Fat is a Feminist Issue Essay Example for Free

Fat is a Feminist Issue Essay Susie Orbach writes about the reality that many women face with problems of obesity, overweight, social roles, and sex-stereotypes in the US. In â€Å"Fat is a Feminist Issue† the author writes in extend to the main problem that women face with overweight in America, how it has become a serious issue in the topic of obesity, and the typical â€Å"sex-role stereotypes† differences that exist today (449). Manipulated by media ads and the pressure on women to pursue the ideal physical and beauty appearance, Orbach claims that women have been the target of a â€Å"ten billion dollar industry waits to remold bodies to the latest fashion† year after year (451-52). In addition to this, Orbach gives us some background history on fashion and how media ads affected the thinking of those young ladies who lived in the 60’s and 70’s, where television started to be a mainstream along with magazines and radio. Orbach writes that in the 60’s, there were only three ways to â€Å"feel acceptable† within one’s society: to be skinny, flat chested and straight hair (451). By the 70’s the fashion was the opposite. Clearly, this statement clarifies the historical example of the classic American culture, slammed by media ads in which women are bombarded with new fashion styles and new trends every year. The fact of the matter is that Orbach claims that being fat is a â€Å"culturally defined experience of womanhood† (449), however, she calls society to make a change in this issue in which women are constantly fighting a never ending war of overweight and obesity. Response After reading this essay I’ve found there are reasons as to why women in our society today overeat. In terms of overeating, and the pressures society places on women, I agree that sometimes society place too much pressure on them to look or be a certain way. There are indeed some overweight woman who are perfectly healthy, and others who are not. Although, the issue comes when we try to impose what our idea of healthy is, or what it is supposed to look like from our on perspective onto them. This can drive people to depression, and all types of other bad habits like overeating. I also believe that Orbach, was correct when she stated that self –image, and self- consciousness, play a big role in this subject as well. She states that by not living up to the standards placed by society, would essentially be deeming oneself as an outcast, which in today’s society is very true. Those who cannot/ do not keep up with the latest trend, look, and style are no longer considered to be â€Å"in† which is ridiculous. Women especially, should be able to be them despite what new trend comes about, how many more people become skinnier, or whatever the case may be. We should teach that being comfortable in one’s own skin is what is key, staying healthy, and then working one becoming a better you is what comes next. This essay showed me that if one really took the time to think about it, being â€Å"fat† really could be looked at as a social disease that we ideally created and placed on them. I agree, that society, gender roles and the expectations that we place on women can be directly correlated with overeating and obesity. For me, obesity and overeating is something I never quite understood, nor took the time to really critically think about until now. I was skinny as a young girl; my weight was under one hundred pounds and therefore never having to think about being â€Å"fat†. As I got older, I started to gain weight, reaching one hundred and thirty pounds, and then I started thinking â€Å"Wow! I’m fat†. Then I became pregnant and gained more weight, I was â€Å"HUGE† in my eyes. After giving birth I became obsessed with my weight and body image. I started to exercise and eat healthy to lose the weight; I felt pressure from society, family, and friends to lose the weight because I had always been so thin. I even went to the extreme of having lipo after I couldn’t lose the weight by eating right and exercise. That period of my life was a dark and sad time for me; my family didn’t know about my depression, I was under so much pressure to look perfect! Orbach, also touches a subject that I kind of disagree with as she explains: â€Å"the relegation of women to the social roles of wife and mother has several significant consequences that contribute to the problem of fat† (450). The social roles have played an important role in the American culture, especially in women where it’s always the classic stay home mom, taking care of kids and the husband being the only provider. Under these circumstances, perhaps, women don’t feel the necessity to present an ideal physical image once they are married, or to what she claims it’s a â€Å"response to the inequality of sexes† where women feel less valuable and they express some type of rebellion towards the stereotypes that society has created of â€Å"being fat† or impulsive eating disorder (448-49). Reason I don’t agree completely with this subject is because, I know many stay at home mom’s that do want to stay looking good, and feeling good, not only for them, but for their husband and children. Overall, Susie Orbach’s article â€Å"Fat is a Feminist Issue† was a very good one. It teaches us that we should not imply our own beliefs of what the ideal woman should, or should not look like. While at the same time understanding that obesity and overeating are driven by something, some struggle, expectation, or pressure. This implies that would should not be so quick to say being â€Å"fat† is simply a choice that some individuals make and that, that is all there is to it, because there can be other factors. Works Cited

Approaches To Implementing Appreciative Inquiry Cultural Studies Essay

Approaches To Implementing Appreciative Inquiry Cultural Studies Essay Appreciative Inquiry (AI) is an organizational development process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. Appreciative Inquiry was adopted from work done by earlier action research theorists and practitioners and further developed by David Cooperrider of Case Western Reserve University. It is now a commonly accepted practice in the evaluation of organizational development strategy and implementation of organizational effectiveness tactics. Appreciative Inquiry is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, a situation, or an organization. In so doing, it enhances a systems capacity for collaboration and change.0#cite_note-0[1] Appreciative Inquiry utilizes a cycle of 4 processes focusing on: DISCOVER: The identification of organizational processes that work well. DREAM: The envisioning of processes that would work well in the future. DESIGN: Planning and prioritizing processes that would work well. DESTINY (or DELIVER): The implementation (execution) of the proposed design.1#cite_note-1[2] 2#cite_note-2[3] The basic idea is to build organizations around what works, rather than trying to fix what doesnt. It is the opposite of problem solving. Instead of focusing gaps and inadequacies to find blame and remediate skills or practices, AI focuses on how to create more of the occasional exceptional performance that is occurring because a core of strengths is aligned. The approach acknowledges the contribution of individuals, in order to increase trust and organizational alignment. The method aims to create meaning by drawing from stories of concrete successes and lends itself to cross-industrial social activities. It can be enjoyable and natural to many managers, who are often sociable people. There are a variety of approaches to implementing Appreciative Inquiry, including mass-mobilized interviews and a large, diverse gathering called an Appreciative Inquiry Summit (Ludema, Whitney, Mohr and Griffin, 2003). Both approaches involve bringing very large, diverse groups of people together to study and build upon the best in an organization or community. The basic philosophy of AI is also found in other positively oriented approaches to individual change as well as organizational change. As noted above, AI fosters positive relationships and builds on the basic goodness in a person, or a situation . The idea of building on strength, rather than just focusing on faults and weakness is a powerful idea in use in mentoring programs, and excellent performance evaluations. It is the basic idea behind teaching micro-affirmations as well as teaching about micro-inequities. (See Microinequity Rowe Micro-Affirmations and Micro-inequities in the Journal of the International Ombudsman Association, Volume 1, Number 1, March 2008.) AI has been used extensively to foster change in businesses (a variety of sectors), health care systems, social profit organizations, educational institutions, communities, local governments, and religious institutions. Appreciative inquiry (AI) is a major breakthrough in organization development, training and development and in problem solving, in general. AI is based on the assertion that problems are often the result of our own perspectives and perceptions of phenomena, eg, if we look at a certain priority as a problem, then we tend to constrain our ability to effectively address the priority and to continue to develop in our lives and work. AI is a philosophy so a variety of models, tools and techniques can be derived from that philosophy. For example, one AI-based approach to strategic planning includes identification of our best times during the best situations in the past in an organization, wishing and thinking about what worked best then, visioning what we want in the future, and building from what worked best in order to work toward our vision. The approach has revolutionized many practices, including strategic planning and organization development. Various Perspectives The following links are by no means a complete list of online resources about AI. Like any other topic in the Library, the following links are to resources that can help to get you started in learning more about this topic. Appreciative Inquiry Commons AI : the Quest Appreciative Inquiry Resources Appreciative Inquiry and Community Development Appreciative Inquiry 5D Spiral of Development Taos Institute on Appreciative Inquiry managementhelp.org/commskls/appr_inq/appr_inq.htm Appreciative Enquiry . . . it is through language that we create the world, because its nothing until we describe it.   And when we describe it, we create distinctions that govern our actions.   To put it another way, we do not describe the world we see, but we see the world we describe.  Ã‚  Ã‚   Joseph Jaworski As it has evolved, there are a number of ways in which to conduct an Appreciative Inquiry (AI)Team Building but the processes all tend to follow a common path of four phases: Discovery (conducting appreciative interviews and identifying the themes and life-giving forces), Dream (developing provocative propositions for the future), Design (integrating wishes for the future with plans for needed changes to structure, systems and processes) and Destiny (making it happen and making it sustainable over time Appreciative enquiry is a new way of approaching problem solving, team-building and solution development. Appreciative Inquiry works from a set of assumptions. 1. In every society, organisation or group, something works well. 2. What we focus on, becomes our reality. 3. Reality is created in the moment, and there are multiple realities. 4. The act of asking questions of a person, or group influences the group/person in some way. 5. People have more confidence to journey to the future (the unknown) when they carry forward parts of the past (the known). 6. If we carry forward parts of the past, they should be what is best about our past. 7. It is important to value differences. 8. The language we use creates our reality and experience. The Appreciativer Inquiry Way While these may seem obvious, we know from our own experience that we can look at what isnt working and start problem solving. This pulls us backwards/downwards rather than forwards.   If we focus on difficulties in the past, people become self defensive and feel that life is hopeless.   When we ask them about their successes, they become enthusiastic and start to hope again and explore possibility. Appreciative Inquiry 5-D Cycle Discovery: The Appreciative Inquiry approach to personal, or organisational, change is to begin by looking for what is working -APPRECIATING the best of our experience. Dream: This is to consider what might be ENVISIONING RESULTS Design: What should be the ideal? CO-CONSTRUCTING Destiny: How to empower, learn adjust or improvise    SUSTAINING Do-It: Action towards achievement Commitment, response, action The tangible result of the Appreciative Inquiry process is a series of statements that describe where the person or organisation wants to be, based on the best moments of where they have been. Because these statements are based in real experience and history, people know how to repeat their success. They have created before, they can create once again. The purpose is to reconnect with the life giving forces-what is working, and then go beyond that to, what could be if we expanded our paradigm of possibility. What is Appreciative Inquiry? from A Positive Revolution in Change: Appreciative Inquiry by David L. Cooperrider and Diana Whitney. Ap-preci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY. Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives life to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a systems capacity to apprehend, anticipate, and heighten positive potential. It centrally involves the mobilization of inquiry through the crafting of the unconditional positive question often-involving hundreds or sometimes thousands of people. In AI the arduous task of intervention gives way to the speed of imagination and innovation; instead of negation, criticism, and spiraling diagnosis, there is discovery, dream, and design. AI seeks, fundamentally, to build a constructive union between a whole people and the massive entirety of what people talk about a s past and present capacities: achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high point moments, lived values, traditions, strategic competencies, stories, expressions of wisdom, insights into the deeper corporate spirit or soul and visions of valued and possible futures. Taking all of these together as a gestalt, AI deliberately, in everything it does, seeks to work from accounts of this positive change core-and it assumes that every living system has many untapped and rich and inspiring accounts of the positive. Link the energy of this core directly to any change agenda and changes never thought possible are suddenly and democratically mobilized. appreciativeinquiry.case.edu/intro/whatisai.cfm What is Appreciative Inquiry? Appreciative Inquiry is the study and exploration of what gives life to human systems when they are at their best. It is an organization development methodology based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is itself transformational. It is founded on the following set of beliefs about human nature and human organizing: à ¢Ã¢â€š ¬Ã‚ ¢ People individually and collectively have unique gifts, skills and contributions to bring to life. à ¢Ã¢â€š ¬Ã‚ ¢ Organizations are human social systems, sources of unlimited relational capacity, created and lived in language. à ¢Ã¢â€š ¬Ã‚ ¢ The images we hold of the future are socially created and, once articulated, serve to guide individual and collective actions. Through human communication (inquiry and dialogue) people can shift their attention and action away from problem analysis to lift up worthy ideals and productive possibilities for the future. In short, Appreciative Inquiry suggests that human organizing and change, at its best, is a relational process of inquiry, grounded in affirmation and appreciation. One way to understand Appreciative Inquiry is to consider the meaning of its two words. Each word alone has implications for the practice of organization change. The power of Appreciative Inquiry, however, is the by-product of the two words working together. Like hydrogen and oxygen that combine to make water the most nurturing substance on earth appreciation and inquiry combined produce a powerful, vital approach to leadership and organization change. Appreciation: Recognition and Value Added Appreciation has to do with recognition, with valuing and with gratitude. The word appreciate is a verb that carries a double meaning. It refers to both the act of recognition and the act of enhancing value. Definitions include: à ¢Ã¢â€š ¬Ã‚ ¢ to recognize the best in people and the world around us; à ¢Ã¢â€š ¬Ã‚ ¢ to perceive those things which give life, health, vitality and excellence to living human systems; à ¢Ã¢â€š ¬Ã‚ ¢ to affirm past and present strengths, successes, assets and potentials; à ¢Ã¢â€š ¬Ã‚ ¢ to increase in value (e.g., the investment has appreciated in value). Indeed, organizations, businesses and communities can benefit by greater appreciation. Around the global, people hunger for recognition. They want to work from their strengths on tasks they find of value. Executives and managers long to lead from their values. They seek ways to integrate their greatest passions into their daily work. And organizations strive regularly to enhance their value to shareholders, employees and the world at large. Inquiry: Exploration and Discovery Appreciative Inquiry is about more than appreciation, recognition, and enhancement of value. Its also about inquiry. Inquiry refers to the acts of exploration and discovery. It implies a quest for new possibilities, being in a state of unknowing, wonder and a willingness to learn. It implies an openness to change. The word inquire also a verb means: à ¢Ã¢â€š ¬Ã‚ ¢ to ask questions; à ¢Ã¢â€š ¬Ã‚ ¢ to study; à ¢Ã¢â€š ¬Ã‚ ¢ to search, explore, delve into or investigate Inquiry is a learning process for organizations as well as for individuals. Seldom do we search, explore or study what we already know with certainty. We ask questions about and query into areas unfamiliar to us. The act of inquiry requires sincere curiosity and openness to new possibilities, new directions and new understandings. We cannot have all the answers, know what is right, or be certain when we are engaged in inquiry. The spirit of inquiry is the spirit of learning. How Does Appreciative Inquiry Work? The process used to generate the power of Appreciative Inquiry is the 4-D Cycle. Based on the notion that human systems people, teams, organizations and communities grow and change in the direction of what they study, Appreciative Inquiry works by focusing the attention of an organization on its most positive potential its positive core. The positive core is the essential nature of the organization at its best peoples collective wisdom about the organizations tangible and intangible strengths, capabilities, resources, potentials and assets. The Appreciative Inquiry 4-D cycle unleashes the energy of the positive core for transformation and sustainable success. Affirmative Topic Choice: The 4-D Cycle begins with the thoughtful identification of what is to be studied affirmative topics. Since human systems move in the direction of what they study, the choice of what to study what to focus organizational attention on is both essential and strategic. The topics that are selected provide a framework for collecting stories, discovering and sharing best practices, and creating a knowledge-rich work environment. They become the organizations agenda for learning and innovation. Once selected, affirmative topics such as inspired leadership, optimal margins, or culture as competitive advantage guide the 4-D Cycle of Discovery, Dream, Design and Destiny. Discovery: The Discovery phase is a diligent and extensive search to understand the best of what is and what has been. It begins with the collaborative act of crafting appreciative interview questions and constructing an appreciative interview guide. Appreciative Inquiry questions are written as affirmative probes into an organizations positive core, in the topic areas selected. They are written to generate stories, to enrich the images and inner dialogue within the organization, and to bring the positive core more fully into focus. The results of Discovery include: à ¢Ã¢â€š ¬Ã‚ ¢ The formation of new relationships and alliances, that bridge across traditional barriers. à ¢Ã¢â€š ¬Ã‚ ¢ A rich description or mapping of the organization s positive core. à ¢Ã¢â€š ¬Ã‚ ¢ Organization-wide sharing and learning from stories of best practices, golden innovations and exemplary actions. à ¢Ã¢â€š ¬Ã‚ ¢ Greatly enhanced organizational knowledge and collective wisdom. These results, in turn, inspire the emergence of organic, unplanned changes well before implementation of the more planful phases of the 4-D cycle. Dream: The Dream phase is an energizing exploration of what might be: a time for people to explore their hopes and dreams for their work, their working relationships, their organization, and the world at large. It is a time for groups of people to engage in thinking big, thinking out of the box, and thinking out of the boundaries of what has been in the past. The intent of the Dream phase is to identify and spread generative, affirmative, and hopeful images of the future. Typically this is accomplished in large group forums, where unusual combinations of stakeholders explore: à ¢Ã¢â€š ¬Ã‚ ¢ Creative images of the organization s most positive potentials à ¢Ã¢â€š ¬Ã‚ ¢ Innovative strategic visions à ¢Ã¢â€š ¬Ã‚ ¢ An elevated sense of purpose. Design: The Design phase involves making choices about what should be within an organization or system. It is a conscious re-creation or transformation, through which such things as systems, structures, strategies, processes and images will become more fully aligned with the organizations positive past (Discovery) and highest potential (Dream). Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation or what will be. Since the entire 4-D Cycle provides an open forum for employees to contribute and step forward in the service of the organization, change occurs in all phases of an Appreciative Inquiry process. The Destiny phase, however, focuses specifically on personal and organizational commitments and paths forward. The result of destiny is generally an extensive array of changes throughout the organization in areas such as: à ¢Ã¢â€š ¬Ã‚ ¢ Management practices à ¢Ã¢â€š ¬Ã‚ ¢ HR processes Measurement systems à ¢Ã¢â€š ¬Ã‚ ¢ Customer service systems à ¢Ã¢â€š ¬Ã‚ ¢ Work processes and structures In many cases, the 4-D Cycle provides the framework for ongoing activities. Thus, the cycle begins again . . . and again . . . and again. Why Does Appreciative Inquiry Work? Appreciative Inquiry works because it treats people like people, and not like machines. People are social. We create our identities and our knowledge in relation to one another. We are curious. We like to tell stories and listen to stories. We pass on our values, beliefs and wisdom in stories. We like to learn and to use what we learn to be our best. And we delight in doing well in the eyes of those we care about and respect. Appreciative Inquiry enables leaders to create natural human organizations knowledge rich, strength based, adaptable, learning organizations. www.positivechange.org/appreciative-inquiry.html Appreciative Inquiry Consulting AI Consulting, LLC offers a collaborative, strength-based approach to strategic change and transformation. At the heart of our practice is Appreciative Inquiry (AI), an approach that draws on the strengths and values of an organization in order to implement its change agenda and achieve its highest goals. AI Consulting has the greatest concentration of AI expertise and our consultants span the globe. Among them are the thought leaders, authors, and founders of AI. Our whole-systems approach, global reach, and collaborative partnerships are reflected in our success stories. AI Consulting combines features of a large consulting firm, a knowledge web, an alliance of change agents, and a socially responsible business entity. We are a principle-driven organization, valuing integrity, learning, generosity, and the common good. Our leading-edge design makes us highly flexible and responsive to client needs. We always seek to enhance the core strengths that give life to an organization while growing its economic vitality, ecological integrity and organizational health.   www.aiconsulting.org/ Appreciative Inquiry Appreciative Inquiry (AI) is a process for catalyzing positive change developed at Case Western Reserve University by David Cooperrider, a professor of Organizational Behavior at their Weatherhead School of Management. As a graduate student, Cooperrider noticed that most organizational change was driven by consultants going into an organization and looking for problems and then attempting to fix them. He decided to see what happened if he took the opposite approach. During his graduate thesis work, Cooperrider went into the Cleveland Clinic and, rather than seek out what needed fixing, he sought out what was working well. He then developed a structured process to concentrate information about these success factors in what is called the positive core and to then amplify that positive core throughout the organization. The experiment was a great success and Cooperrider went on to establish the process as Appreciative Inquiry. Appreciative Inquiry is both a specific methodology and a perspective and has been defined as the study of what gives life to human systems when they are at their best. As such it ties deeply into fields such as Positive Psychology and Flow which, like AI, stand in contrast to our cultures typical problem-based or deficit-based mindset. To understand the phrase more deeply, we need simply look at the two words that make it up. Appreciate has two meanings: to look for the best in something and to increase something in value, such as when a stock or real estate appreciates. Inquiry means to seek understanding using a process based on provocative questions. So the idea is that provocative questions are used to draw out powerful success stories and identify the factors that are already working well within a human system. We can then use this understanding to help bring about what people want more of (as opposed to the usual cultural focus on reducing what they want less of). The specific methodology of Appreciative Inquiry gives us the tools to do this, while involving both left and right brains, and exploring the past, present and future. It consists of five main phases: Affirmative Topic Choice An interview is carried out using several provocative questions and, from the clients responses, several themes are chosen as the focal points for the rest of the inquiry process. Discovery Further provocative questions are explored regarding each of the Affirmative Topics and, from the clients responses, several themes are again chosen. These themes, a virtual DNA sample of the system at its best, reflect its central success factors its best strengths, talents, assets, values and ideals and are known as its positive core. Dream Creative processes are used to verbally and/or experientially explore what the future might be like if the positive core were more thoroughly enacted throughout the system and to examine, looking back from that vantage point, what must have happened in order for it to have reached such an optimal state. Design The system is organized into an architecture, and preferences chosen for each element of that structure, that will enable further enactment of the positive core and lessons from the Dream phase throughout the system. Provocative Propositions, in which clients put in writing broad goals or ideas that will help encourage the organization to move in the direction of optimization, may also be developed. Destiny Concrete plans are made and supporting resources put in place for enacting the chosen preferences in the service of amplifying the positive core and making the clients dreams a reality. Notice how these phases, in many ways, mimic the evolutionary process. That which is working best in a system is selected for and then those successful elements of the system become the raw material for its next stages of development. Thus, I like to consider Apprecative Inquiry a process for facilitating and accelerating evolutionary processes. Appreciative Inquiry has now been used to aid optimization in many large companies such as British Airways and Verizon, in schools such as at UC Berkeley, and even in whole cities such as in the Imagine Chicago project. It has also been adapted for use with families, individuals, and in many other settings. In developing my company, Emergent Associates, we synthesized a number of other tools and methods within a framework deeply based in Appreciative Inquiry to create our unique coaching and consulting process. Though a simple and enjoyable process for clients to experience, Appreciative Inquiry ties into fields as diverse as evolution, chaos theory, Systems Thinking, and other systems sciences. A quote from 3creativeASIN=1576752267creative=373489camp=211189The Power of Appreciative Inquiry: A Practical Guide to Positive Change sums up the mindset of this field well. We are not saying to deny or ignore problems. What we are saying is that if you want to transform a situation, a relationship, an organization, or community, focusing on strengths is much more effective than focusing on problems. www.systemsthinker.com/interests/appreciativeinquiry/    APPRECIATIVE APPROACH The Challenge The underlying belief of todays paradigm is that there is one best way to do things; one perfect way for an organization to be formed; one preferred way for employees to perform; one acceptable way for people to behave. We have been trained and educated from an early age to look for things in our human organizations that are not the best, perfect or preferred so that we can to fix them. We are a world of problem solvers. Our basic assumption of problem solving seems to be that organizations are problems to be solved. The process traditionally involves: (1) identifying the key problems; (2) analyzing the causes; (3) locating logical solutions; and, (4) developing an action plan. The result, change happens through a linear process that assumes we can repair human beings and organizations much as we might repair our car or computer. If we fix the problems, the organization will succeed. While this problem solving mentality has dominated business for years and led to some success, we are starting to see the limitations of this approach. The problem-solving approach directs attention to the worst of what is, constantly examining what is wrong with the organization. This continuous focus can have some very limiting and unintended consequences: We assume that because we know the problem, we must know the solution. No innovation. The organization creates no visions/images of the future. Breakthrough changes happens slowly, if at all, because we put attention on yesterdays causes. Visionless voice leading to organizational fatigue. Not another problem to deal with! Weakened fabric of relationships, defensiveness blameà ¢Ã¢â€š ¬Ã‚ ¦the creation of a negative culture. However, recent advances in the sciences and other related fields of study are causing a shift in how we understand the world. This new research and experience is leading us to an entirely new way of thinking about our organizations and how we improve them. There is a BETTER way! A Positive Change Model The fact is that our organizations are not predictable machines, but rather human constructions that are molded and changed by the images that human beings have of them. If we think that our organization is dysfunctional, unhealthy, and a bad place to work, most of what we see will be the behaviors, attitudes, and values that prove us right. If, on the other hand, we look for those things in our organizations that are healthy, creative, and supportive, we will begin to see an entirely different organization. We actually have a choice on what we focus on and Appreciative Inquiry (AI) is a method that can help us see the true potential or our organization. In contrast to the problem solving approach, the underlying assumption of Appreciative Inquiry is that organizations are solutions to be embraced. AI Definition To appreciate means to value to understand those things that are worth valuing. To inquire means to study, to ask questions, to search. AI is, therefore, a capacity building approach that selectively seeks to locate, highlight, and illuminate the life-giving forces within an organization or community. AI seeks out the best of what is to help ignite the collective imagination of what might be.   The aim is to generate new knowledge that expands the realm of the possible and helps people envision a collectively desired future and to carry forth that vision in ways which successfully translates images of possibility into reality, and belief into practice. AI is not a methodology. It is a philosophy, an orientation to change, and a way of seeing and being in the world!   AI 4-D Model Tirawa Consulting uses a change process, called the 4-D Model (see below), that: (1) Discovers what gives life to an organization; what is happening when the organization is at its best; (2) Dreams about what might be; what the world is calling the organization to be; (3) Designs ways to create the ideal as articulated by the whole organization; and, (4) Delivers through an on-going and iterative processes. This is not a static solution but rather a dynamic process of continuous change. The 4-D Model has been used successfully in multiple cultures, in all sizes of organizations, working in every sector of relief and development, at every level of the organization. The 4-D Model has also produced tremendous results in the governmental and business sectors as well.   Tirawa Consulting can help integrate AI into your strategic change agenda and work with you to design a solution that will involve your people, identify your strengths, and chart a course for unbelievable transformation! Here are just a few examples of how AI can be used to drive your organization to higher levels of performance: Culture transformation Vision building Team building development Feedback performance management Organization redesign Partnership creation / relationship building Strategic Many other applications

Doing it: The Social Construction of S-E-X Essay example -- Article An

Since the dawn of man, sex has played a crucial role in society. Before they learned to read or write humans were engaging in sex and without it none of us would be here. In today’s society, sex has grown to become much more complicated. If I were to ask a group of people on the street what they believed sex was? I bet they would have a hard time answering. The question puzzling society today is how do we define sex? Can we define sex? These are questions raised in Tracy Steele’s article â€Å"Doing it: The Social Construction of S-E-X†. This article is about the current questions and issues that have been raised about sex within today’s society. In this paper I will summarize the key points of the article, while sharing my own thoughts and opinions of Steele’s findings. One of the key questions raised in the article is where do our sexual urges come from, have they always been there deep in our minds, or did we gradually learn them. Steele states that it is her belief that sex in something that is learned overtime from our environment and society (Steele 13), but she also states that there are many theorists who believe that sex is instinctive, and that we have always known how to perform it. After considering both sides of the argument, I have to agree with Steele’s belief that sex is learned. I believe this because I find it hard to believe that humans are born with the knowledge of sexual intercourse. This is due to the fact that I can guarantee you most children barely have a clue what sex is, let alone how to engage in it , it’s not until their parents or teachers explain to them what sex is, that they are able to truly understand and engage in it. The only argument that can be raised against this idea is that there are m... ...define sex; they can’t even agree on where our sexual desires come from. In conclusion, what I learned from this article is that sex is much more complicated then I could have believed it to be. This article made me aware of many conflicts, issues, and disagreements that go along with what is or isn’t sex, and how there is no clear way to say, it’s really just a matter of opinion. For lesbians the simple use of a finger is enough, for gay men its anal sex. For some sex is innate and instinctive, while others believe it is learned. For some it’s based on love and pleasure, while for others it’s about domination. I highly doubt that there is anyone in this world that could come up with a universal meaning to sex which would please all parties. It is my conclusion that there is no right or wrong definition of sex; it is whatever you want it to be.

An analysis of Schools of Psychotherapy as they relate to Anger Managem

An analysis of Schools of Psychotherapy as they relate to Anger Management Anger is a basic human emotion that transcends cultural boundaries. However, despite its universality, an exact definition agreed upon by all people is lacking (Norcross & Kobayashi, 1999). Physiologically, brain centers in the amygdala are connected to anger processing. Because the information processing that takes place in this brain structure is primitive, anger can be triggered inappropriately and without the individual's knowledge of the cause. In psychodynamic terms, past events and experiences suppressed in the unconscious can be the source of generated anger. In cognitive-behavioral terms, anger is described as an interaction of behavior, cognition, and physiological arousal (Ambrose & Mayne, 1999). According to Deffenbacher (1999), anger may be aroused by specific external events, a mix of these external events with the anger-related memories they elicit, and internal stimuli such as emotions or thoughts. It results when "events are judged to involve a trespass upon the pers onal domain, an insult to or an assault upon ego identity, a violation of values and expectations, and/or unwarranted interference with goal-directed behavior" (p.297). Two main ways to treat anger involve helping patients to prevent anger activation or helping them to regulate anger manifestation. The former is generally a longer and more difficult approach due to the fact that early emotional behavior patterns are hard to change or eliminate. Therefore, the moderation of anger may prove to be a more effective route of therapy (Ambrose & Mayne, 1999). Many different schools of psychotherapy have addressed the problem of anger. Because of the lack of a universally identic... ...al Psychology, 55(3), 275-282. Messer, S.B. (2001). What Makes Brief Psychodynamic Therapy Time Efficient. Clinical Psychology: Science and Practice, 8, 5-22. McGinn, L.K., & Sanderson, W.C. (2001). What Allows Cognitive Behavioral Therapy to be Brief: Overview, Efficacy, and Crucial Factors Facilitating Brief Treatment. Clinical Psychology: Science and Practice, 8, 23-37. Paivio, S.C. (1999). Experiential Conceptualization and Treatment of Anger. Clinical Psychology, 55(3), 311-324. Phares, E.J., & Trull, T.J. (2001). Clinical Psychology. California: Wadsworth. Van Deurzen, E. (2000). Humanistic-existential approaches. In C.Feltham & I. Horton (Eds.), Handbook of Counselling and Psychotherapy (pp.331-336). London: SAGE Publications.Ambrose, T.K., & Mayne, T.J. (1999). Research Review on Anger in Psychotherapy. Clinical Psychology, 55(3), 353-363.

Nature of the Conflict in Sophocles Antigone Essay -- Antigone confan

The Nature of the Conflict in Antigone  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In â€Å"Sophocles’ Praise of Man and the Conflicts of the Antigone,† Charles Paul Segal explains the nature of the conflict between Antigone and Creon: The conflict between Creon and Antigone has its starting point in the problems of law and justice. At any rate, the difference is most explicitly formulated in these terms in Antigone’s great speech on the divine laws. . . . Against the limited and relative â€Å"decrees† of men she sets the eternal laws of Zeus, the â€Å"unwritten laws of the gods.† She couples her assertion of these absolute â€Å"laws† with her own resolute acceptance of death (460) (64). In Antigone the protagonist, is humble and pious before the gods and would not tempt the gods by leaving the corpse of her brother unburied. She is not humble before her uncle, Creon, because she prioritizes the laws of the gods higher than those of men; and because she feels closer to her brother, Polynices, than she does to her uncle. The drama begins with Antigone inviting Ismene outside the palace doors to tell her privately: â€Å"What, hath not Creon destined our brothers, the one to honoured burial, the other to unburied shame?† Antigone’s offer to Ismene (â€Å"Wilt thou aid this hand to lift the dead?) is quickly rejected, so that Antigone must bury Polynices by herself. The protagonist, Antigone, is quickly developing into a rounded character, while Ismene interacts with her as a foil, demurring in the face of Creon’s threat of stoning to death as punishment for violators of his decree regarding Polynices. The main conflict thusfar observed is that whi ch the reader sees taking shape between Antigone and the king. Antigone is a religious person who is not afraid of death, and who re... ... pervading themes in Sophocles is the justice of the universe. We are to understand that, in some sense, cosmic justice ultimately prevails (718). WORKS CITED Abrams, M. H. A Glossary of Literary Terms, 7th ed. New York: Harcourt Brace College Publishers, 1999. Segal, Charles Paul. â€Å"Sophocles’ Praise of Man and the Conflicts of the Antigone.† In Sophocles: A Collection of Critical Essays, edited by Thomas Woodard. Englewood Cliffs, NJ: Prentice-Hall, Inc., 1966. Sophocles. Antigone. Translated by R. C. Jebb. The Internet Classic Archive. no pag. http://classics.mit.edu/Sophocles/antigone.html â€Å"Sophocles† In Literature of the Western World, edited by Brian Wilkie and James Hurt. NewYork: Macmillan Publishing Co., 1984. Watling, E. F.. Introduction. In Sophocles: The Theban Plays, translated by E. F. Watling. New York: Penguin Books, 1974.

Latin LITWAU

He tried to ask the Ivy League Professors but they wouldn't tell him, but said, â€Å"Null gratuity paradigm,† which means â€Å"There is no free lunch! . My dad has been awarded the Mercantile 5 NATO Medal for service with NAT o in relation to the USAF Operation and NATO means â€Å"North Atlantic Treaty Organic action† and treaty comes from the Latin word transacts which means treatise, which means a written work dealing formally and systematically with a subject. 5.In the National Geographic Magazine, there's the word Atlas in, which comes f room late 16th century (originally denoting a person who supported a great burden): via Latin from Greek Atlas, the god who held up the pillars of the universe and whose p stricture appeared at the front of early atlases. 6. Eave this 2 EURO coin and it depicts a scene from a mosaic in Sparta, showing g Europe being abducted by Zeus, who has taken the form Of a bull. Europe is a figure from Greek mythology after whom Europe was named. 7. Mound a card game named NUN, which means one in Latin. The game contain uses until a player has one card left. The moment a player has just one card they must y ell NUN. If they are caught by another player, the player must draw two new cards. On CE a player has no cards remaining the game is over, points are scored, and the GA me begins over again. 8. The National Capitol Columns at the united States National Arboretum in Was ingot D. C. Was influenced by the Roman architecture. 9. Watched a movie called The Odyssey.The Odyssey is Homer's epic of Odyssey arrear struggle to return home after the Trojan War. While Odysseus battles mythical creatures and faces the wrath of the gods, his wife Penelope and his son Tell mach's stave off suitors vying for Penelope hand and Ethical's throne long enough of Odysseus to return. The Odyssey ends as Odysseus wins a contest to prove h is identity, slaughters the suitors, and retakes the throne of Ithaca. 10. The University Of Californi ans motto is â€Å"Fiat Lug† which means â€Å"Let there be Leg HTH†.

1920s Fashion Abstract

1920s Fashion Abstract The â€Å"Roaring† 1920s, was a period in America of social evolution. There were changes in the areas of transportation, music, art, dance, and even language just toname a few areas. Fashion endured the most dramatic changes in many phases. There were changes in dress and dressing techniques. Hairstyles and products took a turn for the better as well. As a result, many of the citizens who were able to reach new heights in dress and hair design also acquired a new attitude to accompany the new styles in fashion. Many of the elegant and expensive sacraments shared today by the modern bourgeoisie are direct results of the changes of the 1920s. The results of a horrid World War I were that America entered a period of prosperity. With the stock market flourishing and women entering the workforce there was room to expand other thanfinancially. Clothing changed with the society. The conservative dress code of women was tweaked, and sportswear became a norm for working women. Shorter and more maneuverable clothing became available for active women. Clothing that revealed skin gave women a sense of liberation. As skirts became shorter, necklaces, particularly strings of pearls, became longer. Tan or flesh colored stockings was made popular. Formal wear for men included tail coats for tuxedos, and cummerbunds. The tuxedos either had rolled collars faced in silk or notched collars. Wide leg trousers and tweed jackets were introduced for men as well. Children were also impacted during this era of fashion reform. Spotted cotton dresses and suspenders were incorporated to be worn by children. Many geometric forms and shapes were implemented into the designs of 1920s clothing, to add a level of flamboyance. Children were also impacted during this era of fashion reform. Spotted cotton dresses and suspenders were incorporated to be worn by children. Fashion had the biggest impact on women’s liberation through hairstyle. The biggest impact came with the event of women cutting their hair for a shorter hairstyle. For some families it was a problem for the wife or daughter to cut their hair, it was not considered motherly. However, with women adapting to more active lives, the shorter haircut saw an increase in the number of women wearing it. Many of these women wore hats to accompany their short hairstyle. The premier hairstyles included the â€Å"BOB†, finger waves, and marcel waves. Many of the bob hairstyles were configured to fit with the woman’s face. I noticed that many of these hairstyles were not done with â€Å"black hair† in mind. Never the less, black women were able to adapt to these styles in the years following. Fashion has always been influenced by the mode of transportation, the architecture of the period, cultivation of the earth and the customs of the people, as it was in the 1920's. Clothing developed closer relationships with art, kinetics and an increased sense of freedom with carefully selected fabrics, and an intelligent use of color. Beautifully coordinated and accessorized outfits were a feature of 1920's ladies fashions. Hats, shoes, stockings, handbags, dresses and jewelry all came together in harmony to create a unique and elegant style that can only be appreciated when seen in real-life or. Men and children also saw a fashion shift. More importantly the fashion movement of the 1920s was a symbol in the liberation of women’s rights. Bibliography All historical information derived from the following: Text book: How to make you own 1920s dress tirocchi. stg. brown. edu/514/story/fashion_twenties. html www. 1920-30. com/fashion/hairstyles www. kaboodle. com/reviews. model_behavior_1920s www. oldmagazinearticles. com