The Outbreak Of Shakespeare s Oedipus The King

Justin Prine Professor Messerschmidt Lit1000 8 October 2014 The Outbreak of Plague in Thebes During the course of Oedipus The King, Oedipus sets off on a journey to free himself from a fate that he just can not stand the thought of. Along the journey Oedipus comes upon the city of Thebes. This city has just had their king (Laius) killed and now Creon is under control of the city. Oedipus is given the thrown after he helped free the city from a sphinx that has been been guarding anyone that plans on going in and out of the city. Oedipus is seen to be a hero because no one could solve the riddle that would get rid of the sphinx until he arrived at the city. As Oedipus enters the city he starts to realize the major plague and disease in†¦show more content†¦As we all know after achieving the thrown in Thebes Oedipus marries his mother (Jocasta) and has kids with her. This so called link between plague and sexuality is definitely shown here because there is incest in the family even though it is not realized. Looking at this play from a western point of view we could easily determine that the incest that is going on has caused this plague. One of the simplest ways of determining why this plague has struck Thebes is the fact that it has been caused by the gods. The possible reason that the gods are causing this plague to break out is because Oedipus has tried to escape his fate that he will kill his father an marry his mother. The fact that Oedipus is trying to defeat what the gods have planned would be highly insulting to the gods and they want his to be punished in the form of plague. Once Oedipus reaches out to the gods by sending his brother-in-law, Creon, to Delphi he finally realizes that he has to bring the previous king s death to justice. So far in the play Oedipus still thinks that he has beat the gods and avoided his fate. This arrogance could possibly have angered the gods causing the many bad things to come to Oedipus s city. By trying to defeat the fate that the gods have given him he has in turn hurt the whole city. Now keep in mind Oedipus does not realize that he is the reason for the plague but nevertheless is still responsible for it. Sophocles has definitely created a link between

Analysis Of The Book The Killers - 1088 Words

Hemingway’s The Killers tells the story of two hitmen, Al and Max, who were on a mission to kill Ole Anderson at a diner that was run by George in a small town. Al and Max then tied up Nick and Sam, two workers at the diner, while threatening George. The two hitmen waited for Ole Anderson to appear and when he never did, they both left the diner. In order to understand the motives of the characters, we can use Sigmund Freud’s theory to unravel their behaviors. We can explain the characters’ behavior by using various concepts proposed by Freud, such as the personality structures (id, ego, and superego) and defense mechanisms. Al and Max looked almost the same. They were of the same size and dressed like twins. However, they had different†¦show more content†¦Max, however, rejected Al’s suggestion and decided that their lives should be spared. Even when Al insisted, Max still stood by his decision to not kill the three of them. This behavior shows that Max was motivated by his superego that suppressed the urge of the id to kill. He stood by his moral conscience and did what was morally right. We can also argue Max’s reluctance to kill the three workers was because of his ego at work. Ego is the rational part of the personality that deals pragmatically with reality. It is the seat of reason, rationality, and logic. Max used his logic to not kill George, Nick, and Sam by deducting that the three of them would not cause the two hit men any trouble. In the story, we also see Al and Max engaging in various defense mechanisms. According to Freud’s theory of motivational episode, when a person’s need is not satisfied, he or she will engage in defense mechanisms in order to reduce the tension (catharsis). Defense mechanism can be defined as a mental process that one initiates in, usually unconsciously, to resolve conflict or anxiety. Based on the theory, we could also provide an explanation for Al’s interest in killing the three men in the diner. His id’s need to kill Ole Anderson was not satisfied when Ole Anderson did not show up to the diner on that day. When he could not satisfy his id, Al started to feel anxious. His anxiety was even more obvious when Al toldShow MoreRelatedEssay about Case Analysis of Richard Ramirez1572 Words   |  7 PagesIntroduction This paper presents a case analysis of Richard Ramirez, the serial killer of the 1980s better known as â€Å"The Night Stalker†. Using the qualitative method and content analysis, the findings reveal that the law enforcement procedures were minimal because of the technology available during that time and the prosecution was sufficient because of the criminal justice system. 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Virginia Mason Hospital Free Essays

What were reasons for implementing lean management at Virginia Mason Hospital? Lean thinking begins with driving out waste so that all work adds value and serves the customer’s needs. Identifying value-added and non-value-added steps in every process is the beginning of the journey toward lean operations. In order for lean principles to take root, leaders must first work to create an organizational culture that is receptive to lean thinking. We will write a custom essay sample on Virginia Mason Hospital or any similar topic only for you Order Now The commitment to lean must start at the very top of the organization, and all staff should be involved in helping to redesign processes to improve flow and reduce waste. Although health care differs in many ways from manufacturing, there are also surprising similarities: Whether building a car or providing health care for a patient, workers must rely on multiple, complex processes to accomplish their tasks and provide value to the customer or patient. Waste —of money, time, supplies, or good will — decreases value. And the CEO of VM realized several reasons for them to implement lean management to improve the poor performance of the old system: 1. The path to better quality and safety is the same as the path to reduced cost. 2. VM’s old system is full of waste (non-value-added activities), need to systematically reduce and eliminate that waste. 3. Improvement is not coming from a technological arms race. What is VMPS and what are its main principles? The Virginia Mason Production System (VMPS) is a management method based on manufacturing principles that seeks to continually improve how work is done. Using this method, Virginia Mason (VM) identifies and eliminates waste and inefficiency in the many processes that are part of the health care experience, making it possible for VM staff to deliver the highest quality and safest patient care. By streamlining repetitive and low-touch aspects of care delivery, staff and providers spend more time talking with, listening to and treating patients. Virginia Mason’s vision is to be the Quality Leader in health care. This vision requires adopting a paradigm shift from expecting errors and defects, to believing that the perfect patient experience is possible. Key to accomplishing this is understanding that staff who do the work know what the problems are and have the best solutions. VMPS strategies range from small-scale ideas tested and mplemented immediately to long-range planning that redesigns new spaces and processes. VM uses several continuous improvement activities, such as Rapid Process Improvement Workshops (RPIWs) and kaizen events focused on incremental changes, as well as 3P workshops intended to completely redesign a process. VM has held 850 continuous improvement activities involving staff, patients and guests. VM leaders saw value in the TPS principles of mak ing quality and safety a top priority, relentlessly focusing on the customer, reducing waste (of which health care has an abundance), and engaging staff in continuous improvement. The idea behind VMPS is to achieve continuous improvement by adding value without adding money, people, large machines, space or inventory, all toward a single overarching goal — no waste. Explain main wastes of resources that VMPS targets. The idea behind VMPS is to achieve continuous improvement by adding value without adding money, people, large machines, space or inventory, all toward a single overarching goal — no waste. VMPS has six areas of focus: †¢ â€Å"Patient First† as the driver for all processes to eliminate †¢The creation of an environment in which people feel safe and free to engage in improvement–including the adoption of a â€Å"No-Layoff Policy† †¢Implementation of a company-wide defect alert system called â€Å"The Patient Safety Alert System† †¢Encouragement of innovation and â€Å"trystorming† (beyond brainstorming, trystorming involves quickly trying new ideas or models of new ideas) †¢Creating a prosperous economic organization primarily by eliminating waste †¢ Accountable leadership Instead of doctors waiting until the end of the day to go though a stack of patient records, they now write comments and recommendations immediately after seeing the patient before going to see the next one. The time saved increases the time a physician can spend with a patient. Most of the cost of medical care involves clogs in the flow of information — paper forms, lab results, phone messages, often leading to irritated patients. Two details on this list bear further explanation. The No-Layoff Policy is critical to the success of implementing lean management. People will more fully commit nd engage in improvement work if they are not worried about improving themselves out of a job. Attrition, typically steady in health care, will enable most organizations to reassign staff to other necessary work. A culture shift is important here as well: Staff, especially in health care, do not typically view themselves as working for the organization, but for their individual department and/or care team. In lean thinking, the patient/customer drives all processes, and staff/providers must come to understand that they work for the patient. This means they may be reassigned depending on the needs of the patients. Secondly, the defect alert system is a fundamental element of the TPS, known as â€Å"stopping the line. † Every worker in the Toyota plant has the power and the obligation to stop the assembly line when a defect or error is identified or even suspected. Workers pull a cord, a light goes on, music plays as a signal for supervisors to come and help, and the entire assembly line either slows or stops (depending on the degree of the defect resolution time) while line workers and supervisors assess and fix the problem, often preventing an error from becoming embedded in the final product. This typically happens many times a day. The theory behind stopping the line is that mistakes are inevitable, but reversible. Defects are mistakes that were not fixed at the source, passed on to another process, or not detected soon enough and are now relatively permanent. If you fix mistakes early enough in the process, your product will have zero defects. Mistakes are least harmful and easiest to fix the closer you get to the time and place they arise. The reverse is also true. What is patient safety alert system and how it works? Virginia Mason used VMPS to develop a Patient Safety Alert (PSA) system requiring all staff who encounters a situation likely to harm a patient to make an immediate report and cease any activity that could cause further harm. If the safety of a patient is indeed at risk, an investigation is immediately launched to correct the problem. Most reports are processed within 24 hours – a significant improvement from when reports took three to 18 months to resolve. Patient safety at VM has increased and professional liability claims have dropped. Explain the main results of implementing VMPS. Since adopting VMPS, Virginia Mason teams have achieved significant organizational and departmental improvements: †¢Reduced the time it takes to report lab test results to the patient by more than 85 percent. †¢Improved the percent of time nurses spend in direct patient care from 35 percent to 90 percent. †¢Reduced bedsores (a common problem in hospitals) from 8 percent to less than 2 percent, preventing 838 patients per year from acquiring bedsores. †¢Saved $1 million in supply expense in 2009. Reduced professional liability insurance 48. 9 percent from 2004 to 2009. †¢Reduced laboratory staff walking distance by 2. 8 miles and removed 357 hours of lead time from lab operations. †¢Pharmacy improved medication distribution from physician order to availability for administration from 2. 5 hours to 10 minutes and reduced incomplete inpatient medication orders from 20 to 40 percent to less than 0. 2 percent; bo th were achieved through process improvement and computer physician order entry (CPOE) implementation How to cite Virginia Mason Hospital, Papers

Reflexive Research on Dynamic Leadership- myassignmenthelp.com

Question: Discuss about theReflexive Research on Dynamic Leadership forFacilitative. Answer: In my entire life, I have always defined leadership as a dynamic process of incorporating my team members into a visionary organization with achievable goals. I consider this as a basis of leadership where a single individual begins by embracing their capabilities by believing that they can and later on convincing a group of people with the same motives to explore and achieve certain goals. This process of organizing and leading people has always been a matter of intelligence, trustworthiness, reliance, discipline and courage all put together. Since time immemorial, the styles of leadership have gradually been evolving and advancing right from autocratic ,democratic way of leadership until in the recent past that leadership began being dynamic in the sense that it brought positive change and growth in our modern societies through facilitative and strategic governance (Cheng, 2010). Over the course of my educational life, I have come to appreciate that leadership is not all about a heavy-handed action from the top. Its distinguishing characteristics vary according to different needs and wants. In my journey as a prospective leader, I first became acquainted with autocracy while I was a member of the music group. It was a painful and least enjoyable mode of leadership that saw some very promising talents get wasted away since some members were more privileged than others (Smith, 2016). Two years down the line, I left the group to join the students leadership counsel as a nominated member, three months later a by-election was conducted and I was elected the in the treasury post. This journey has never been a ride in the park at least not even once. The greatest challenges that I have encountered is mostly that of aligning peoples mindsets to coincide with the organizational goals. Understanding peoples weaknesses and strength comes with a unique challenge that of incorporating them wholly as individuals into your organizational structure (Arrow, 2012) In my search of leadership knowledge, I carefully studied Robert Greenes work for example the 48 powers of law and the 33 strategies of war. Throughout this research I was able to tailor the way I make critical judgments, my interactions with larger groups and even the way I manage my unlimited time to address the most pressing needs in my organization. To all the rising leaders, I would strongly recommend them to read the same books to gain enormous leadership skills (Winter, 2016) The wide range of cultural diversities and varying social standings of different groups in our society has adverse effects on the mode of leadership to be adopted. I have always applied the authoritative-type of leadership style in my organization where I dictate the procedures and policies required to undertake each activity. In a few cases, my leadership style tends to be paternalistic since most of other times my subordinates view the working relationship as just that. Although communism is widely practiced in the Western nations than in most Asian countries, this is majorly contributed by the conflicting cultural and social differences. Therefore, for one to emerge as great and influential leader you first closely study the group of people you are about to lead to distinguish their characteristics. My leadership journey has been fairly easy since throughout my entire time I have led people from a similar cultural background hence the growth rate of achieving our goals has been high. Bibliography Basham, M. J., Mathur, R. P. (2010). Dynamic leadership development in community college administration: Theories, applications, and implications.New Directions for Community Colleges,2010(149), 25-32. Greenfield, D. (2007). The enactment of dynamic leadership.Leadership in Health Services,20(3), 159-168. Manning, T., Robertson, B. (2011). The dynamic leader revisited: 360-degree assessments of leadership behaviors in different leadership situations.Industrial and commercial training,43(2), 88-97. Duffy, F. M. (2005). Power, Politics, and Ethics in School Districts: Dynamic Leadership for Systemic Change.Rowman Littlefield Education Allen, K. E., Cherry, C. (2000).Systemic leadership: Enriching the meaning of our work(Vol. 7). Unit PR of Amer Kumises, S. R. (2016).Leadership for a better world: Understanding the social change model of leadership development. John Wiley Sons Dugan, J. P. (2006). Involvement and leadership: A descriptive analysis of socially responsible leadership.Journal of College Skives, S. R. (2016).Leadership for a better world: Understanding the social change model of leadership development. John Wiley Sons. student Development,47(3), 335-343. Arrow, K. J. (2012).Social choice and individual values(Vol. 12). Yale university press. Duffy, F. M. (2005). Power, Politics, and Ethics in School Districts: Dynamic Leadership for Systemic Change.Rowman Littlefield EduGlanz, J. (2010). Justice and Caring: Power, Politics and Ethics in Strategic Leadership.International Studies in Educational Administration (Commonwealth Council for Educational Administration Management (CCEAM)),38(1).cation. Cheng, Y. C. (2010). A topology of three-wave models of strategic leadership in education.International Studies in Educational Administration (Commonwealth Council for Educational Administration Management (CCEAM)),38(1). Smith, J. (2016).Countering the narrative of borderland public schooling: Voices from the Columbia Plateau. Lewis and Clark College. Winter, C. L. (2016).Women Superintendents, the Feminist Ethic, and Organizational Leadership(Doctoral dissertation, Kent State University).