Plato’s Republic: Justice and Injustice in Thrasymachus Account Essay

Plato’s Republic: Justice and Injustice in Thrasymachus' Account ABSTRACT: This paper has a two-fold task. First, I show that there are three types of individuals associated with the Thrasymachean view of society: (a) the many, i.e., the ruled or those exploited individuals who are just and obey the laws of the society; (b) the tyrant or ruler who sets down laws in the society in order to exploit the many for personal advantage; (c) the "stronger" individual (kreittoon) or member of the society who is detached from the many and aspires to become the tyrant. Second, I argue that if Thrasymachus’s account of the perfectly unjust life of the tyrant is to be more than a theoretical ideal, then the stronger individual who aspires to the tyrant’s position would do well to lead a double life—namely, pursuing private injustice while maintaining the public ‘appearance’ of justice. My interpretation accords with that of Glaucon, noted at the beginning of Republic II. I want to extend Glaucon’s interpretation to inclu de the stronger individual as well. I argue that the standpoint of the stronger individual, as distinct from the standpoints of the tyrant and the many, shows Thrasymachus’s three statements regarding justice to be consistent with one another. I. In the beginning of Republic II, during a conversation with Socrates and Adeimantus about which individual is deemed happier, the one who is just or the one who is unjust, Glaucon states: For the extreme of injustice is to seem to be just when one is not. So the perfectly unjust man must be given the most perfect injustice, and nothing must be taken away; he must be allowed to do the greatest injustices while having provided himself with the greatest reputation for justice... ...ggestion commits him to the immoralist position and (quite unfortunately) to an inconsistent position overall. Cf.. "Thrasymachus and Justice: A Reply," p. 14; An Introduction to Plato's Republic, p. 42. In their commentary Cross and Woozley maintain that Thrasymachus’ position would have remained consistent had he accepted Cleitophon’s suggestion. As they see it, there would then be "no conflict between its being just to serve what the stronger (ruler) believes to be his interest and its being just to obey the ruler, for while a ruler may make a mistake as to what actually is his interest he will hardly make a mistake as to what he believes to be his interest; and if it is right for subjects to do what the ruler believes to be in his interest, it will not matter what the ruler is mistaken in believing so." Cf.. Plato’s Republic: A Philosophical Commentary, p. 46.

The Alcatel Lucent Merger

Running Head: THE ALCATEL-LUCENT MERGER ! The Alcatel-Lucent Merger-What went wrong? American Public University 1 THE ALCATEL-LUCENT MERGER ! 2 The Alcatel-Lucent Merger-What went wrong? Referring to the case and this chapter, discuss what conditions and negotiation factors pushed forth the merger in 2006 that were not present in 2001. In 1999, as the Internet boom was approaching its apex, Lucent Technologies was the world’s largest telecommunications equipment company (Lazonick & March, 2011). With revenues of $38. 3 billion, net income of $4. billion, and 153,000 employees for the fiscal year ending September 30, 1999, Lucent was larger and more profitable than Nortel, Alcatel, and Ericsson, its three major global competitors (Lazonick & March, 2011). Unfortunately for Lucent, as quickly as it rose to the top, it began to fall to the bottom. Lucent recognized, and so did its competitors, that something had to be done to sustain profitability in its market. In 2001, Alcatel of France, the communications equipment maker in Paris, and Lucent Technologies, the U. S. telecommunications giant, began negotiations for a merger of the two companies (Deresky, 2011, p. 76). In 2001, many communications companies began to see a fall in sales due to an internet crash. Companies like Lucent that were just years prior at the top of its game in the market were now quickly loosing sales and on the brink of bankruptcy (Lazonick & March, 2011). Creating a merger was a choice that Lucent had to again gain power and profitability, but mergers rarely go easily. As in this case there are two competitors attempting to come together and negotiate for a mutually acceptable agreement that affects the future of both companies and the employees.THE ALCATEL-LUCENT MERGER ! 3 By the mid-2000s it became evident that Lucent was faced with the choice of becoming merely a â€Å"niche† player in the communications technology industry or finding a partner to supplement its resourc es so that it could compete once again as a â€Å"full line† supplier. In May 2001, Alcatel and Lucent held initial merger talks with a view to creating a $50 billion global firm. A year earlier Lucent would have dominated such a combination. By May 2001, however, Lucent had already been severely damaged by the downturn in the telecommunications industry.In contrast, Alcatel sales and profits remained strong at the time of those merger talks. If the merger had gone through, Alcatel shareholders would have owned 58 percent of the combined company. It had been agreed that the new headquarters would be in Murray Hill, New Jersey and that Alcatel Chairman Serge Tchuruk would run the company. In the end, the 2001 merger failed when Alcatel insisted that because of its stronger position it would select 8 of the 14 board members, while Lucent Chairman Henry Schacht insisted that his company send two more members for an even split (Sorkin and Romero 2001).The 2001 merger was not succ essful because negotiations were not successful. For longterm positive relations, the goal should be to set up a win-win situation-that is to bring about a settlement beneficial to all parties concerned (Deresky, 2011, p. 152). Unfortunately, that was not the case with this merger. The two companies could not agree on how much control the French company would have. Lucent’s executives apparently wanted the deal as a â€Å"merger of equals,† rather than a takeover by Aslcatel (Deresky, 2011, p. 176).Furthermore, according to Deresky (2011), the negotiation process should encompass fives stages: preparation, relationship building, exchange of task-related information, persuasion, and concessions and agreement (p. 153). The entire negotiation process in 2001 had flaws. THE ALCATEL-LUCENT MERGER ! 4 Research the status of the merged company at the time of your reading this case. What has happened in the industry since the merger, and how is the company faring? In 2006, Alc atel was almost twice the size of Lucent in terms of revenues and employes when the merger that created Alcatel-Lucent took place (Lazonick & March, 2011).Since then, the merger has proven to be successful overall. To support this, in February 2013, a five year managed services agreement was announced by Alcatel-Lucent with KPN, the leading telecommunications service provider in the Netherlands (Mena Report, 2013). According to the report, Alcatel-Lucent will plan, design and implement an end-to-end solution to provide KPNs network with increased capacity, upgraded equipment, and best-in-class customer service processes.Alcatel-Lucent will also help KPN transform its existing multi-vendor voice and core networks enabling its customers to access and share multimedia content from wherever they are or using the device of their choice be it a smartphone, computer or tablet (Mena Report, 2013). Two years after the merger, Alcatel-Lucent University received a certificate of quality from t he European Foundation for Management Development, an honor bestowed on only 14 corporate universities throughout Europe (Alcatel-Lucent University, 2010).Evaluate the comment that the merger is â€Å"a giant transatlantic experiment in multicultural diversity. † What evidence is there that the company has run into cross-cultural problems since the merger took place in 2006? THE ALCATEL-LUCENT MERGER ! The comment was made because there were so many multicultural and diversity issues surrounding the merger. While Lucent was an American company that conducted its business within the borders of the United States, Alcatel was already a global business before the merger.Alcatel â€Å"already operated as an international company with a wide mix of nationalities† (Deresky, 2011, p. 176). The question was raised by many during the merger, â€Å"how will the merged company deal with cross-cultural conflicts? †, but Tchuruk said that, while cultural issues could arise, e verything is under way to make sure this human factor is dealt with (Deresky, 2011, p. 176). This statement of confidence was actually part of the reason why the merger was actually somewhat ironically poised with problems because there were indeed many problems related to multicultural diversity.Some of these problems included language barriers between members of the merged companies, their stockholders, and other stakeholders. Analysts quickly suggested that the corporate culture of Lucent clashed with Alcatel’s French business model (Deresky, 2011, p. 177). This was coupled with Russo’s inability to work well with Tchuruk and it soon became clear that it was a poor decision to appoint leaders based on their nationality rather than their skills. Russo was also the first woman to run a company listed on the CAC 40 in the male dominated world where French business and politics overlap (Deresky, 2011, p. 77). Chinese rivals were also at Alcatel-Lucent’s doorstep providing similar service and technology for less money. According to Deresky (2011), a Barron’s article in August 2008 noted that â€Å"while it might have been helpful if outgoing CEO Patricia Russo had spoken French, that’s not why she and Chairman Serge Tchuruk failed to make a go of the 2006 merger of Alcatel and Lucent Technologies (p. 177). 5 THE ALCATEL-LUCENT MERGER ! 6 How much of the decline do you attribute to leadership problems, as opposed to industry factors?I think the majority of the decline was attributed to leadership problems. The structure of the organization is only effective if the leaders within it are committed to achieving company objectives and working with each other as a team. They must perform their roles and responsibilities knowledgeably and creatively when necessary. The cultural change that was required to create an entrepreneurial sprit throughout the company began with executives being willing to relinquish some of their existing co ntrol to drive decision making downward through the organization.The purpose was to enable faster and better decisions and more competitive responses to market conditions and customer desires (Lazonick & March, 2010). What, if any, factors should have been negotiated differently? Just about everything should have been done differently during the attempted first merger in 2001, but both companies did learn a lot from that merger and they were better prepared in 2006, although still a far cry from being as ready as they should have been.The executives of both companies really did not take cultural values and differences into consideration as much as they should have and as it turned out they had a difficult time communicating with each other, not only due to language barriers, but also just because business was conducted so differently between the French and American cultures. THE ALCATEL-LUCENT MERGER ! 7 References Alcatel-lucent to transform KPN s fixed network operations in the ne therlands over next five years. (2013). MENA Report, Retrieved from http://search. roquest. com/docview/ 1313279184? accountid=8289 Alcatel-lucent university. (2010). Development and Learning in Organizations, 24(2), 31-32. doi: http://dx. doi. org/10. 1108/14777281011019515 Lazonick, W. , & March, E. (2011). The rise and demise of lucent technologies. Journal of Strategic Management Education, 7(4), 201-270. Retrieved from http:// search. proquest. com/docview/1015336210? accountid=8289 Sorkin, Andrew Ross, and Simon Romero, 2001, Alcatel and Lucent call off negotiations toward a merger. New York Times, May 30. The Alcatel Lucent Merger Running Head: THE ALCATEL-LUCENT MERGER ! The Alcatel-Lucent Merger-What went wrong? American Public University 1 THE ALCATEL-LUCENT MERGER ! 2 The Alcatel-Lucent Merger-What went wrong? Referring to the case and this chapter, discuss what conditions and negotiation factors pushed forth the merger in 2006 that were not present in 2001. In 1999, as the Internet boom was approaching its apex, Lucent Technologies was the world’s largest telecommunications equipment company (Lazonick & March, 2011). With revenues of $38. 3 billion, net income of $4. billion, and 153,000 employees for the fiscal year ending September 30, 1999, Lucent was larger and more profitable than Nortel, Alcatel, and Ericsson, its three major global competitors (Lazonick & March, 2011). Unfortunately for Lucent, as quickly as it rose to the top, it began to fall to the bottom. Lucent recognized, and so did its competitors, that something had to be done to sustain profitability in its market. In 2001, Alcatel of France, the communications equipment maker in Paris, and Lucent Technologies, the U. S. telecommunications giant, began negotiations for a merger of the two companies (Deresky, 2011, p. 76). In 2001, many communications companies began to see a fall in sales due to an internet crash. Companies like Lucent that were just years prior at the top of its game in the market were now quickly loosing sales and on the brink of bankruptcy (Lazonick & March, 2011). Creating a merger was a choice that Lucent had to again gain power and profitability, but mergers rarely go easily. As in this case there are two competitors attempting to come together and negotiate for a mutually acceptable agreement that affects the future of both companies and the employees.THE ALCATEL-LUCENT MERGER ! 3 By the mid-2000s it became evident that Lucent was faced with the choice of becoming merely a â€Å"niche† player in the communications technology industry or finding a partner to supplement its resourc es so that it could compete once again as a â€Å"full line† supplier. In May 2001, Alcatel and Lucent held initial merger talks with a view to creating a $50 billion global firm. A year earlier Lucent would have dominated such a combination. By May 2001, however, Lucent had already been severely damaged by the downturn in the telecommunications industry.In contrast, Alcatel sales and profits remained strong at the time of those merger talks. If the merger had gone through, Alcatel shareholders would have owned 58 percent of the combined company. It had been agreed that the new headquarters would be in Murray Hill, New Jersey and that Alcatel Chairman Serge Tchuruk would run the company. In the end, the 2001 merger failed when Alcatel insisted that because of its stronger position it would select 8 of the 14 board members, while Lucent Chairman Henry Schacht insisted that his company send two more members for an even split (Sorkin and Romero 2001).The 2001 merger was not succ essful because negotiations were not successful. For longterm positive relations, the goal should be to set up a win-win situation-that is to bring about a settlement beneficial to all parties concerned (Deresky, 2011, p. 152). Unfortunately, that was not the case with this merger. The two companies could not agree on how much control the French company would have. Lucent’s executives apparently wanted the deal as a â€Å"merger of equals,† rather than a takeover by Aslcatel (Deresky, 2011, p. 176).Furthermore, according to Deresky (2011), the negotiation process should encompass fives stages: preparation, relationship building, exchange of task-related information, persuasion, and concessions and agreement (p. 153). The entire negotiation process in 2001 had flaws. THE ALCATEL-LUCENT MERGER ! 4 Research the status of the merged company at the time of your reading this case. What has happened in the industry since the merger, and how is the company faring? In 2006, Alc atel was almost twice the size of Lucent in terms of revenues and employes when the merger that created Alcatel-Lucent took place (Lazonick & March, 2011).Since then, the merger has proven to be successful overall. To support this, in February 2013, a five year managed services agreement was announced by Alcatel-Lucent with KPN, the leading telecommunications service provider in the Netherlands (Mena Report, 2013). According to the report, Alcatel-Lucent will plan, design and implement an end-to-end solution to provide KPNs network with increased capacity, upgraded equipment, and best-in-class customer service processes.Alcatel-Lucent will also help KPN transform its existing multi-vendor voice and core networks enabling its customers to access and share multimedia content from wherever they are or using the device of their choice be it a smartphone, computer or tablet (Mena Report, 2013). Two years after the merger, Alcatel-Lucent University received a certificate of quality from t he European Foundation for Management Development, an honor bestowed on only 14 corporate universities throughout Europe (Alcatel-Lucent University, 2010).Evaluate the comment that the merger is â€Å"a giant transatlantic experiment in multicultural diversity. † What evidence is there that the company has run into cross-cultural problems since the merger took place in 2006? THE ALCATEL-LUCENT MERGER ! The comment was made because there were so many multicultural and diversity issues surrounding the merger. While Lucent was an American company that conducted its business within the borders of the United States, Alcatel was already a global business before the merger.Alcatel â€Å"already operated as an international company with a wide mix of nationalities† (Deresky, 2011, p. 176). The question was raised by many during the merger, â€Å"how will the merged company deal with cross-cultural conflicts? †, but Tchuruk said that, while cultural issues could arise, e verything is under way to make sure this human factor is dealt with (Deresky, 2011, p. 176). This statement of confidence was actually part of the reason why the merger was actually somewhat ironically poised with problems because there were indeed many problems related to multicultural diversity.Some of these problems included language barriers between members of the merged companies, their stockholders, and other stakeholders. Analysts quickly suggested that the corporate culture of Lucent clashed with Alcatel’s French business model (Deresky, 2011, p. 177). This was coupled with Russo’s inability to work well with Tchuruk and it soon became clear that it was a poor decision to appoint leaders based on their nationality rather than their skills. Russo was also the first woman to run a company listed on the CAC 40 in the male dominated world where French business and politics overlap (Deresky, 2011, p. 77). Chinese rivals were also at Alcatel-Lucent’s doorstep providing similar service and technology for less money. According to Deresky (2011), a Barron’s article in August 2008 noted that â€Å"while it might have been helpful if outgoing CEO Patricia Russo had spoken French, that’s not why she and Chairman Serge Tchuruk failed to make a go of the 2006 merger of Alcatel and Lucent Technologies (p. 177). 5 THE ALCATEL-LUCENT MERGER ! 6 How much of the decline do you attribute to leadership problems, as opposed to industry factors?I think the majority of the decline was attributed to leadership problems. The structure of the organization is only effective if the leaders within it are committed to achieving company objectives and working with each other as a team. They must perform their roles and responsibilities knowledgeably and creatively when necessary. The cultural change that was required to create an entrepreneurial sprit throughout the company began with executives being willing to relinquish some of their existing co ntrol to drive decision making downward through the organization.The purpose was to enable faster and better decisions and more competitive responses to market conditions and customer desires (Lazonick & March, 2010). What, if any, factors should have been negotiated differently? Just about everything should have been done differently during the attempted first merger in 2001, but both companies did learn a lot from that merger and they were better prepared in 2006, although still a far cry from being as ready as they should have been.The executives of both companies really did not take cultural values and differences into consideration as much as they should have and as it turned out they had a difficult time communicating with each other, not only due to language barriers, but also just because business was conducted so differently between the French and American cultures. THE ALCATEL-LUCENT MERGER ! 7 References Alcatel-lucent to transform KPN s fixed network operations in the ne therlands over next five years. (2013). MENA Report, Retrieved from http://search. roquest. com/docview/ 1313279184? accountid=8289 Alcatel-lucent university. (2010). Development and Learning in Organizations, 24(2), 31-32. doi: http://dx. doi. org/10. 1108/14777281011019515 Lazonick, W. , & March, E. (2011). The rise and demise of lucent technologies. Journal of Strategic Management Education, 7(4), 201-270. Retrieved from http:// search. proquest. com/docview/1015336210? accountid=8289 Sorkin, Andrew Ross, and Simon Romero, 2001, Alcatel and Lucent call off negotiations toward a merger. New York Times, May 30.

Understanding Conflict Through Sociological Perspective Essay

Understanding Conflict Through Sociological Perspective Table of Contents 1. Acknowledgements 2 2. Table of contents 3 3. Introduction 4 4. Objectives 5 5. Research Methodology 5 6. What is Conflict? 6 7. Works of Karl Marx 9 8. Conflict of interest 12 9. Conflict perspective in sociology 13 10. In classical sociology 14 11. Modern approaches 17 12. Types of conflict theory 20 13. Conclusion 21 14. Bibliography, websites referred 21 Introduction Conflict is the struggle for agency or power in society. Social conflict or group conflict†¦show more content†¦If we can understand the true areas of disagreement, this will help us solve the right problems and manage the true needs of the parties. Parties involved - There are often disparities in our sense of who is involved in the conflict. Sometimes, people are surprised to learn they are a party to the conflict, while other times we are shocked to learn we are not included in the disagreement. On many occasions, people who are seen as part of the social system (e.g., work team, family, and company) are influenced to participate in the dispute, whether they would personally define the situation in that way or not. In the above example, people very readily take sides based upon current perceptions of the issues, past issues and relationships, roles within the organization, and other factors. The parties involved can become an elusive concept to define. Perceived threat - People respond to the perceived threat, rather than the true threat, facing them. Thus, while perception doesnt become reality per se, peoples behaviors, feelings and ongoing responses become modified by that evolving sense of the threat they confront. If we can work to understand the true threat (issues) and develop strategies (solutions) that manage it (agreement), we are acting constructively to manage the conflict. 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Genetic Engineering is the Future Essay - 1975 Words

Genetic Engineering is the Future The debate over genetic engineering has emerged as one of the hot topics of todays political mainstream. With new discoveries happening everyday, science is coming closer to achieving perfection in the art of genetic manipulation. But is it all worth it? Some people argue that genetic engineering is a corporate scandal, and simply allows large companies to make more money. I will show through my research that the benefits of gene alteration far outweigh the claimed consequences. The actual process of gene transfer is very complicated. The first companies to employ genetically altered products emerged only 40 years ago. With fast developing technology, researchers are able to examine†¦show more content†¦Through gene isolation scientists can increase not only the size of seeds and crops, but also change different aspects of the plant. In dry climates, the plants can be altered to have deeper roots. (Cowell, Online) But it goes beyond simple physical enhancements. By removing the genes that caused reactions to pesticides, farmers were able to use bug sprays and not sacrifice any crops. Scientists can also even alter plants to have a less attractive odor for insects. They developed an antibiotic resistance to insects by synthesizing an antixenotic resistance mechanism in the wheat midge of a seed. (Berzonsky, pg. 238) This causes bugs to be repelled by the plant through its odor. This translates to less spread of disease, and less loss of crops. What is even more amazing is that DNA alteration has been successfully used not only in plants, but in animals as well. But for arguments sake, I must present the other side of the situation. Many claim that using DNA to change food and animals is not right. People question the morality of the issue, and also the integrity. The idea of changing the genetic makeup of a living animal is quiet scary. 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Genetic engineering is â€Å"altering the genetic material of cells and/or organisms in order to make them capable of making new substances or performing new functions; (Wald 45). It is also one of the top controversial

The Role of Emotional Regulation in Addressing Bullying...

This essay focuses specifically on the role that emotional regulation plays in managing maladaptive reactions by children towards their peers and others. In the ‘Anti-bullying Plan for Schools’, produced by the NSW Department of Education and Training (NSW DET, 2007), bullying is defined as, â€Å"intentional, repeated behaviour by an individual or group of individuals that causes distress, hurt or undue pressure† (p. 6). The victims of bullying are the recipients of this repeated behaviour. In a report on ‘Emotions in Social Information Processing and Their Relations with Reactive and Proactive Aggression in Referred Aggressive Boys’, Orobio de Castro, Merk, Koops, Veerman and Bosch (2005) define emotion regulation as, â€Å"†¦attempts to control,†¦show more content†¦If children continue to live in a hostile or violent environment, the maladaptive behaviour they are presenting may be, as Shields and Cicchetti (2001) argue, regarded as a survival mechanism. This pattern will be hard to break, and more adaptive behaviour will be hard to justify in the minds of children, if they continue to live with a constant threat. If no external parental or communal maltreatment is identified, then children need to learn to develop skills and find more adaptive ways of dealing with problems that arise in interactions with others. Without resolving any existing external contributing factors to the development of the child’s maladaptive emotional regulation, efforts to implement more adaptive strategies may be in vain as they will not make sense in the reality that the child lives with everyday. A lack of parental or caregiver information on how to effectively inform, advise and support their child may contribute to the child’s development of ineffective problem-solving strategies. When bullying occurs, often parents or caregivers of both the bullying and victimized children, have little information on how to effectively deal with the situation and advise their children of more appropriate responses to the problems they are facing. In addition, open communication between parents or caregivers and their children may not always be at an optimalShow MoreRelatedTeen Dating Violence : Teenage Dating1655 Words   |  7 PagesBehavior Survey reported that 21% of female and 10% of male high school students experienced some form of physical and/or sexual dating violence. It was also reported that youth who are victims of dating violence in high school are at greater risk of victimization during college (Centers for Disease Control and Prevention [CDC], 2016). The purpose of this paper is to bring awareness to this very serious, yet preventable, public health issue and to serve as a comprehensive source of knowledge on the subjectRead MoreThe Effects Of High School Bullying On American Youths1808 Words   |  8 PagesPreventing High School Bullying in American Youths This report aims to introduce and discuss the history of high school bullying in American youths, identifying and explain its origins and causes, and provide recommendations on how to prevent this issue and optimise development. The Bronfenbrenner s Bioecological Model will be employed to highlight the interaction between American bullied youths and their environmental contexts. Part A: Introduction and Background Bullying is not a new problemRead MoreGroup Work With Lgbtq Adolescents1703 Words   |  7 Pagesthem, making them more vulnerable than most other minorities. Working with Multiethnic LGBTQ Youth LGBTQ adolescents, also called sexual minority youth, have a higher risk of developing mental and emotional problems than heterosexual youth, and also face more bullying, harassment, and victimization due to homophobia (Craig, Austin, McInroy, 2014). In order to address their needs, the researchers used group therapy that was based on Affirmative Supportive Safe and Empowering Talk, or ASSET. TheRead MoreCyber Bullying Among Teenagers Essay4981 Words   |  20 Pagesï » ¿CYBER BULLYING AMONG TEENAGERS An Undergraduate Research Paper Presented to Prof. Rene Laurente G. Reyes In Partial Fulfillment of the Requirements For ENGL 1023 by ETA Bernadette A. Mendoza Rosette Diane A. Sta. Rosa Christine Joy D. Tamayo Elijah Mae J. Santos Angelika Ramota January 13, 2014 Cyber Bullying among Teenagers I. Cyber Bullying a. Definition b. History c. Thesis Statement II. Bullies and the Victims a. Feelings b. Facing Bullying IIIRead MoreRelated Literature for Bullying7058 Words   |  29 Pagesr SENATE BILL 2677 (MIRIAM DEFENSOR SANTIAGO. 2011) SEC 2 Definition of Bullying - Bullying is committed when a minor student commits a series of two or more acts directed towards another minor student, or a series of single acts directed towards several minor students in a school setting or a place of learning, with the intent to constitute harassment, intimidation, force or humiliation. Such acts consist of any or more of the following: Threats to a person with the

Dystopia Transcript Free Essays

Transcript Dystopias are a futuristic, imagined universe which enforce oppressive societal control and the illusion of a perfect society are maintained through corporate, bureaucratic, technological and moral control, such as in the text ‘We’ by Yevgeny Zamyatin and ‘2081’ by Chandler Tuttle. Often we see in these societies the ways that humanity can be repressed, losing one’s individuality and also the ways a hero rises to challenge the Dystopia’s laws, only to fail and become a victim to the dystopia, all being common conventions of dystopic texts from which we can learn about our own societies’ flaws. After the long campaigns of One State, the world and all its citizens are under the control of this totalitarian society. We will write a custom essay sample on Dystopia Transcript or any similar topic only for you Order Now Through D-503’s journal we see that all humans suffer from a loss of individuality and emotion most particularly from the conformist nature of the society where regimentation and oppressive control has rid of the population of freedom and imagination, key factors in a human’s individuality. The starting statement of â€Å"What I think-or, to be more exact what we think,† immediately when the novel begins, showcases the conformist nature of One State, tying in with the suppression of humane aspects, extrapolated by the motif, the table of hours which is One State’s main instrument in controlling the population. This subjugation of citizens and further oppression is also seen in ‘2081,’ where the more extraordinary of the population being handicapped to allow fair living. The constant display of the effects of added weights and shock devices linked to those who think too much show to us just how repressed everyone is in the society. Multiple close shots of Harrison Bergeron while he produced his speech about the flaws in their society illuminate to us the oppression and the dark nature of the society while he was dressed in many handicaps. â€Å"They had hoped to destroy in me, any trace of the extraordinary. Harrison’s parents also demonstrate this oppression by the quick cuts to fragmented memories which are consequentially destroyed by handicaps and how the only ones without handicaps are the unintelligent, evident by Harrison’s mother and the stuttering news reporter, revealing how degraded the dystopia has caused the human population. As in most dystopic fiction, there is a protagonist which rises against the society’s laws and then becomes a victim. This is seen in the changes that occur to D-503 in ‘We. ‘ Throu ghout the beginning f the novel, D-503 constantly praises the â€Å"mathematically perfect† system of One State, evident in the constant inclusion of mathematics in his speech. â€Å"Irrational numbers†¦ I don’t want root – 1. † he says as he displays the effect of this conformist society and how the propaganda around has affected him. This comes to change after being introduced to emotion and imagination by I 330, developing a ‘soul’. However, this causes his downfall as he is then subjected to the great operation, which had permanently taken away his free will and imagination, evident by his sudden indifferent attitude to I-330. From this we can see how the convention of the hero becoming a victim to his/her dystopic society. Similarly, Harrison in ‘2081’ undergoes similar events as the film progresses. He creates a performance revealing what the un-handicapped extraordinary can achieve, revealing what the dystopic society was hiding all while diegetic sound is played, highlighting the importance of his actions which continue onward to past his death at the hands of various security officers, becoming a victim to the regime despite fighting against it. Both dystopic texts follow the various conventions and ideas seen in dystopian societies, outlining to us multiple flaws in the human society and flaws we can create. As futuristic settings, these texts offer to us an understanding from which we can summarize that these dystopic texts are cautionary tales which we should learn from to create a brighter future. By Kevin Dai How to cite Dystopia Transcript, Essay examples

Cauti free essay sample

Are both male and female urinals readily available for patients with urinary incontinence? Does the organization have the capability to perform noninvasive bladder scanning to assess post-void residuals? Are there patients who are candidates for intermittent catheterization to manage urinary retention and bladder drainage? These types of questions need to be considered when decisions are made to insert an indwelling urinary catheter to provide bladder drainage. The most effective method for eliminating hospital-acquired CAUTIs is prevention as a result of decreasing the use of indwelling urinary catheters (Robinson et al. 2007). The next best method to reduce infections in patients who meet the conditions for catheter placement is to limit catheter days by evaluating the reasons for continuing the catheter on a daily basis and removing the catheter at the moment patients no longer meet criteria (Saint et al. , 2000; Munasinghe et al. , 2001). Develop a prevention plan When patients d o require indwelling urinary catheters, constantly evaluate the need for use and identify other methods for managing bladder drainage whenever possible. Developing a prevention plan for your organization will outline steps for physicians and nurses to use in making these important clinical decisions. The prevention plan must include tools to guide clinicians’ decision-making regarding the insertion, care, and continuation of indwelling urinary catheters to ensure prevention of CAUTIs in patients admitted for inpatient care. An example of these essential tools is an algorithm for making decisions regarding the insertion, continuation, and removal of urinary catheters and a means of routinely assessing and documenting continued need for the catheter on a daily basis. In addition, evidence-based care must be provided to patients requiring continued catheter use, so a CAUTI bundle is also an essential CAUTI prevention tool for clinicians. Assess patients at admission As patients enter your organization, assessments and appropriate actions should be taken regarding patients who are symptomatic for UTIs. Having the appropriate tests completed to be able to document that the patient’s UTI was present on admission (POA) helps save the organization from being held accountable for a CAUTI in cases where the patient presents with a catheter in place or requires catheter placement shortly after admission. Detailed assessments of patients by their nurses during the admission process must be carefully partnered with, and supported by, physician documentation to determine whether a patient’s UTI preceded placement of the urinary catheter and was POA or whether the infection was acquired as a result of the hospital admission and is then considered an HAC. POA conditions are determined with the following criteria: †¢ There must be clear differentiation in the presence of diagnosis/condition at time of admission or development of the problem after admission. †¢ Physician documentation of the condition must exist in the patient’s medical record. If POA, it must be documented concurrently with the physician’s admission orders. †¢ Primary responsibility for complete and accurate documentation lies with the physician/licensed independent practitioner. †¢ Any incomplete documentation requires provider clarification. Identify risk factors Physicians and nurses must work closely as a team to identify patients at high risk for CAUTI and carefully and accurately document findings in patients’ medical records. These intraprofessional team members must also share the opinion that the best means of preventing CAUTIs is to reduce catheter use whenever possible. Starting with comprehensive patient histories on arrival is essential to identify patients’ risk factors for developing a CAUTI or to determine whether they already have a UTI on admission. According to current findings in the literature and a record review of patients with CAUTI, the following are risk factors (Lo et al. , 2008): †¢ Gender (e. g. , women are more likely to have UTIs than men) †¢ Advanced age †¢ History of urinary tract problems (e. g. , enlarged prostate or urologic surgery) †¢ Neurologic conditions (e. g. , spinal cord injury) causing neurogenic bladder problems †¢ Previous UTIs Previous and/or current abnormal voiding patterns †¢ Current catheter history †¢ Incontinence †¢ Comorbid conditions such as diabetes †¢ Immunosuppression In addition, patient assessments must include documentation of any signs and symptoms of UTIs, including: †¢ A frequent urge to urinate †¢ A painful, burning feeling in the are a of the bladder or urethra while urinating †¢ A fullness in the rectum (in men) †¢ Suprapubic tenderness †¢ Passing only a small amount of urine †¢ Cloudy or reddish-colored urine †¢ Fever greater than 100. 3? F (38? C) with or without chills †¢ Incontinence †¢ Pain in the back or side Clinicians should remember that not everyone with a UTI develops signs and symptoms. It is important to distinguish between symptomatic and asymptomatic bacteriuria in these hospitalized patients (Tambyah Maki, 2000). References Lo, E. , Nicolle, L. , Classen, D. , Arias, K. M. , et al. (2008). â€Å"Strategies to prevent catheter-associated urinary tract infections in acute care hospitals. † Infection Control and Hospital Epidemiology 29: S41–S50. Munasinghe, R. L. , Yazdani, H. , Siddique, M. , Hafeez, W. (2001). â€Å"Appropriateness of use of indwelling urinary catheters in patients admitted o the medical service. † Infection Control and Hospital Epidemiology 22: 647–649. Robinson, S. , Allen, L. , Barnes, M. R. , et al. (2007). â€Å"Development of an evidence-based protocol for reduction of indwelling urinary catheter usage. † MedSurg Nursing 16(3): 157–161. Saint, S. , Weise, J. , Armory, J. K. , et al. (2000). â€Å"Are physicians aware of which of their patients have indwelling urinary catheters? † American Journal of Medicine 109: 476–480. Tambyah, P. A. , Maki, D. G. (2000). â€Å"Catheter-associated urinary tract infection is rarely symptomatic. † Archives of Internal Medicine 160: 678–687.