our clinicians require engaging and empowering approaches to optimise their creativity and output. The CEO, as ‘organisational architect’ needs considerable skill to hold all of this together and I have learned that complex organisations like ours can only function when discretionary leadership roles are promoted. When thinking about the different types of leadership required in the NHS, I was also led to consider the problems that occur when leadership style conflicts with leadership need and there are many examples of organisational problems stemming from this kind of dichotomy. Similarly, problems occur when the ‘espoused’ (Argyris, 1974) theory of leadership differs from the theory in action. The starkest example of this, perhaps, would be Adolph Hitler, who espoused to be the natural leader (‘Ubermensch’ – Nietzsche, 1883) of national socialists but was in fact a nasty dictator. Speaking of dictatorship, in studying for this assignment I found myself naturally drawn to models of leadership that reflect my own values and beliefs and that vindicate my own approach. At the same time I found it useful to see these ideas in their broader context and contrasted with alternatives. I have become increasingly aware of the social, political, philosophical and spiritual dimensions of leadership theory and was struck by the strong link between Christianity and servant-leadership, with many of its exponents being unashamed god-botherers with evangelical tendencies. This led me to reflect on the way leadership theories have been influenced by dominant cultural models over time, and how we have seen a transition from authoritarian ‘old testament’ models of leadership at the start of the industrial revolution, to the scientific and evolutionary models of the twentieth century and, finally, to models based on the modern Christian/Humanistic values of empowerment. In the NHS we have witnessed a shift from leadership models based on power and status (Consultants, Medical Superintendents etc. to models based on emulating the business models and management control of business/industry, to the discretionary models of leadership that are increasingly found in large, complex, network-based NHS organisations. It remains to be seen whether the NHS will continue this evolutionary journey or, as some fear, pendulum back to models based on the divine power and status of medical leads and general managers. Conclusion This essay asked us to consider leadership requirements for the twenty-first century and I would be inclined to agree with Greenleaf’s (1970) axiomatic proposition that the system needed to deliver the necessary change would be the one that works best. For Greenleaf that was servant-leadership. Importantly Greenleaf identifies the requirement for leadership to deliver the ‘necessary change’, and this examination of leadership theories has shown me how the management of change is central to the purpose of leadership and how successfully managing change is a defining characteristic of leadership (Pedler et al, 2004). Pedler describes this in a way that both resonates with me and promotes simultaneously the ideas of discretionary leadership, servant leadership and transactional progress: Major change usually involves large numbers of people, and there are usually many agendas present concerning what the change should be, what it is for and how it is achieved. Listening to and balancing these views and concerns, whilst continuing to move forward is one of the hallmarks of good leadership. (Pedler et al, 2004) With regard to whether a different kind of leadership is required for the twenty-first century, I think that it can be concluded that different scenarios demand different models of leadership. Kakabadse (1999) argues that discretionary leadership will naturally emerge in response to the pace and pressure of organisational change in the twenty-first century. For me, the model of leadership needed in the twenty-first century, will be the one that best reflects the cultural norms and values of the century. For modern NHS organisations, I am inclined to agree with the discretionary leadership theorists that flexible, interdependent, multi-layered leadership based on shared values, relationships, communication and the flow of ideas is required. Gooding supports the view that the requirements of the twenty-first century will undoubtedly be different to those of the preceding centuries: The manager will become much more of a coach, positioned alongside rather than above his team, working with them, acknowledging their concerns, ideas and aspirations. (Gooding, 2005). According to Gooding, the ‘command and control’ culture is dying and the personality profile of successful managers will change, emphasising empathy and sensitivity. However, despite many examples of successful servant-leaders, I remain to be convinced that these models will soon be adopted in the ‘for-profit’ sector, where macho, transactional behaviour is still valued and rewarded: ‘You’re fired! ’ (Alan Sugar, 2008) References Aesop, (6BC). A Selection Of Aesop’s Fables From A New Translation For Modern Readers (1953), Wolverhampton College of Art Argyris, C and Schon D (1974). Theory in Practice, Jossey Bass Bate, P, Robert, G & Bevan, H (2004). 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In Public Governance and Leadership: Political and Managerial Problems in Making Public Governance Changes the Driver for Re-Constituting Leadership (ed) Koch, R and Dixon, J. Wiesbaden: Deutscher Universitats-Verlag Marx, K (1959). Economic & Philosophical Manuscripts of 1844, Moscow: Progress Publishers Myung-bak, L (2002). Having Hope Among Continued Frustration, Nicholson, N (2000). Managing the Human Animal. London: Texere Nietzsche, F (1883) Also Sprach Zarathustra, Cherrnitz: Ernst Schmeitzner Pedler, M Burgoyn, J and Boydell T (2004). A Manager’s Guide to Leadership. Glasgow: McGraw Hill Sugar, A (2008). The Apprentice, BBC TV Taylor, FW (1911). The Principles of Scientific Management. New York: Harper Weber, M (1947). The Theory of Social and Economic Organisation. Henderson, AM and Parsons, T, New York: Free Press

High School Educational System in Contrast

Name: Lily High School Educational System in Contrast between Canada and China With the development of a progressive and civilized society, education becomes a greater priority. In separate countries, there are distinct differences in the systems and methods by which education is practiced. The Canadian secondary school educational system is different from the Chinese education system in four main areas: the subjects offered for study, requirements for graduation, the authority of the teachers and the physical aspects of the institutions.The first obvious difference in the education system between Canada and China is in the subjects that are offered for study. In China, there are two systems for students to choose in high school: a departmental system consisting of liberal arts and science. The students who choose liberal arts will study Mandarin, English, History, Mathematics, Politics, and Geography. For those who choose science, the preferred courses will be Chinese, English, Math ematics, Biology, Physics and Chemistry. According to BC Ministry of Education (2008), in Canada, there are two ways for students to choose: required and elective courses. For instance, required courses are planning, language arts, mathematics, fine arts and applied skills, social studies, science and physical education and are offered as the students only choices. Furthermore, elective courses have more flexible options. Surely, choosing any courses that interest students is important, as long as their electives are over twenty eight credits.The second difference between China and Canada is in the requirements for graduation. In China, students have to take college entrance examinations, which are the most important academic exams in China. In addition, students will receive placings that are arranged from the higher to the lower grades. The marks they get will influence whether they are able to graduate, to repeat the courses or to leave school and enter the workforce as only part ially skilled. Conversely, in Canada, the requirements for graduation are easier than they are for students in China.Students in Canada are required to obtain just forty eight credits from the required courses, twenty eight credits from the elective courses, as well as four credits from graduation transitions (BC Ministry of Education, 2008)2. Other noticeable differences between Canada and China involve issues of the authority possessed by teachers. In China, teachers are like parents, in contrast, teachers are more like friends or mentors in Canada. Chinese teachers always emphasize the importance of rote learning and the value of marks.However, Canadian teachers give students more freedom and offer the opportunity to develop their interests. Furthermore, Chinese teachers are much stricter than Canadian teachers. Sometimes, a teacher in China can punish a student by assaulting them, which is due to the fact that teachers in China are held as being above question, while by law. Can adian teachers are not allowed to physically attack their students in any way. (Farran, S. , 2009)3 The final distinct area of difference between Canada and China is the physical aspects of the learning environments.For instance, the sizes of the classes in China usually are composed of approximately sixty people, but classes in Canada normally are a maximum of about thirty people. Statutory holidays are different, too. Chinese students are free from January to February for one month to celebrate Spring Festival and in July and August for two months because of the extremely hot weather. Canadian students are free during a part of December to celebrate Christmas during Winter Break, and this holiday is usually about three weeks without school.In China, students have to go to school in the evening to study; however, Canadian students have the choice of taking extra classes or tuition, but this is optional. In conclusion, the subjects offered for study, the requirements for graduation, the authority of the teachers and the physical aspects of the institutions are the main contrasts between the Canadian and the Chinese secondary school educational systems. Education is an essential component of a successful and potentially prosperous life, and a definitive part of the core competency of a nation.Therefore, how to form a more innovative yet completely effective system of education requires constant exploration, development and implementation of methods that maintain high standards and improve to the highest quality for the students of the world’s future. Reference: 1 BC Ministry of Education (2008). At a Glance Requirements – What You Need to Graduate. Retrieved 2012, from BC Ministry of Education 2 BC Ministry of Education (2008). At a Glance Requirements – What You Need to Graduate. Retrieved 2012, from BC Ministry of Education 3Farran, S. (2009). CAN HIGH SCHOOL GRADES BE TRUSTED?. MacLean’s, 122(44), 92-96

William Shakespeares Biography - 903 Words

William Shakespeares Biography On an April night unknown, in 1564, at a humble home in Henley St. in the quiet town of Stratford, England Isle of Wight, John and Mary Shakespeare gave birth to a poet. William Shakespeare was born on what is believed to be the 23rd of April the feast day of patron saint the dragon-slayer St. George, and though there are no known records either to confirm or deny, this date was subsequently accepted, has been established, and is widely celebrated as the day of both his birth and his death. In fact, The Book of Common Prayer states that unless there is a valid reason to postpone the ceremony, a newborn must be baptized on the first holy day following its birth and records from the Holy Trinity Church in†¦show more content†¦At age seven, William attended King Edward VI Grammar School which, was founded in 1269 by Robert de Stratford and The Guild of the Holy Cross; also known as the Stratford Grammar School, the facility still exists today as an all-girls academy. At age sev enteen, William married pregnant twenty-six year old Anne Hathaway and for a short time the two newlyweds lived with his parents at the original home on Henley St. The recently married Shakespeares had three children early on in their marriage, Susanna, born in May of 1583, and in January of 1585, the twins, Hamnetwho died of an unknown illness at age eleven, and Judithfor whom there really isnt much information to be found. Incidentally, the twins were named after close family friends and elected godparents, the local baker and his wife Hamnet and Judith Sadler who in turn named their first born child after William. By 1592, William, then touring with Pembrokes Men, commissioned by Henry Herbert, the Earl of Pembroke, was swiftly gaining notoriety and popularity as an actor and playwright and three of his plays, King Henry VI, Titus Andronicus, and The Comedy of Errors, were doing particularly well. On April 8, 1593, Shakespeares first critically acclaimed poem, Venus and Adonis wa s published marking his formal debut as a metrical writer. In 1594, Shakespeare toured with the Lord Chamberlains Men, a troupe, which also included the multi-talented actors RichardShow MoreRelatedWilliam Shakespeares Biography Essay1406 Words   |  6 PagesWilliam Shakespeares Biography William Shakespeare (1564-1616): Though William Shakespeare is recognized as one of literatures greatest influences, very little is actually known about him. What we do know about his life comes from registrar records, court records, wills, marriage certificates and his tombstone. Anecdotes and criticisms by his rivals also speak of the famous playwright and suggest that he was indeed a playwright, poet and an actor. William was born in 1564. We know thisRead MoreWilliam Shakespeare s Life Of The English Language1425 Words   |  6 PagesOne of the greatest dramatists of all time came into the world on April 23, 1564 in Stratford-upon-Avon, England, a small market town northwest of London (Biography 2016). William Shakespeare grew up modestly throughout the early years of his life, but the influence that he had in the literary world was anything but. His childhood education and young-adult jobs aided him in creating a name for himself gradually to the theater. With patience and commitment towards his writings, Shakespeare becameRead MoreWilliam Shakespeare s An Enigma Throughout History1555 Words   |  7 PagesThe life of William Shakespeare has been an enigma throughout history. Little can be found about his life because many of the documents have been lost from the Elizabethan times. Information regarding his family, himself, and his works has been unraveled through looking at past historic al documents and connecting one source of information to another to provide sufficient history on William Shakespeare. Many of William Shakespeare’s plays and poems have influenced other writers with their works, butRead MoreWilliam Shakespeare Biography Essay1691 Words   |  7 PagesShakespeare Biography? Who was William Shakespeare? Where was he born? Where did he go to school? How did William Shakespeare live his life from the beginning to the ending? William Shakespeare’s life became a great mystery with lack of evidence to support any findings. His schooling, his family and parents will be revealed in my paper. Who were William Shakespeare’s parents? The parents of Mr. Shakespeare were John Shakespeare and Mary Arden Shakespeare. Mary Arden married William ShakespeareRead MoreFrom Where did William Shakespeares Greatness Come?755 Words   |  3 Pagesbut know not what we may be.†~ William Shakespeare. It is not known if Shakespeare had any hand in the publications of his plays, in which he is so well known for. â€Å"Some are born great, some achieve greatness, and some have greatness thrust upon them.†~ William Shakespeare. Was he just born great? Did he simply achieve greatness? Did he have it thrust upon him due to the changing times in which he lived? So many questions remain, even though more is known about William Shakespeare than any other personRead MoreEssay about William Shakespeares Life in London763 Words   |  4 PagesWilliam Shakespeare spent the later years of his life in London, England. This part of his life deserves to be noted, because of his outst anding accomplishments towards society. A big part of Shakespeare’s accomplishments derive in the city of London. William Shakespeare’s life in London consisted of the lost years, involvements with the Globe Theater, creations of brilliant Early works, articulate writing styles that catch the eye, and controversies about whether Shakespeare was educated enoughRead MoreWilliam Shakespeare: A Legendary Author Essay896 Words   |  4 PagesWilliam Shakespeare’s intellectual use of the English language is what brought him prosperity throughout his lifetime, and what brings us to tears and laughter in the modern world. The life of Shakespeare is of great importance to English literature because of his many contributions including poetry, stories, and plays. However, many people do not know that he also owned a business. â€Å"William Shakespeare was a professional actor, a businessman, and a playwright. Today, nearly four hundred yearsRead MoreWilliam Shakespeare Essay1510 Words   |  7 PagesWilliam Shakespeare William Shakespeare, the playwright, had a life of virtual mystery, intrigue and relative sadness. Shakespeare grew up in a modest upbringing and was known to have only completed elementary school. Though he did not attend college, he would end up as one of histories greatest literary success stories. The mysteries surrounding the life of William Shakespeare are perpetuated with the reference to the ‘lost years; two distinct periods of time from 1578-1582 and 1585-1592Read More Shakespeare and the Globe Theatre Essay962 Words   |  4 Pagesalways been a big attraction throughout the centuries. William Shakespeare is most commonly known as one of the best play writers of all time. Even without the modern technology that we have today, Shakespeare was able to deliver magnificent plays using the Globe Theatre. Though Shakespeare wrote many plays, he did not write an autobiography, and none of the letters he wrote could be found. Therefore little is actually known about Shak espeare’s life. What is known can only be found in historicalRead MoreWilliam Shakespeare s Influence On The Course Of World History1440 Words   |  6 Pagescenturies could hit Orbit and sum of Shakespeare’s wit† (â€Å"nosweatshakespeare†). This quote above was said by Ralph Waldo Emerson, a famous essayist inspired by Shakespeare’s works. William Shakespeare was a renowned author, poet, actor, and playwright. He has contributed to many components of life today such as; founding modern English language, contributing to literature, contributing to modern theater, and contributing many of his works to modern English. William Shakespeare has greatly impacted the

Sources of Business Ideas - 1251 Words

Home About tutor2u Contact Us Buy tutor2u Resources tutor2u tutor2u Economics Business Politics Sociology IB Diploma Law RE Management History Geography English Teaching Learning Powered by Leeds Metropolitan University GCSE Business Studies GCSE Revision Note Home | Business Studies Revision Quizzes | Business Studies Blog Starting a business - sources of business ideas Author: Jim Riley Last updated: Sunday 23 September, 2012 Starting a Business - Sources of business ideas Where does an entrepreneur come up with the idea for his/her business? In practice there are many ways in which the business opportunity and idea is first spotted. As we shall see, sometimes luck plays a big part; at other times there is a role for†¦show more content†¦Tyrrell’s Crisps Will Chase Will needed to find an alternative use for the output from his loss-making potato farm. He added value to the potatoes by turning them into premium-priced crisps. Superjam Fraser Doherty Fraser turned his grandmother’s recipe for sugar-free jams into a best-selling grocery brand. Beautiful Vending Neil Mackay Richard Starrett Neil Richard spotted the potential for grooming machines whilst working in entertainments industry. Jo Jingles Gill Thomas Gill made a lifestyle choice to move out of the corporate world and set up her own business. She combined her personal interest in teaching music to children with an idea for a franchise format. Other Business Study Resources You Might Like on tutor2u Revision quizzes for business students Starting a Business Sources of Finance for a Startup Franchising Cash Flow Forecasting for a Startup Creating Protecting Business Ideas Startups and Understanding the Market Market Research for a Startup Locating the Startup Business Choosing a Legal Structure for a Startup Employing People in a Startup Generating and Protecting a Business Idea Using Breakeven in Decision-Making Finance Revenues Breakeven Basics Costs, Revenues and Profits Business Costs Using Budgets Using Breakeven in Decision-Making Investment Appraisal Basics Financial Strategies Measuring and Improving Profit Improving Cash Flow Working Capital Balance Sheet Income Statement FinancialShow MoreRelatedSources Of New Business Ideas944 Words   |  4 PagesSources of New Business Ideas According to Hisrich, sources for new business ideas come from five different thing; Customers, existing products and services, distribution channels, the federal government, and research and development (Hisrich, 2013). Hisrich lays out these five different channels but there are many other things that can produce a business idea, such as something as simple as an entrepreneur having an issue in his/her life and creates something to make that issue disappear. â€Å"By farRead MoreBeing an Entrepeneur1043 Words   |  4 Pagesabout the idea of creating a multinational retail corporation here in America called Wal-Mart? Sam Walton - founder of Wal-Mart was behind that idea. Sam Walton is an example of great entrepreneur who wanted to make his business successful. An entrepreneur needs a variety of skills but does not need to have a formal education. Being an entrepreneur is challenging even if an individual is well educated on the field or has no education at all. There is alwa ys the risk conducting business becauseRead MoreChameleon Shoes Sources Of Capital1278 Words   |  6 PagesChameleon Shoes Sources of Capital Every business needs some form of capital investment hence the need for entrepreneurs to identify reliable sources of financing. The chameleon shoes venture, being a new business opportunity will require reliable sources of capital. In fact, the chameleon shoes business will require finances to purchase assets and for its working capital operations. As such, this paper seeks to explore various sources of capital with particular interest on venture capital asRead MoreCitation and Business Report Essay661 Words   |  3 PagesSUBDOMAIN 318.2 - COMMUNICATION Competency 318.2.2: Business Research and Presentation - The graduate conducts business research and develops business-related presentations appropriate to specific tasks. Competency 318.2.3: Organizational Communication - The graduate can determine appropriate uses for specified types of organizational communication. Objectives: 318.2.2-01: Describe what constitutes a valid information source. 318.2.2-02: Identify appropriate use of reference material as aRead MoreRaising Finance1286 Words   |  6 Pagesexternal sources.  In addition, managers who are looking to buy-in to a business (management buy-in or MBI) or buy-out (management buy-out or MBO) a business from its owners, may not have the resources to acquire the company. They will need to raise finance to achieve their objectives. There are a number of potential sources of finance to meet the needs of a growing business or to finance an MBI or MBO: - Existing shareholders and directors funds - Family and friends - Business angels -Read MoreEntrepreneurship Assignment1021 Words   |  5 Pagescombined’ The Female Economy, Harvard Business Review. Taking the essence from the paper, create a business idea that serves the women market. The business need not be specifically feminine, ie. Women products, cosmetics, but general products/services that is also used by women. Then develop a business plan detailing your ideas. Assessment Method The following assessment scheme will be adopted in order to evaluate the elements above: * Business Idea (15%) This criterion evaluates theRead MoreInnovation Practices Of An Internet Company1137 Words   |  5 PagesCompany The business world of today exists in an uncertain and volatile environment. One of the greatest changes in this environment came with the arrival of the Internet. As the use of the Internet became the norm rather than the exception, businesses had to shift their focus. Rather than having a business based in a â€Å"brick and mortar† physical structure, the majority of companies today rely on modern technologies, especially the Internet, either partially or fully, to bring their ideas and productsRead MoreCompany Details : Shop For Latest And Trendy Clothes Essay806 Words   |  4 Pagesprofessional fashion designer, we are looking ahead of increasing our business with overseas country, we will put efforts to have business with England, Canada, new Zealand. Do your loved ones always urge you to begin a business to offer your high quality adornments or garments? You ve obviously got ability so now it s a great opportunity to get ready for your business. A marketable strategy w ill help you detail the structure of your business, who your optimal clients are and how you plan to profit. ToRead MoreThe European Union ( Eu )1684 Words   |  7 Pagesthroughout the EU. The fundamental idea of the EU is to have a single market region where there are few (if any) barriers to the movement of goods and services throughout respective member countries. With the reduction of barriers to doing business, having a single market should help substantially grow business throughout the European economy by increasing competition and trade, improving efficiency, and helping cut prices of both business inputs and finished products (source 1). However, since the worldRead MoreThe Importance Of A Study Of Todays Business Market1238 Words   |  5 PagesIn this essay is will be detailing the importance of a study of today s business market. A market survey is key both before and after the release of a product or a business idea to strengthen it. You have an idea of business tha t seem irresistible. Or you simply think to launch a new product, you ve found a super location for your new business and want it, yes or Yes. Any of these actions requires money and effort. For this reason it is necessary that we have all the data that ensures the viability

Placing The Blame On Hale s The Crucible - 860 Words

Placing the Blame on Hale The town of Salem, Massachusetts was a quiet, uneventful town for quite some time. When accusations of witchcraft began circling certain members of the community, Reverend Parris called in outside help. Reverent John Hale came from Beverly, the next town over. He strongly believes that everyone has a good side, though that belief sometimes alters his perception of people. Though his attempts to help were noble, he could have prevented over fifty deaths by staying out of Salem. Hale becomes the primary cause of the witch hunts because he’s overly trusting, kind, and often rushes to solve complex problems in Arthur Miller’s The Crucible. As a general rule, Hale believes most of what he’s told, without questioning the truth of it. Not long after coming to Salem, Hale begins questioning members of the community about witchcraft. To Abigail, he asks, â€Å"Did you call the Devil last night?† (481 Miller), to which she replies, seemingl y fearfully, â€Å"I never called him! Tituba, Tituba†¦Ã¢â‚¬  (481 Miller). To the reader, it’s rather obvious that Abigail is attempting to blame Tituba for her suspicious actions. Parris interrupts, asking, â€Å"She called the Devil?† (481 Miller), and Hale begins to shift his suspicion, saying, â€Å"I should like to speak with Tituba.† (481 Miller). Nearly immediately after Hale has another person to focus his questioning on, he accepts Abigail’s story and moves on. Hale could have avoided this by noting the name, but continuing toShow MoreRelatedSuperstitions By The Crucible By Arthur Miller1206 Words   |  5 Pages Superstitions in The Crucible Superstitions lead to various impacts because a superstition is a belief that is not backed up by any facts, often straying from rational though. Miller expresses this idea throughout The Crucible as a rumor of witchcraft invades the small Puritan town of Salem, Massachusetts. In the Puritan religion the Devil plays a very important role. The Puritans believed that every bad deed was motivated by the devil, some of these included writing love poems, listening to religiousRead MoreThe Art Of Deception : The Origin Of And Escape From The Spread Of Falsehoods Essay1413 Words   |  6 PagesFalsehoods Throughout the centuries, episodes of hysteria have disturbed humanity, plaguing both small communities and powerful empires. Although often short-lived, these instances of widespread panic can disrupt social and political order. In The Crucible, Arthur Miller reveals that self-centered ambition underlies the spread of false ideas, which can fuel societal paranoia. However, Miller argues that individuals can escape this hysteria and preserve their dignity if they choose to sacrifice theirRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesand permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290. Many of the designations by manufacturers

Opportunity Creativity Discovery-Free-Samples-Myassignmenthelp

Questions: 1.How the tools, Methods and Theories you have learned and applied in this unit could be relevant to this case study. 2.How do they apply? 3.Would they affect the outcome stated in the Case Study? 4.What were the Opportunities to Implement them? 5.How could they be applied in moving beyond the Case? 6.Provide a summary of your understanding of design-led innovation including design thinking and other Methodologies for Opportunity Discovery and Creativity. 7.Briefly reflect on your Initial Creativity Presentation. What can you observe about your approach to Creativity and Design now that you have completed this unit? How does this impact on you? Answers: 1.The design thinking industry has been extended beyond the common practice of including the design for and of hospitals, healthcare, government policies and organizations. The tools, theories and methods applied in this unit are relevant to the case study. Recent trends of utilizing the approach of design thinking are a crucial shift towards design for the complex projects as well as their environments. It is an approach of problem solving fundamental to the design practice, which emphasizes on the user, collaborative methods and visuals through an iterative, multidisciplinary and adaptive process. Recent design thinking draws examples from the highly complex and large scale practices of the organization. One could preserve the design thinking approach for a new context (Oppezzo and Schwartz 2014). 2.The principles of design are the objectives and overarching philosophies which are outlined as building a distributed understanding of the intent, taking the approach which is user centered, making an emerging design which is visible early, working collaboratively in terms of interdisciplinary, creating a logical blueprint for any changes and following a flexible yet disciplined process. The application of the methods, tools and theories is done to solve the highly complex situations. Organizations have adopted innovative methods of implementing the methods wherever accessible. Practitioners and scholars have turner to the design thinking for an innovative advantage, in this competitive environment of policy design and public service. The methodology of design thinking is rigid; however, with certain innovative measures it can be adaptive as well as fluid (Amadeu 2012). 3.The most crucial point of the creative decision analysis and making an innovative decision is achieving the desired outcome. The decision making quality can be only evaluated in the situation, when the ideas are creative and innovative. Firstly, the design development stages, blueprinting, intent and emphasizing on the idealistic and intangible design goals, which affects the outcome. Secondly, the facilitators of design take a passive role for getting the desired results. Thirdly, the design thinking emphasizes on the collaboration, which in turn encourages the co responsibility on the outcome of the design. The design thinking approach is not only gained as designers, rather it can be enabled through multidisciplinary collaboration via design methodology. Therefore, the design thinking helps in providing more innovative and modern solutions (Budge, Beale and Lynas 2013). 4.Design thinking is successful in the complex environments only if it is successfully implemented outside the system. The design systems, services and products must be integrated within the organizational tax system which exists. Effective implementation of the organizational design system relies on the integration. Strategic and systematic thinking requires full alignment with the design thinking, to gain a clear understanding of how to implement the design outcomes, in the existing organizational systems. Designing at the complexity levels is not only about handling the problems but also using an approach of unique and creative designing. Integration is regarding compromise and negotiation as it involves swapping between the competitive requirements of users experience and maintaining a consistency with recent revenue system (Burleson and Tripathi 2013). 5.They could be applied in moving beyond the case as designs are being evaluated before implementation. They are examined as well based on the meeting of original intent. This proves to be a crucial factor in the whole design process, as the whole intent serves as an important measure of evaluating the investment returns as well as adopting a design process. When the final outcome is user tested as well as approved, they are passed for implementation. Therefore, at this juncture the project passes from the designers hands to the business team. A review of post implementation is undertaken after all the designs are implemented. This method of reviewing post implementation is being conducted by the business department and usually doesnt involve core design department, who was responsible for designing the solution (Oppezzo and Schwartz 2014). 6.Design thinking helps in drawing imagination, systematic reasoning, intuition and logic for exploring the possibilities. It helps in creating the desired outcomes for the benefit of the end user or customer. A creative mind set is solution focused as well as action oriented. It includes both imagination and analysis. It is linked to the improved future as it seeks in generating new ideas, unlike the critical thinking which shatters them. It helps in providing information to the human centered innovation, as it begins by creating an understanding of the users or customers unsatisfied needs or desires. Design thinking is effective and efficient as it promotes a collaborative approach. It helps in bringing in people from various parts of the company together, because of their different knowledge, expertise, experiences and solves a problem (Designthinkingmovie 2017). The creative design thinking approach minimizes the uncertainty or risk of the innovative measures. It develops the collective thinking approach via series of frames in order to gain an understanding of the consumer desires or needs. Through engaging with the users or the customers actively, it helps in understanding the growing intimacy and uncovering the needs and requirements. Design thinkers totally rely on the customer insights which are gained from the real world experiments as well as directly engaging market research. On considering the case study of Apple, the company can use its strengths of creative designing in order to expand its network of distribution. The company can even use its strong brand image for the rapid processes of innovation. It can successfully launch and develop its new lines of products as it has strong brand recognition. Threats from aggressive competitors are the major issues, which affects the players of the industry. Therefore, a strong agenda must b e set up and suitable actions are to be taken in order to address the existing threats of the market. Continuous innovation and launching new products will also help the company to tackle the competitors. New marketing techniques must be employed in order to gain more consumers appreciation and attain their loyalty (Cup.columbia.edu 2017). The company has an opportunity in expanding their networking unit of distribution. The company has a very limited network distribution; therefore, it should work and take the opportunity in consideration. It needs to change the entire strategy of distribution and implement new ones, which will in turn prove the companys efficiency and effectiveness. This will be very beneficial for the companys growth and progress. Expanded network distribution can help the company reach new customers in this globalised world. Moreover, they should also focus on the new lines of products, as its existing product lines are greatly successful. Hence, further innovation should include launching of new products, which in turn will help in supporting the growth and progress of the industry. The company has opportunities in this field for their further growth, despite of the increasing competition in the global market (Gielnik et al. 2012). Apples supply chain management has provided the company with flexibility for meeting the fluctuating demand, as ninety percent parts of Apples iphone were being manufactured overseas. Offshore outsourcing however, helped in reducing operation costs of Apple, but it decreased the companys control as well as monitoring over the manufacturing practices and processes. Due to the absence of monitoring, the work procedures of suppliers and employees were very difficult to look after. It also hampered the corporate social responsibilities of the company. With different stakeholders and expectations, it became difficult to manage the consumers demands and satisfaction. It also became hard to manage the buyer and supplier relationship which hampered the companys progress. Moreover, challenges arose when differences in the organizations procedures, questioned its objectives. Therefore, the company needs to set a perfect business agenda, in order to manage its supply chain management system (Ho we, Davies and Ritchie 2013). Apple can also take some major steps regarding its corporate social responsibility challenges, which are being faced in the companys supply chain. The company is even working on their issues in order to improve their working conditions and procedures. It is engaging more in monitoring and tracking activities, in order to keep a track on the offshore operations. To regain the control, the company is focusing more on bringing its manufacturing units back to United States. Furthermore, they are trying to stress on robotization and automation in future. They would like to engage in more CSR activities in order to improve their customer base and attain their loyalty (Jenkin et al. 2013). In order to succeed in harnessing the power of thinking regarding the creative design, one should try out new tools for design thinking. One needs to manage the projects growth itself. One is gathering huge amounts of information and deals with uncertainty and ambiguity, working with the internal as well as internal partners. With these new and innovative tools as well as data, any company can flourish. Effective and efficient implementation of the organizational design system relies on the integration. Strategic and systematic thinking requires full alignment with the design thinking, to gain a clear understanding of how to implement the design outcomes, in the existing organizational systems. Designing at the complexity levels is not only about handling the problems but also using an approach of unique and creative designing. Integration is regarding compromise and negotiation as it involves swapping between the competitive requirements or needs of users experience and maintaining a consistency with recent revenue system (Le Masson, Hatchuel and Wei 2012). Incorporating the design thinking methodologies into the search for the growth is a time consuming process and going to take some time and patience on the individuals part. Majority of the companies, however, well excited and intentioned about innovation, arent Google or PG. Any company will be able to change or innovate their strategies and policies if they have creative employees (Youtube.com 2017). All sorts of hindrances will be probably thrown to the creative person who is responsible for finding new and modern growth opportunities. In addition to this, moving a project through any company is a big challenge and managers try to grow or innovate their new businesses by using creative design approach (Moneta 2012). 7.Design thinking is effective and efficient as it promotes a collaborative approach. It helps in bringing in people from various parts of the company together, because of their different knowledge, expertise, experiences and solves a problem. All these ingredients are combined together and help an organization come up with creative and innovative ways of solving a problem. Great and Innovative ideas helps in solving the organizational problems in unique ways. Great ideas are the combination of the existing ideas. Brainstorming is very powerful as it helps in bringing all the people together, with various experiences in order to merge all together (Oman et al. 2013). Subcultures flourish as because individuals are contributing their ideas, production and funding. This results in the resurgence of creativity, community and craftsmanship. There are many problems which cannot be solved. One may not find technologies for solving any particular problem, but it should be discovered very quickly. Therefore, the methodology of design thinking is not necessarily responsible for generating better and innovative ideas for the competitive methodologies. It is that these methodologies allow one to test the ideas very quickly on order to observe the creative designing approach of one self. If an individual is a good solver of problems, he/she can be regarded as creative (Page 2012). Creativity and designing is a powerful strategy or tool which is an impactful one. In my opinion, creating a strategy needs deciphering the patterns, presenting innovative solutions as well as insightful ideas. Creative designing is a very powerful tool for all organizations. When organizations bring in design thinking in the processes, the strategic insights are made in easier ways. The evolving of the whole strategy becomes faster and stronger, throughout the entire process. Developing strategies is not just hard, but the results can also be complex. Extracting it into digestible, simpler and impactful story becomes important and crucial. Creative designing is a particular way of emotionally and visually bringing in the strategic stories to life (Navarrete 2013). In addition to this, creative designing helps in making people view a clear narrative, which takes people on to a journey and also makes solutions seem expected in the end. It is a particular way of making and simplifying the whole strategies into more grounded and human. It is very easy for the strategies to go over the head of the people, especially when they are not a part of the journey. Organizations have this tendency of running into the road blocks as the audiences seem unable to grasp the strategies. This becomes a problem which needs to be sorted out. Therefore, creative designing helps in bringing in several innovative strategies to life and gain an impactful position in the business for its growth and progress (Shai et al. 2013). References Amadeu, F., 2012. Creativity and emerging knowledge: Intuitive practice in design and crafts.Trans-techresearch. net. Budge, K., Beale, C. and Lynas, E., 2013. A chaotic intervention: Creativity and peer learning in design education.International Journal of Art Design Education,32(2), pp.146-156. Burleson, W. and Tripathi, P., 2013. Mining Creativity Research to Inform Design Rationale in Open Source Communities. InCreativity and Rationale(pp. 353-376). Springer London. Cup.columbia.edu 2017.Designing for Growth - A Design Thinking Tool Kit for Managers | Columbia University Press. [online] Columbia University Press. Available at: https://cup.columbia.edu/book/designing-for-growth/9780231158381 [Accessed 30 Oct. 2017]. Designthinkingmovie 2017.Design Thinking - a documentary on design thinking. [online] Designthinkingmovie.com. Available at: https://www.designthinkingmovie.com/ [Accessed 30 Oct. 2017]. Gielnik, M.M., Frese, M., Graf, J.M. and Kampschulte, A., 2012. Creativity in the opportunity identification process and the moderating effect of diversity of information.Journal of Business Venturing,27(5), pp.559-576. Howe, A., Davies, D. and Ritchie, R., 2013.Primary design and technology for the future: Creativity, culture and citizenship. Routledge. Jenkin, T.A., Chan, Y.E., Skillicorn, D.B. and Rogers, K.W., 2013. Individual exploration, sensemaking, and innovation: A design for the discovery of novel information.Decision Sciences,44(6), pp.1021-1057. Le Masson, P., Hatchuel, A. and Wei, B., 2012. How design theories support creativityan historical perspective. InDS 73-1 Proceedings of the 2nd International Conference on Design Creativity Volume 1. Moneta, G.B., 2012. Opportunity for creativity in the job as a moderator of the relation between trait intrinsic motivation and flow in work.Motivation and Emotion,36(4), pp.491-503. Navarrete, C.C., 2013. Creative thinking in digital game design and development: A case study.Computers Education,69, pp.320-331. Oman, S.K., Tumer, I.Y., Wood, K. and Seepersad, C., 2013. A comparison of creativity and innovation metrics and sample validation through in-class design projects.Research in Engineering Design,24(1), pp.65-92. Oppezzo, M. and Schwartz, D.L., 2014. Give your ideas some legs: The positive effect of walking on creative thinking.Journal of experimental psychology: learning, memory, and cognition,40(4), p.1142. Page, T., 2012. A shared place of discovery and creativity: Practices of contemporary art and design pedagogy.International Journal of Art Design Education,31(1), pp.67-77. Shai, O., Reich, Y., Hatchuel, A. and Subrahmanian, E., 2013. Creativity and scientific discovery with infused design and its analysis with CK theory.Research in Engineering Design,24(2), pp.201-214. Youtube.com 2017."A New Approach to Design Thinking" - Doug Powell. [online] YouTube. Available at: https://www.youtube.com/watch?v=c0el19EKXYU [Accessed 30 Oct. 2017].

The Negative Effects of Nuclear Energy Essay Example For Students

The Negative Effects of Nuclear Energy Essay In 1950, the first commercial nuclear powerplants were constructed. The public was promiseda non-polluting and resourceful type of energy, buthow safe was, and is, nuclear energy? Althoughthere are less than 500 licensed nuclear powerplants in the world, many nuclear accidents havealready been endangering civilian lives. Moreserious accidents are not just likely, but inevitable(Fairchild 29). Nuclear energy may appear to bethe ideal source of energy for the future: however,there are many negative effects of nuclear energythat can lead to very dangerous situations. Energy has always been among the basic humanconcerns, along with food and shelter. It takespart in all activities, from walking to the operationof even the most complicated equipment. Mankindhas been faced with the challenge of meeting itsenergy needs without risking human health and theenvironment. The many types of energy are mechanical, thermal,chemical, electrical, radiant, and atomic (MicrosoftEncarta). In 1987, oil supplied 32% of the energyworldwide. Coal was next in line with 26%, thennatural gas with 17%, biomass 15%, and nuclearenergy with only 4% (Galperin 19). With the mainsources of our energy running low, nations look tonew sources to provide our society with power. We will write a custom essay on The Negative Effects of Nuclear Energy specifically for you for only $16.38 $13.9/page Order now Nuclear energy, the newest type of energy, wasresearched to see if it would be the mostpromising type of energy for the future. Surprisingly, nuclear energy was discovered byaccident. In 1896, the French scientist, AntoineHenri Becquerel, conducted an experiment withuranium salts and found that these salts gave offtheir own light when exposed to sunlight. Marieand Pierre Curie were fascinated by thepossibilities of Becquerels rays. The Curiesdiscovered exactly what the rays were and thennamed the phenomenon radioactivity (Halacy 6). During World War II, many scientists from aroundthe world came to the United States to work onnuclear reactors and weapons. With muchsuccess, they continued after World War II andconcentrated more on nuclear energy. Thescientists instantly saw that nuclear energy wouldbe a great source of power because of the amountof power it released. Splitting an amount ofuranium equal to one penny would produce asmuch energy as seven and a half tons of coal(Lilienthal 85). A nuclear power plant is where energy is formedwhen nuclear fission or fusion takes place. So far,however, only the power of fission has beencontrolled and used for energy. There are manyparts of the nuclear power plant, including thereactor, generator, control room, cooling systems,and the electrical, air, and water lines. The heart ofthe nuclear power plant is its reactor core, whichcontains a few hundred fuel assemblies. Thereactor core is encased in a pressured steel tankwith walls several inches thick. In most reactors,this vessel is enclosed in a containment structure. This is a steel-reinforced concrete dome that isabout three feet thick and serves as the outermostbarrier between the plant and the environmentaround it. This helps prevent radiation fromescaping the plant (Galperin 42). There are many different types of nuclear reactors,but all the power plants in the United States andmore than three-quarters of those worldwide arelight-water reactors. There are two types oflight-water reactors, which are boiling-water andpressurized-water reactors. Both types useordinary water as coolant and require enricheduranium (Microsoft Encarta). In boiling-water reactors, cooling water surroundsfuel assemblies. The heat of nuclear fission makesthe water boil and the steam produced is carriedaway from the core to the turbines. Once its workis done, the steam is condensed to water and itreturns to the reactor (Galperin 44). The pressurized-water reactor is more commonlyused than the boiling-water reactor. This reactorseals the cooling water in a closed loop an d addsa heat-exchange system. Water in the reactor coregets hot, but it does not turn to steam. The hotwater is piped through a steam generator andconverts a secondary water supply into steam topower the turbine. The two water supplies do notmix (Galperin 45). A gas-cooled reactor is similar to apressurized-water reactor. The only maindifference is that helium or carbon dioxide gasreplaces the water in the primary loop. Thesereactors cost more to operate and to build, but aremore energy efficient (Galperin 46). The last main type of reactor is a breeder-reactor. .ub5eb1378306c7f59726f0b188e4566f4 , .ub5eb1378306c7f59726f0b188e4566f4 .postImageUrl , .ub5eb1378306c7f59726f0b188e4566f4 .centered-text-area { min-height: 80px; position: relative; } .ub5eb1378306c7f59726f0b188e4566f4 , .ub5eb1378306c7f59726f0b188e4566f4:hover , .ub5eb1378306c7f59726f0b188e4566f4:visited , .ub5eb1378306c7f59726f0b188e4566f4:active { border:0!important; } .ub5eb1378306c7f59726f0b188e4566f4 .clearfix:after { content: ""; display: table; clear: both; } .ub5eb1378306c7f59726f0b188e4566f4 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ub5eb1378306c7f59726f0b188e4566f4:active , .ub5eb1378306c7f59726f0b188e4566f4:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ub5eb1378306c7f59726f0b188e4566f4 .centered-text-area { width: 100%; position: relative ; } .ub5eb1378306c7f59726f0b188e4566f4 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ub5eb1378306c7f59726f0b188e4566f4 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ub5eb1378306c7f59726f0b188e4566f4 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ub5eb1378306c7f59726f0b188e4566f4:hover .ctaButton { background-color: #34495E!important; } .ub5eb1378306c7f59726f0b188e4566f4 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ub5eb1378306c7f59726f0b188e4566f4 .ub5eb1378306c7f59726f0b188e4566f4-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ub5eb1378306c7f59726f0b188e4566f4:after { content: ""; display: block; clear: both; } READ: Acid Rain EssayThis is very different then other reactors because itproduces more fissionable material then itconsumes. A breeder reactor fuels with acombination of plutonium and uranium. A breederreactor would be extremely useful if uranium wasscarce. It takes about 10 to 60 years to use up thefuel from just one cycle (Galperin 46). Radiation is very strong in the nuclear waste ofpower plants. Nuclear waste exists in severalforms. One form is called high-level waste, and theother is called low-level waste. High-level waste ismostly from the used fuel rods and other materialsexposed to as much radiation as they are. High-level wastes can let out very large amountsof radiation for thousands of years. There is noplace to store this waste that is safe, and it willalways be radioactive. But for now, they arestored in the ground. Other proposed storingsolutions are sending it to space, burying it in thecore of the earth, burying it in the ocean, orburying it under the Antarctic ice. Even these ideashave the potential of severely damaging the earth. An example of low-level waste is the waste left inthe reactor water. This waste is less radioactive,but is still very dangerous (Galperin 65). Two engineers in Connecticut have, not too longago, caught the Nuclear Regulatory Commission(NRC) in a dangerous game of disobeying therules. The NRC has been regularly disobeyingsafety rules to let plants keep the cost down andstay open to operate (Microsoft Encarta). Twosenior engineers started questioning after one ofthem had checked the specifications of the coolingsystem in a power plant. After eighteen months of operation, a nuclearpower plant is temporarily shut down. They haveto get rid of the used fuel rods and replace themwith new ones. The old rods are very hot andradioactive. Places to store the old fuel rods arerather limited, especially since the federalgovernment has never designated an officialstorage place for this high-level waste. So wheredo you used fuel rods go? Used fuel rods are kept at a fuel pool at the plantuntil they can find a storage place for them. Fuelpools were created to keep the fuel rods for shortperiods of time. The fuel pool is not supposed tobe f illed to capacity. This is only to be a lastresort. In the fuel pool, a cooling system cools theused, hot, radioactive fuel rods. The more fuelrods that are stored, the more heat. This, in turn,causes more danger. If the cooling system fails, thepool could boil, turning the plant into a lethal saunafilled with radioactive steam (Microsoft Encarta). George Galatis, an employee at Millstone-1Nuclear Facility, had been checking specificationsand realized that the reports of safety in the fuelpool had not been kept. He did some checking ofhis own on this, and discovered that the plant hadbeen putting almost three times as many fuel rodsin the fuel pool as they were supposed to. Hewanted to report this to the NRC right away, buthe knew that some nuclear facilities, like this one,was known to harass and even fire employeeswho raised safety concerns. Therefore, he teamedup with another employee at the plant, GeorgeBetancourt, and brought the issue up to thesupervisors of the plant. They completely deniedthe problem. Galatis and Betancourt then took theproblem to the NRC themselves and found thatthe NRC had been ignoring the problem for over adecade. Nuclear facility scandals have not just beenhappening recently. They have been going on sincethe very beginning of nuclear energy. The nuclearaccident of Chelyabinsk-40 is one of theearlie st-known disasters. The Chelyabinsk-40reactor was located near the Ural Mountains in thecity of Kyshtym, Russia. A tank holdingradioactive gases exploded, contaminating landthousands of miles around the plant. Until 1988,Russia officials dared to admit that this event eventook place. Many things are still unknown aboutthis disaster. What we do know, however, is thatthe region around the reactor is sealed, and morethan 30 towns in the area around it havedisappeared from the Soviet map (Galperin 74). .u8a634ed1313f3d02351b53beee225b7e , .u8a634ed1313f3d02351b53beee225b7e .postImageUrl , .u8a634ed1313f3d02351b53beee225b7e .centered-text-area { min-height: 80px; position: relative; } .u8a634ed1313f3d02351b53beee225b7e , .u8a634ed1313f3d02351b53beee225b7e:hover , .u8a634ed1313f3d02351b53beee225b7e:visited , .u8a634ed1313f3d02351b53beee225b7e:active { border:0!important; } .u8a634ed1313f3d02351b53beee225b7e .clearfix:after { content: ""; display: table; clear: both; } .u8a634ed1313f3d02351b53beee225b7e { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u8a634ed1313f3d02351b53beee225b7e:active , .u8a634ed1313f3d02351b53beee225b7e:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u8a634ed1313f3d02351b53beee225b7e .centered-text-area { width: 100%; position: relative ; } .u8a634ed1313f3d02351b53beee225b7e .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u8a634ed1313f3d02351b53beee225b7e .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u8a634ed1313f3d02351b53beee225b7e .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u8a634ed1313f3d02351b53beee225b7e:hover .ctaButton { background-color: #34495E!important; } .u8a634ed1313f3d02351b53beee225b7e .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u8a634ed1313f3d02351b53beee225b7e .u8a634ed1313f3d02351b53beee225b7e-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u8a634ed1313f3d02351b53beee225b7e:after { content: ""; display: block; clear: both; } READ: Childhood Memories EssayIn a town several miles north of Liverpool,England, there was the nuclear repossessing plantcalled Windscale. In 1957, the plant graphitemoderator overheated. The temperature indicatorsdid not recognize the problem in time, so a largeamount of radiation escaped, contaminating twohundred miles of countryside. This accident is saidto have caused birth defects, cancer, and leukemiain many people who were near the site (Schneider4). In 1975, at Browns Ferry Nuclear Plant inDecatur, Alabama, there was another nuclearaccident. A maintenance worker was checking airleaks with a candle. This was against regulationsand caused the plant to catch on fire. A mel tdownwas luckily prevented, but a worse disastercertainly could have happened (Galperin 75). The worst nuclear accident in the United Statesoccurred in 1979 at Three Mile Island. Thisreactor was located in Harrisburg, Pennsylvania. Many of these reactors had poor safety recordsand an NRC inspector suggested that they beevaluated. Despite this inspectors suggestion,nothing was done. During the cleaning of a sectorof the plant, one pump failed which caused thetemperatures to rise in the cooling circuit. Thesafety devices had turned on and started to workproperly. However, after they cooled the circuit,the safety devices never turned off. Theyeventually used all the coolant and thetemperatures began to rise. A meltdown beganand citizens started evacuating. It is uncertain howmuch radiation escaped into the air from it. Theplant then had to be cleaned up and sealed off. Part of this process is still going on, and theestimated cost upon completion is around twobillion dollars (Stephens 174). The Chernobyl nuclear disaster in Russia was theworst accident in nuclear history. It took threedays of meltdown for the nuclear plant officials toeven realize there was a problem. The problemwas discovered when technicians in countriesbordering Russia noticed high radiation levels anddecided it was coming from Chernobyl. Explosions were shooting radiation into the airbecause Chernobyl was not built with acontainment structure. The radiation was carriedgreat distances by the air currents. The radiationthat escaped into the atmosphere was moreradioactive than the atomic bombs dropped onHiroshima and Nagasaki. Fires also ragedthroughout the complex, which made it hard tocontrol the situation. It was stated that five millionpeople were exposed to the radioactive fallout inUkraine, Belarus, and Russia. Predictions weremade that 40,000 cases of cancer are going to belinked directly to the Chernobyl accident (Galperin82). Chernobyl and other accidents help create agrowing resistance to nuclear energy. This isbecause radiation sickness and other harmfuleffects from over-exposure to radiation haveoccurred. Every person in the world is exposed toradiation. It comes from things such as potassiumin food, radon gases, and uranium decay. Theamount of radiation one is exposed to depends onlocation, eating habits, a s well as many otherthings. Yet, too much radiation exposure isdefinitely fatal. How can nuclear power plants be trusted whenthey are more concerned with saving money, thenprotecting lives? They are violating safetystandards and the government is just watchingthem do it. There are probably many otherviolations that are taking place to let the plantscontinue to operate and compete as a source ofpower. If the NRC suddenly decided to enforceall of its rules, then a majority of nuclear powerplants would have to be shut down. What do youbelieve holds more importance: saving money, orsaving lives? Nuclear energy displays both the brilliance of manand the devastating destruction that mankind cancause. The potential of nuclear energy has causedgreat excitement. However, the destruction ofHiroshima and Nagasaki, as well as the manynuclear power plant accidents and the manydangers of radioactivity, have given the worldreason to pause and consider the dangerouspossibilities of nuclear disaster .