Decision Support for Best Practices Lessons Learned

Decision support for best practices: Lessons learned on bridging the gap between research and applied pratice. Today, everyone is looking at best practices for developing a system or making the right choice in acquiring system components. If the right best practices are applied, they help to avoid common problems and improve quality, cost, or both. However, finding and selecting an appropriate best practice is not always an easy endeavor. In most cases guidance, based on sound experience, is missing; often the best practice is too new, still under study, or the existing experiences do not fit the user's context.This article reports on a program that tries to bridge the gap between rigorous  empirical research  and practical needs for guiding practitioners in selecting appropriate best practices. ********** Many program managers would agree that using time-tested â€Å"Best Practices† can help to avoid common problems and increase the quality of a system, reduce development cost, or both. For instance, in a short survey at the 2004 Conference on the Acquisition of Software-Intensive Systems, 48 senior systems and software managers supported the use of Best Practices.However, the same survey indicated that it is hard to find such Best Practices. The survey identified the following reasons for this problem: * Best practices often do not exist (i. e. , they have not been publicly documented), * People do not know of a certain best practice, or * Best practices are not easily accessible (i. e. , there is no central place to look for best practices). The last point matches a more general study by the Delphi Group in which more than 65 percent of the interviewees agreed that finding the right nformation to do their job is difficult (Delphi, 2002). Further research conducted by the U. S. Department of Defense (DoD) concluded that barriers for the adoption of best practices included: * the lack of selection criteria among practices within cost-constrained pro grams, * the lack of confidence in the value of such practices by the program offices, and * the inability to relate practices to the risks and issues programs were facing. In summary, recognizing good practices and  disseminating  them to the workforce seems to be a key issue.To address these issues the DoD Acquisition Best Practices Clearinghouse (BPCh) program, sponsored by several offices of the DoD (DS,  ARA, National Information Infrastructure [NII], and Defense Procurement ; Acquisition Policy [DPAP]), was initiated in 2003 (Dangle, Dwinnell, Hickok ; Turner, 2005). The Fraunhofer Center for Experimental Software Engineering, Maryland (FC-MD) was chosen to develop the initial â€Å"proof of concept† for a system to document, evaluate, and  disseminate  Best Practices.In collaboration with other organizations within the DoD and industry (including  Northrop Grumman  IT, the Computer Sciences Corporation [CSC], and the Systems and Software Consortium [SSCI] ), a prototype system has been built and piloted. It is currently operated and hosted by the Defense Acquisition University (DAU). THE VISION FOR APPLYING BEST PRACTICES The DoD vision for the BPCh initiative is to provide more than just a list of Best Practices. It is to provide an integrated set of processes, tools, and resources which will enable information seekers to identify emerging or ell-proven practices that have been implemented and proven effective. Practices in the BPCh serve as an information resource to individuals  looking for  ideas on how to improve quality and become more effective in their job. Clearly, the vision of the BPCh is not to create another â€Å"data cemetery,† but to develop an information-sharing network around the BPCh repository which will foster relationships between individuals within DoD and also partnerships between DoD and industry leaders.The following types of questions illustrate usage examples: * â€Å"I just heard about accele rated life testing. Where can I find out if it's useful or just hype? † * â€Å"They've just shortened my testing schedule by 30 percent. Are there any practices that can help me better handle that kind of schedule compression? † * â€Å"I want to add inspections to my quality process. Is it worth the cost and if so, what's a good first step? Is there someone I can contact in case of any difficulties? * â€Å"I've taken over an acquisition program just before Critical Design Review (CDR). What practices should I look for in my contractors? † * â€Å"I'm in charge of defining a training course as part of the  continuing education  program for quality improvements. What are state-of-the-art or emerging practices that should be addressed? † The BPCh has been designed with the understanding that a single practice can never be a â€Å"silver bullet† for each and every project/program.This is because some practices may only be useful or beneficial in certain contexts while failing to produce the desired results in others. For example, practices that are absolutely necessary for large, mission critical projects may be too heavyweight for  rapid prototyping  or Web application development. Practices that work well when the development team is located in the same room may not always scale well when the team is distributed across the country. Clearly, there exists no one â€Å"best† answer. Practices that are best for one user might not be best for the next.Therefore, the BPCh tool responds to user queries with a list of practices rated by how well they fit the project characteristics of the user making the query. The presented selection is compiled using the experience other users have had implementing the practice in a similar context. High-quality evidence about a practice is collected and reported with any necessary caveats, so that information seekers have a sound basis for making up their own minds given their need s. APPLYING TECHNOLOGY TO DELIVER BEST PRACTICESTo develop the BPCh tool, we applied FC-MD's EMPEROR approach (Experience Management Portal using Empirical Results as Organizational Resources). This approach makes use of all kinds of available  evidential  data from research and industry, analyzes and packages it, and disseminates it through a Web-based Experience Base. The EMPEROR is based on the experience factory approach, developed by Basili, Caldiera, and Rombach (1994), which has been successfully employed to facilitate  organizational learning  at  NASA  (Basili, et al. 1995), DaimlerChrysler (Schneider & Schwinn, 2001), and elsewhere in  North America, Europe, and Australia (Koennecker, Jeffery, & Low, 2000; Mendonca,  Seaman, Basili, & Kim, 2001). An experience factory provides a way to analyze results based on practical experience, and package what is learned into an Experience Base for new users of the organization to find and apply. Since the users of the BPCh come from a wide variety of organizations and programs, any Experience Base will have difficulties in addressing all user needs.To mitigate this problem, EMPEROR is required to: (a) provide transparency to users, so that they can understand the analysis process and the sources of experience and make up their own minds; (b) rate the â€Å"trustability† of each of the used sources, so that users can judge the degree of confidence they have in the information provided; and (c) provide a completeness and maturity indicator of the practice information taken as a whole, that is, to perform a self-rating based on how much and what quality evidence can be offered. DATA STRUCTURE OF A BPCH PRACTICEThese sections describe how these requirements are implemented in the case of the BPCh. In the BPCh, each practice has one associated Practice Record, containing information about the practice and what is available in the Clearinghouse, and zero to many Evidence Profiles, each of which contains a summary of a single organization's experience using the practice. A Practice Record consists of: 1. A Practice Detail block, which contains information such as the practice name, a short description, and the completeness and maturity indicator for the experience package. . A Practice Summary block, which synthesizes all available evidence data and describes possible application contexts for the practice based on a set of characterizing attributes. This part of the practice record thereby allows different users (i. e. , organizations) to make use of the practice. An Evidence Profile contains an example or report of some type of program that has used this practice, how they applied it, and what results were obtained.Each Evidence Profile contains the same set of context and result fields as the Practice Summary block, except that the information recorded in each field will describe only what has been observed in the given context of the particular piece of evidence. In add ition, the data structure of an Evidence Profile contains a field for documenting its classification of the trustability. TRUSTABILITY OF A SINGLE SOURCE OF EVIDENCE A 20-point scale rates the trustability of each Evidence Profile.A rating of l indicates an  anecdotal  or informal experience; a rating of 20 indicates that the results of applying the practice are rigorously measured and substantiated. Points are based on the following four dimensions: * how the practice was applied, ranging from a single pilot study to use on multiple real projects; * how the results were measured, ranging from an educated guess to a rigorous measurement program; * how the evidence was reported, ranging from an informal  anecdote  to a peerreviewed publication; and who reported the evidence, ranging from a second-hand report to someone directly involved on the team. More information on the rating scale can be found on the BPCh page of the Acquisition Community Connection of DAU (https://acc. dau. mil/bpch). MATURITY OF A PRACTICE RECORD A 4-point scale is used to rate each Practice Record to quickly inform the user of how much, and what type of, information is known about the practice. As required by EMPEROR, this scale focuses on the quality of the overall accumulated information that is available for a practice (i. e. the  synthesized  and packaged information in the Practice Record). Based on the available information we describe the practice maturity as: * No status assigned/Initial entry: A new Practice Record is initially entered into the BPCh when it is nominated by our experts and/or user communities. Typically at this time, only some of the fields in the Practice Detail block are filled in and no Evidence Profiles are available. * Bronze status/Awareness raised: As soon as any evidence becomes available (i. e. , an Evidence Profile has been linked to the Practice Record), the status is set to Bronze Level.For users, the Bronze Level status indicates that th e practice has been nominated by our experts and user communities, and received a preliminary check for applicability. * Silver status/Evaluation performed: When a sufficient set of Evidence Profiles is available, the BPCh experts will fill in the Practice Summary block and the status is set to Silver Level. For users, the Silver Level status indicates that the practice has been selected as promising enough to commission experts in the area to summarize key information.Users can see at a glance what they should know. * Gold status/Continuously maintained: When the summary has been further evaluated (i. e. , vetted) by experts from industry, academia, and government, the status is set to Gold Level. For users, the Gold Level status indicates that the practice has been through a rigorous analysis by a committee of experts in the practice itself as well as by user representatives. Information on Gold Level practices contains the best and widest-ranging experiences we can find. CONTENT STATUS OF THE BPCHWe have been piloting BPCh processes and tools by seeding initial content. At this point the BPCh contains 51 practices at all levels of maturity. Practices that have progressed to Gold Level are those, like inspection/technical review, which have a long history of published industrial experience. Many practices of interest in the area of systems and software acquisition have few documented sources of evidence or experience. Therefore, we are testing different processes for eliciting information from the workforce.Based on the recommendations of our User Advisory Group, the following types of practices are currently our top-priority areas for additional content: *  Earned Value Management, * Risk Management, * Information Assurance, and * Spiral Development Process. We hope that visitors to the BPCh tool will try out the offered features for providing short stories about their own experience with practices in these (or any other) areas. We encourage you to provid e feedback as to whether you agree or  disagree with  the existing experiences that have been entered, or thoughts on our BPCh tool in general.LESSONS LEARNED Based on our experience with the BPCh program and other knowledgemanagement projects, we can formulate some observations which make useful rules of thumb for good practices to build such systems. The BPCh program has been organized along three parallel (but interconnected) tracks, which reflects our first lesson learned. LESSON 1: PROCEED IN MULTIPLE DIRECTIONS SIMULTANEOUSLY Progress in building a knowledge repository needs to proceed in multiple dimensions simultaneously: content collection, tool development, and outreach.Although there is often a temptation to view these as tasks that can be done sequentially (e. g. , first the tool will be built, then  populated, and then it will be advertised to users), we have found this to be an overly  simplistic  view that diminishes the chance of project success. Constructi ng the tool prior to collecting actual content and getting users' feedback almost ensures that important user needs will be discovered late and will require much more effort to implement. Populating the content without getting user feedback leads to a high likelihood that the content will not really address user needs.More importantly, content needs to come from the user community, if the repository is to have a long-term life. We have found that for the research team to generate substantial amounts of content is a time-consuming way of recreating what many users already have at their  finger tips. Finally, engaging in outreach and building excitement in the community of potential users runs the risk of all prototyping efforts: When told how anything is possible in the final system, users often come up with many wish list features that are not really linked to their everyday needs.Moreover, users often get  frustrated  with the slow pace of progress when the system actually ha s to be implemented, and lose interest before the system is fielded. To avoid these problems, we have adopted an  incremental  approach, with content and tool development going on simultaneously and outreach activities to the user community (such as booths at major conferences, or specific User Advisory Group meetings) planned at major milestones.Although this sometimes stretches resources a bit thin, we feel this approach has enabled us to engage periodically with the user community, show them progress since the last  iteration, and get feedback on ever more mature versions of the system, with an initial body of content. LESSON 2: MAINTAIN A CONTINUOUS STREAM OF FUNDING Because of the interconnected nature of all the tasks listed above, having a stable funding stream is crucial.Requiring the team to take a  hiatus  from the project after a release is delivered leads to lost opportunities for user involvement (users find it hard to match their schedule to the development t eam's), leads to new content ideas that miss getting followed up on, may result in the loss of expertise if experienced personnel resources are in transition to other projects during the hiatus, increases the personnel learning curve encountered at restarts, and may result in flagging interest in the user community since momentum generated during outreach is lost.LESSON 3: RECOGNIZE THE RELATIVE MERITS OF CONTENT Our most important lesson learned is a direct implication of the BPCh vision: There is no such thing as a â€Å"Best Practice. † Or, to say it more diplomatically: No practice will be â€Å"best† for every project. Practices that are absolutely necessary for large, mission-critical projects may be too heavyweight for rapid prototyping or Web application development. The implications of this lesson are many.Perhaps the most important is related to the tone of the recommendations that users find: Rather than arguing as an expert that readers should be following a given practice, or else they are doing something wrong, practices should be recommended to readers on the basis that projects of certain type(s) have found it useful. That is, rather than presenting a  foregone conclusion  to users, the system should aim at respecting users' intelligence enough to enable them to draw their own conclusion, providing sufficient evidence as necessary for those decisions to be sound ones.LESSON 4: UNDERSTAND THE LIFE CYCLE OF BEST PRACTICES Practices (and practice information) are not static and have a real life cycle. Major  paradigm shifts  in the software development world can have an impact on which practices are recommended. The practices that seemed to be good fits for most projects, when a  waterfall  life cycle was the most common approach to software development, are not all equally applicable at the current time, when  iterative, spiral, and even agile approaches are probably more representative of the state-of-the-art practice .Our recommendations regarding a structured life cycle for practice information are: 1. A knowledge repository needs to be continually evolving by accepting information on topics of interest and making it available to users as soon as possible. While some quality checking is necessary to make sure that incorrect, misleading, or incomplete information is disseminated outward, it is better to get information to users as it comes in, than to wait and try to create something perfect.Users should be able to see a timestamp on all information so that they can see if the experiences related are fresh and up to date or come from years ago. 2. However, the desire to get information out quickly should not interfere with the need for validation activities that provide higher confidence in the information. These additional levels of maturity should be noted, to give users more confidence in the information they find, but should not be used as aprecondition  for displaying content. 3.Content n eeds to be retired when appropriate. Practices may have a natural lifespan, since the acquisition and development worlds continue to evolve and change on their own. Practices that were good 10 years ago may not be appropriate given today's constraints or technologies. To avoid users finding obsolete information in the repository, reports need to be generated periodically of which practices have received no updates or new experiences in the longest time. LESSON 5: APPLY AGILE STRATEGIES AND PROTOTYPINGTo create the front end of the BPCh tool, which helps users find candidate practices, explore possibilities, and get more information on practices of real interest, we have found that prototyping and agile strategies are extremely valuable for developing knowledge-management systems. Precisely because of the need for parallel activities in different tracks, and the number of  stakeholders  involved (tool developers, content gathering team, end user representatives, sponsor represent atives), an agile approach is extremely valuable.The implementation of the prototype BPCh tool was carried on in two-week increments, at the end of which a releasable version was always available. At the end of each two-week period, a demonstration and planning meeting was held with as many of the stakeholders as could be present. This approach was necessary to help us coordinate and  prioritize  the evolving expectations of the users as well as the necessary changes that were suggested by the content development team, based on what they were finding. As part of this meeting we learned the following lesson: LESSON 6: USE APPROPRIATE LANGUAGESpeak to the users in their language. Do not expect them to learn yours. We realized early on that having the greatest possible content in the BPCh repository would not be of much help if the users cannot find it. To address this we needed to provide multiple paths to the information, so that users could select the path that made the most sen se to them. Some specific lessons learned here included: 1. Organize around common tasks. The best way to reach users is to organize the contents of the repository  according to  everyday activities that the user performs.This helps users see the repository less as an additional activity that they need to make time for, and more as a value-added to the activities that already consume their time. In the case of BPCh, we added several such perspectives (i. e. , indexes to the content) based around activities of importance to different segments of the user community (e. g. , addressing  CMMI  practice areas, constructing a systems engineering strategy, and referencing back to common guidebooks). 2. Push as well as pull information.Rather than always expecting users to take time to come to browse the BPCh tool, information can be â€Å"pushed† outward to the user on a periodic basis. For example, the user could select some practices of special interest, and when new exper iences come in related to these practices a notification is sent via e-mail. 3. Match users to practices based on context similarity. Since no practice will be â€Å"best† for every project, it is important to match users to practices using context characteristics. This provides the users with a pick list of practices that may be useful in their particular situation, in ddition, it may alert the user to practices that they might not have known about previously. For example, if the user selects a few context variables that describe his/her context, then practices can be prioritized and displayed according to whether they have associated evidence provided by users with similar context information. This is a way of indicating that, even if the practice does not answer a specific search query, users like the current one have found this practice useful and it may be something the user should know. LESSON 7: DEMONSTRATE PRACTICAL EXAMPLES TO INTENDED USERTo engage in effective outr each activities, aimed at building up an interested and active community of users of the BPCh, we find the following lesson of relevance: You can not show initial users an empty  depository. In line with the idea that building a tool like the BPCh needs to proceed on three tracks in parallel (front-end, content, and outreach) is the lesson that populating the content cannot come after the repository is built. Showing users a fancy front-end without an initial set of real content may get their interest for a short time period, but is not an effective way of building an active user community.Users need to see a small but representative set of content which they can respond to and start generating ideas for the next content or tool release. LESSON 8: UPDATE CONTENT AND FUNCTIONALITY CONTINUOUSLY To keep interest engaged, when users do check back to the site they need to see that updates have been made since last time. Content needs to be continuously updated and  refreshed  to st ay abreast of trends. If users ever become convinced that the repository does not get updated on a regular basis, this often spells the end of their involvement.Rather, they need to be motivated to come back often enough to find new things and hopefully, as they progress, be motivated to submit responses and ideas of their own showing emerging trends and keeping the content relevant. Thus, user involvement tends to build more user involvement. As users become interested enough to post comments or send  new ideas  to the repository, other users will continue to be interested to show up to see which comments have been added since the last time and possibly find something of interest to their current situation–and more likely to find something applicable.One way we have experimented with–to reinforce this concept–is to list on the front page of the BPCh tool the most recently added practices and highlight ones that have been promoted to various maturity levels (Bronze, Silver, or Gold). Thus, one of the  first things  users see is an indicator of how much progress has occurred since their last visit. CONCLUSIONS This article has presented some of the lessons learned with the BPCh program, which aims to document practices and quickly disseminate them to the users. The BPCh, which is based on the EMPEROR approach, makes use of a two-dimensional rating scale.These scales provide users with a quick overview of the trustability and maturity of the stored practice records. The scales allow users to understand and to draw their own conclusions based on a set of evidence from different contexts, from research studies as well as industrial experiences, and using measures at different levels of  rigor. Practitioners can rely on this information without reading in detail through the different evidence sources, unless they are interested in the very detailed level of information.In addition, ways to collect user feedback and trigger discussions are offered to allow a vivid and growing user community. While initial feedback regarding the BPCh tool has been positive (Turner & Shull, 2005), we are continuing to improve the BPCh program and its associated tool through ongoing research, advisory groups, and user community feedback. We are interested in addressing such questions as: â€Å"How much extra effort to  certify  evidence sets and summaries as correct is worthwhile to users? † or â€Å"Are there subsets or types of evidence that users will find especially worthwhile? We invite you to take a look at our BPCh tool, available at http://bpch. dau. mil. We appreciate all feedback, whether it be submitted through the tool or directly to the authors' e-mail. ACKNOWLEDGMENTS This research was supported with funding from the U. S. Department of Defense (DoD), the  Office of the Secretary of Defense  (OSD), and the Defense Acquisition University (DAU). We wish to thank the members of the BPCh team, from DAU, FC- MD, CSC, and SSCI, for the many productive discussions that have improved this work. REFERENCES Basili, V.R, Caldiera, G. , & Rombach, H. D. (1994). Experience factory. In J. J. Marciniak (Ed. ),  Encyclopedia  of Software Engineering (Vol. 1, pp. 469-476). New York:  John Wiley  & Sons, Inc. Basili, V. , Zelkowitz, M. , McGarry, E, Page, J. , Waligora, S. , & Pajerski, R. (1995). SEL's software process improvement program. IEEE Software, 12(6), 83-87. Dangle, K. , Dwinnell, L. , Hickok, J. , ; Turner, R. (2005, May). Introducing the Department of Defense acquisition best practices clearinghouse. CrossTalk, 18(5), 4-5. Defense Acquisition University.Retrieved from http://bpch. dau. mil Delphi White Paper. (2002). Taxonomy  ; Content Classification–Market Milestone Report. Boston, MA: Delphi Group. Koennecker, A. , Jeffery, R. , & Low, G. (2000, April). Implementing an experience factory based on existing organizational knowledge. In Proceedings of the 2000  Austra lian Software Engineering Conference  (pp. 28-29), Canberra, ACT, Australia. Mendonca, M. , Seaman, C. , Basili, V. R. , & Kim, Y. M. (2001, June). A prototype experience management system for a software consulting organization.In Proceedings of the 13th  International Conference on Software Engineering  and Knowledge Engineering (SEKE). Ottawa, Canada. Schneider, K. , ; Schwinn, T. (2001, June). Maturing experience base concepts at DaimlerChrysler. Software Process-Improvement and Practice, 6(2), 85-96. Turner, R. , ; Shull, F. (2005, November). An empirical approach to best practice identification and selection: The U. S. Department of Defense acquisition best practices clearinghouse. In Proceedings of the 4th International Symposium on Empirical Software Engineering (ISESE  2005)(pp. 33-140), Noosa Heads, Australia. Mr. Raimund L. Feldmann is the technical lead for Knowledge and Experience Management at the Fraunhofer Center for Experimental Software Engineering, MD (FC-M D). Before he joined FC-MD in 2004, Raimund participated in several technology transfer projects in Germany and was also involved in the development of the Virtual Software Engineering Competence Center (VSEK) portal, funded by the Department of Education and Research (bmb+f) of the German Federal Government, to offer up-to-date Software Engineering knowledge to subject matter experts. E-mail address: [email  protected] umd. edu) Mrs. Michele A. Shaw is a Scientist at the Fraunhofer Center for Experimental Software Engineering. Michele supports clients implementing process improvement, measurement, and experience factory concepts. She has over 25 years of experience in Information Technology including software and service development, project management, quality assurance, client care and  subcontractor  management Ms Shaw holds a BS in Business from  University of Baltimore  and a masters in applied  behavioral science  from  Johns HopkinsUniversity. (E-mail address : [email  protected] edu) Dr. Forrest Shull is a senior scientist at the Fraunhofer Center for Experimental Software Engineering, MD (FC-MD). He is project manager and member of technical staff for projects with clients that have included Fujitsu, Motorola, NASA, and the U. S. Department of Defense. He has also been lead researcher on grants from the National Science Foundation, Department of Energy, Air Force Research Labs, and NASA's Office of Safety and Mission Assurance. (E-mail address: [email  protected] umd. edu)

Foundations of Behavior Essay

The field of psychology is expanding and credit is due to the numerous research studies being conducted. These research studies utilize different methods and each method has its own advantages and disadvantages. In this paper, five popular research methods will be compared based on their characteristics, objectives, strengths and weaknesses, research techniques, validity, and reliability. These research methods are case study, naturalistic observation, survey research, correlational research, and the experimental method. The case study is a focused study on a person or a specific group or a particular situation. Its research design involves five components, which are the study questions, the propositions, the units of analysis, the logic linking the data to the propositions, and the criteria for interpreting the findings (Tellis, 1997). Case studies have varying purposes. Some case studies are conducted to either confirm or challenge an existing theory, while others are carried out to describe either a special or an extreme case. A case study obtains information from documents (letters and newspapers), archival records (service records, survey data), interviews, direct observation (done when field visits are needed), participant-observation, and physical artifacts (instruments and tools). One of the most established techniques in case studies is called pattern-matching, in which the data is linked to propositions. The reliability of case studies is relatively high, especially when protocols are established. However, validity, especially construct validity, sometimes becomes questionable because the researcher might be subjective in his decisions and interpretations. This can be minimized by utilizing multiple sources, by setting up a chain of evidence, and by asking major informants to review a draft of the case study. The common criticism against case studies is that its results cannot be used to arrive at generalizations. But the greatest strength of case studies is that it can present an in-depth and holistic knowledge about a particular situation, group, or person. The naturalistic observation is unique from all other types of observation in that the researcher does not hinder, interrupt or influence the environment being studied. One of the vital things to consider in conducting naturalistic observation is to record as much detail as possible, which includes smell, sound, taste, time, place, number of participants, and feelings. This is why journals and a variety of writing materials are utilized. But the use of any recording device, such as video cameras, is not allowed because it violates the privacy of the observed individual. The reliability of this research method relies on the accuracy of observation. One technique of increasing reliability is to have several observers (Hesse, 2003). The greatest advantage of naturalistic observation is that it is considerably less expensive than other methods. But, the subjects being studied may act differently because of their awareness of the presence of the observer. This will significantly reduce the validity of the results (Piercy, 2007). The survey research is characterized by its major means of collecting information. The researcher usually goes out and asks questions. The questions can be oral or in written form. And the respondents can be chosen in many ways. Some respondents are chosen at random while others must possess certain characteristics. For example, if a survey research is about elementary teachers, then a high school teacher will not be asked to answer the questionnaire. The techniques involved in survey research lie in the analysis of the collected data. The reliability and validity of survey research are affected by several factors, such as the quality of the sets of questions or the questionnaire, the amount of data collected, and the accuracy in using measures of central tendencies and variability. Ideally, the questionnaire must be standardized. Greater reliability and validity is achieved if the sample represents a greater part of the total population. One advantage of the survey method is that it is relatively cheap and easy. Unfortunately, it is also subject to human error and biases (Government of Saskatchewan, 2002). The correlational research is essentially the discovery of a relationship between two variables. Unlike the previously described methods, correlational research is quantitative in nature. The different techniques used in a correlational research are regression and prediction, multiple regression, factor analysis, and systems analysis (Davis, 2004). The greatest advantage of using this method is that its results can be used to formulate predictions and generalizations. This is due to the nature of the research techniques. But the greatest danger of this method is to over-generalize. It must be remembered that an established relationship between two variables does not mean a cause-effect relationship between them. If a researcher wanted to establish a cause-effect relationship, then the research method to use is the experimental method. Similar to the correlational research, it is concerned with variables, which can be either independent or dependent variables. The independent variables are usually manipulated so that there will be two groups being studied, the experimental group and the control group. These two groups have the same characteristics except for that one variable which is being tested. The difference between these two groups can be found in the dependent variable. The reliability of this method is increased by conducting the same experiment for several times. Its validity lies in the accuracy of the procedures and the careful handling and analysis of results. The greatest advantage of the experimental method is that it can present an explanation to a certain phenomenon. But it takes great skill and experience on the part of the researcher in order to conduct a good research experiment. One problem of experimental method is the issue of ethics in conducting experiments using human subjects. Any of these research methods can be utilized to examine an issue or phenomenon in psychology. The basis of choice usually depends on the goal of the research. The task of the researcher is to maximize the advantages and minimize the disadvantages of the chosen method. Bibliography Davis, J. (2004). Correlational research methods. Retrieved October 12, 2007 at http://clem. mscd. edu/~davisj/prm2/correl1. html Government of Saskatchewan. (2002). Psychology 20: Social Psychology: A Curriculum Guide for the Secondary Level. Retrieved October 12, 2007 at http://www. sasked. gov. sk. ca/docs/social/psych20/support_materials/faqnaturalistic_observation. htm Hesse, B. E. (2003). Issues in naturalistic observation. Retrieved October 12, 2007 at http://psyc. csustan. edu/bhesse/psy2020/Lectures/Fall03/p2020U2L5. pdf Piercy, J. (2007). Research methods. Retrieved October 12, 2007 at http://courses. cvcc. vccs. edu/Psychology_Piercy/research_methods1. htm Tellis, W. (1997). Introduction to case study. The Qualitative Report. 3(2). Retrieved October 12, 2007 at http://www. nova. edu/ssss/QR/QR3-2/tellis1. html

Supreme Court Decision Essay Example | Topics and Well Written Essays - 500 words

Supreme Court Decision - Essay Example The evidence culled through these text messages intercepted by the police, when considered, does establish beyond any doubt that the accused was indeed engaging in unreasonable activities, which jeopardized the lives of the innocent citizens. Thereby the initiation of the interception of the text messages of the accused by the police, considering the fact that the police was under an immense pressure to act in time, to avoid any further loss of life of the innocent citizens, was no way unreasonable. This act of the police when seen in the larger context seems totally reasonable. It does need to be mentioned that the â€Å"trespass doctrine† facilitated by Olmstead v. United States (1928) if applied to the situation under consideration, validate the interception of Doe’s text messages by the police without invoking any violation of the Fourth Amendment Rights, as the police while doing so no way violated the essential dignity of the accused as a human and as a citizen. Besides, the two pronged test propounded in Katz v. United States (1967), when applied to the issue under consideration does nullify the appeal made by the accused. While exchanging the text messages associated with his illegal activities, the accused was no way exhibiting an expectation of privacy as he was well aware that he was exchanging these text messages with the intention to facilitate his unlawful activities, and thereby, through the exercise of commonsense, was well aware that such messages and communications would attract the well deserved attention of the law and order machinery. Doe was well aware that he was relying for the exchange of these text messages on the services sold by the local cell phone carrier, and in the light of United States v. Miller (1975), Doe’s rights were not infringed upon if the company as a third party, entrusted his text messages to the police, guided by the belief that it was its legal and constitutional duty to help the police. Beside s,

The Theme of Death in the Works of Edgar Allan Poe Essay

The Theme of Death in the Works of Edgar Allan Poe - Essay Example Poe was then sent to both the Chelsea and the Stoke Newington boarding schools in the suburbs f London. Although he was a brilliant student, excelling especially in mathematics, he did not enjoy his days spent there. In July f 1820 Mr. Allan's business collapsed, and they were forced to return to Richmond in order to avoid the creditors that Allan was indebted to. Edgar Allan Poe was obviously not typical in his style f writing nor in his style f life. His father left the family when he was young and his mother was dead by the time Poe was three from tuberculosis. "So precocious a child must have carried with him, deeply imprinted, the waning figure and the coughing paroxysms f his mother." (Darkening 9). For the remainder f his tragic life, things never seemed to improve much. He lost his wife (also his cousin), Virginia, two years before his own death. After his trouble with alcoholism and general bad health, Poe died when he was about 40 years old. The exact events surrounding his death are still uncertain and somewhat mysterious. (Parker 1-5) Most f Poe's literary works were inspired by life. "Alone" is Poe's way f vocalizing the unique and dismal life that he led. He, from an apparently young age, finds himself with such different feelings about life than most people. In this poem, Poe describes his own condition f loneliness. In the first three stanzas alone, Poe discusses that since his early childhood he didn't see the world as others saw it. Even as a child his emotions were very hard to express. Anything he expressed he kept inside. In the sixth stanza, Poe writes "My sorrow; I could not awaken", meaning that because he had his emotions bottled up, he couldn't even express his sorrow. Because he couldn't express his emotions, anything he loved he couldn't love with another person, he could only love alone. There was no way he could express himself emotionally. Poe continues to reiterate that since his childhood he had this mystery surrounding him, following him wherever he went. When he did anything or went anywher e, there was this mystery or shadow that continued to bind him. This mystery could be the problem f not expressing his emotions he inherited as a child or the element f self-companionship. "His was a deviant mind, and his soul, ever lost in mystery, was possessed f demons; even elements f nature assumed their form."(Darkening 9). Ultimately Poe emphasizes this mystery as an evil or "a demon" that was haunting him. The demon was present everywhere; even the elements f nature assumed its form. Poe describes the demon as the sun rolling around him, as the thunder from the storm. Everywhere he turns and looks this evil is lurking around him, making Poe unique from others. Poe describes his uniqueness as a result f the demon that he is consumed by. The reason why he is alone, and why he can only love alone is because f this demon which he inherited as a child. (VanSpanckeren 1-5) Numerous events in Poe's life can explain why Poe may have written this poem. This poem was written in 1830, around the year where his stepmother had died and when his stepfather had remarried. The death f his "beloved step-mother reinforced the morbid consistency f Edgar's mind."(Darkening 4-5). Her death probably caused more psychological problems to Poe. He lost his biological mother and his stepmother, both f whom helped provide emotional support for

Biography Essay Example | Topics and Well Written Essays - 750 words

Biography - Essay Example It was just training and waiting for any war that would erupt. However, I wished there wouldnt be any more wars until I was proven wrong. World War II began, and we were sent to combat. It was scare scary since I have never been in a battlefront. Furthermore, I was in charge of a battalion that was destined to win, so I was subject to minimal mistakes. As a military leader, I had to come up with various strategies for the survival of the whole team. My father, who is your great grandfather, had taught me skills on how to keep strong and never give up since the battalion depended on me for survival. Questions: Which war/wars did you serve in? What was the battles location and what was the battalions mission? Did you in any chance become a war captive? Since you were a leader, were you rewarded for the leadership skills and completion of the mission? Answers: I served in the Second World War as an American soldier. We had to overcome our enemies who at the time were axis powers. We had to support the allies and make sure they won the war. The battle took place in Europe and Asia where most of the enemies were found. However, my team was allocated the European region where we had to support our friendly combatants in the war against the axis powers. During the war, I did not become a captive since I had an extra duty of keeping my battalion safe as a sergeant major. Many soldiers were held captive as a strategy to make us surrender, but I guess I was lucky I did not fall in that category. According to rewards and promotions, I was rewarded after coming back to my home country back in1946. The Sergeant Major of the American army at the time issued me a medal to congratulate my work in the field as both a leader and a fighter. I had completed my mission despite losing 15 army officers in the field. At the time, other agents were al so offered medals and promotions for their continued support and struggle in the field. Questions:

NO NEED Essay Example | Topics and Well Written Essays - 250 words

NO NEED - Essay Example The learner should dig deep into learning new vocabularies and finding the relevant instances where they should be applied. Knowing the right meaning of the word and applying it appropriately will demonstrate ‘language maturity’ and high competence of the learner. Learning meanings of several vocabularies will broaden the learners reading comprehension skills as they can understand the message carried in the vocabulary with ease. Consequently, Practice through speaking the language more makes the learner improve on their reading and writing. Just like writing, speaking is an active process that enables the learner to gain experience with the language and assist them remember more about what they spoke while writing. Learning the second language does not come with much ease as one’s native language and mastering it needs one to put a lot of efforts. To improve on it, constant research should be done in which the learner extracts different vocabularies and find ways to use them. Sentence structure and rules governing the formation and use of sentences should be regularly considered. If these are done, reading and writing in second language will be

Media & Cultural Analysis Gender, Representation and Advertising Essay

Media & Cultural Analysis Gender, Representation and Advertising Images - Essay Example It has been noted that males are generally attracted to advertisements that are related with fast cars or fancy cigars or costly liquors, whereas females are attracted to advertisements that deal with decorating houses and make up kits among others. Therefore, the ad-makers before designing an advertisement campaign thoroughly judge the targeted gender and develop the advertisement accordingly. Thus, the objective of the paper would be to discuss the aspect that gender is performative while designing advertisements. Furthermore, the techniques used by the media firms and their way of organising the socio-cultural elements will be demonstrated. Moreover, the strengths and the weaknesses of semiotics used to convey message through visual meanings will also be critically analysed. Semiotics is the signs that are used to convey messages to the viewers. Advertisements play an imperative role in promotional activities. Therefore, the two examples of print media that will be discussed below will show how it appeals to the different genders. Theoretical Understanding of Media Forms and Genres According to Kress (1998), genre is a kind of text that is derived from a structure of a social occasion and characteristics and their purposes. It can further be said that genre may be considered as a realistic device which is used to help any gathering to produce efficiently and over and over again and to relate them to the customers’ expectations (Chandler, 2000). This aspect can be interpreted from an example of advertising image below: Source: (Mike’s Computer Marketing, 2004). From the image above, it can be interpreted that as the genre used in the advertisement of Jupiter Auto Spa, which depicts the unique offerings and discounts, may attract the male more than the female. Free car wash and other discounts will make the male feel that they are getting added value for the price they are paying. Moreover, the free service of pickup and delivery of the car will play on the mind of the male that will be a convenient factor (Mike’s Computer Marketing, 2004). The male genders usually are busy in working due to which the care towards their vehicle is being neglected. Thus, the added facility may encourage the male as their time is not spent uselessly whereas the desired task is done effectively. This print advertisement is expected to attract less to the women as they are more concerned about products that take care of their physical beauty and fitness. The discounts and the offerings will somewhat be attractive to women who have craze towards cars. As stated by Judith Butler (1995), desires are often intentional which are towards a given object or other, but at the same time it is also reflexive where it is a modality in which the subject is both improved and discovered. Thus, desire is the relationship between the image and the viewer, between object of desire and desiring matter, between product and customer. Therefore, in the above mentioned print advertisement the desire of the female genders towards the product is comparatively low than the male ones (Butler, 2011). Though the product is a part of luxury category, the added value and convenience offered to the customers will help the male genders to get attracted towards the service of Jupiter Auto Spa. According to Dines and Humez (2003), â€Å"

Disadvantages of herbal remedies Speech or Presentation

Disadvantages of herbal remedies - Speech or Presentation Example The government does not support any institutions as such that help prepare these herbal remedies so there is no quality control and the user may end up buying a low quality treatment. Also, herbal remedies do not work in serious illnesses and injuries. Herbs cannot replace surgeries, laboratory tests, and operations. Sometimes, herbal treatment negatively interacts with the formal medicines like anti-depressants and thus may hinder with their effect. Since, herbal remedies do not come with an instruction manual or package insert, so this becomes very likely that the user will overdose the remedy. Also, some herbs get poisonous when they are harvested in wild, or some part of the plant gets venomous, so when these are extracted into a remedy, the user will also catch that poison. In short, the use of herbal remedies depends mainly on the user himself because he should know what kind of herb he is using, what he is using it for, and for how long he has to use it.

Budgetary control Essay Example for Free

Budgetary control Essay Nowadays management’s philosophy revolves around the idea of planning. According to McKinsey (1922), chief executives have come to the realization that today’s task can only be properly fulfilled thanks to the meticulous planning of yesterday. The budgetary control framework has been openly accepted and widespread as a tool for management and overall organisation control. Nonetheless, recent evolutions in the managerial sciences have come to jeopardise the reliability of budgeting as an effective method for the control of performance and organisation. The concern of whether budgeting is in fact an apt tool has created mixed views and debate amongst scholars. This essay will aim to evaluate whether budgetary control is concerned primarily with the control of performance, or if it has of late taken on greater importance especially as a more integrative control mechanism for the organisation. In order to do so it will firstly define the meaning of two fundamental concepts such as budget and budgetary control. Secondly it will evaluate the use of budgetary control as a tool for today’s organization. Thirdly it will follow debates and criticisms on its the effectiveness and use and Lastly it will conclude by assessing to what extent budgetary control has become a more integrative control mechanism for organisations. The work of key specialists in management such as Bhimani, Otley, Van der Stede and McWatters, will be drawn on in order to cover the key issues of the discussion. Before commencing on a discussion of budgetary control, it is immanent to clarify and define the two key terms that will be used in this essay: ‘budget’ and ‘budgetary control’. On the one hand, as defined by Bhimani et al. (2008) â€Å"a budget is a quantitative expression of a proposed plan of action by management for future time period and it is an aid to coordination and implementation of the plan†. On the same line McWatters et al. (2008) highlights the importance of budgets as a planning control system for a company, which ‘translate’ organisational objectives into financial terms. Drury (2009) exemplifies the many different purposes that budgets serve, such as: coordinating activities, conveying various arrangements to different responsibility centres, arranging and controlling operations, motivating employees to attain organisational objectives and assessing the execution of managers. According to Johnson (1996), it was in the 1960s that associations started to highly regard the utilization of budgets as tools for performance measurement and the control of managerial objectives. On the other hand, budgetary control is described by Periasamy (2010) as â€Å"a system of controlling costs which includes the preparation of budgets, coordinating the department and establishing responsibilities, comparing actual performance with the budgeted and acting upon results to achieve maximum profitability†. A similar, yet more formal, definition of budgetary control is given by the Chartered Institute of Management Accountants of England and Wales (CIMA): â€Å"the establishment of budgets relating to the responsibilities of executives to the requirement of a policy and the continuous comparison of actual with the budgeted results, either to secure by individual actions the objectives of policy or to provide a basis for its revision†. There are two main purposes of budgets which scholars have identified: planning and controlling. The first purpose, which McWatters et al. (2008) discusses, is that budgets have a fundamental role in undertaking planning decisions. In fact, the integration of budgets into a strategic planning of long term and short-term objectives is crucial to the harmony of the project itself. This claim can be explained by Bhimani et al. (2008) who proposes that, budgets provide a more realistic view on the possible outcomes of investments, which consequently leads managers to adjust their strategic goals accordingly. To put it another way, when a company wants to match its potentials suitably with the prospects of the marketplace, it undertakes a strategic analysis to then set several long-run and short-run goals. On this basis a budget is formulated. However, as stated before, once the budget that has been formulated projects a more realistic view on the strategic objectives, these strategic objectives are then readjusted once again. The second purpose that Emmanuel et al. (1990) discusses is to do with budgets as a form of control and a tool for monitoring a company’s performance. McWatters et al. (2008) describe this function by outlining the idea that budgets are frequently used to assign responsibilities by allocating resources to different managers. A budget may be given with more or less flexibility, for example by assigning a large sum of money for ‘advertising’ to be used at the managers discretion, or by highlighting the different ways that this money should be used. The optional flexibility of budgets allows for a company to give the adequate level of responsibility to its employees and thus the organisation is able to maintain a level of control. McWatters et al. (2008) further elaborates on the function of budgeting for control by suggesting that â€Å"the numbers in a budget are also used as goals to motivate organisational members†. This motivational aspect of budgeting can be explained by Bhimani et al (2008) who states that â€Å"the manner in which a budget is administered can adversely impact on the managers’ behaviour†. A manager must believe that the budget is achievable in order to actively attempt to pursue it, Bhimani et al (2008) adds that through the constraints and goals set by budgeting targets, managers are often motivated to â€Å"effect changes in a forceful way†. The way that a budget is formulated, and the demands and pressures that it targets are key in encouraging the right degree of motivation, â€Å"an enterprise can set a difficult to attain budget in an attempt to motivate good performance. This is because, in practice, budgets that are set up to a certain degree of tightness often become stronger motivators† (Bhimani et al. , 2008). A final point to consider with the role of budgetary control is the function that it plays in enhancing communication within a company. Internal coordination between the steps of production , as well as communication among departments are key aspects for a company’s performance. Dury (2009) states that â€Å"the budget serves as a vehicle through which the actions of the different parts of an organisation can be brought together and reconciled into one common plan†. Hence, hierarchical and inter-departmental communication within the organisation is extremely facilitated thanks to the use of budgets. For instance, considering a multinational corporation that, due to its size, has difficulties in communicating between the production department and the sales department, budgets could in this circumstance be the most operational manner of communicating, as they set common goals between different departments. As it is clear form the paragraphs above, the controlling side of budgets play a stronger role than the planning aspect. An example that instead criticise this view can be found in the strategic planning of investments. Maximising performance of a company can be synonymous for maximising the shareholders value. Akintoye (2008) argues that equality in investment decisions are fairly dependent on the solidity of the budgetary control system, which in turn is key to maximise the company’s shareholders value. Therefore, it is arguable that a weak budgetary control system may be the cause of unprofitable investments and consequently may trigger the loss of shareholders value (Akintoye, 2008). There are many examples that reflect this issue, such as one reported by the European Journal of Economics Finance and Administrative Science where the Coca-Cola Company, with the purpose of differentiating production, failed miserably in their investment on food and wine in that the investment rate of return resulted to be beneath their cost of capital. The tremendous loss of money caused by this investment and other failures of this type grab the attention of scholars, raising questions on the salience of the budgetary control system, as well as whether budgets are mainly used to control or plan organisations. Other criticisms towards budgetary control as a main form of performance control, argue instead that the use of budgetary control in performance management has of late taken on greater importance especially as a more integrative control mechanism for the organisation. This stands on the basis of different points of view of the role that motivation and communication play within a company. Bhimani et al. (2008) argues that current speculation concerning budgetary control systems prescribes two inverse perspectives. From one perspective, there is the view that upholds incremental change to budgetary process in terms of interfacing such forms more closely to operational prerequisites, arranging frameworks, expanding the recurrence of plan amendment and the arrangement of rolling budgets. A second perspective supports the abandoning of the budgetary control system as a method of organisational control, and supplanting it with elective systems to empower firms on their adaptability and adjustability. The second perspective arose because of the consequences caused by the conflictual role of budgets between planning and controlling. To summarize; in planning and settling choices, budgets convey specialised information between different departments and hierarchy of the organisation, whereas for control, budgets serve as benchmarks for performance measurement (Otley, 1978). According to McWatters et al. (2008) if too many boundaries are placed into performance targets, then specialised executives will settle down and stop disclosing accurate predictions of prospected occurrences, and instead rely more on budgeted figures, which ease the achievement of the targets. A clear example of this conflict is given by the marketing sector. Salespeople according to McWatters et al. (2008) are usually very specialised and can very well forecast future sales. Their predictions are very important to settle the amount of goods to be produced. Inasmuch budgetary control of sales takes place at the end of the year, and it is used as a tool to evaluate performance. Salespeople are reasonably incentivised to under-forecast future sales in order to assure a positive evaluation of their performance. Nevertheless this behaviour induces the company to have higher production costs, creating counterproductive results. However, this behavioural theory is contrasted by Van der Stede (2000) in his study on the relationship between two consequences of budgetary control: slack creation and managerial short-term orientation. In his experiment he attempts to find the relationship between rigid budgetary control and slack creation, where he defines slack as the action by business unit managers that leads them to â€Å"†¦ exploit their position of superior knowledge about business possibilities vis-a-vis corporate management to get performance targets that are deliberately lower than their best guess forecast about the future† (lukka, 1988). Van der Stede’s (2008) statistical correlation showed in fact that rigid budget control reduced slack. To strengthen his view, Bhimani et al. (2008) states that â€Å"budgeted performance measures can overcome two keys limitations of using past performance as basis for judging actual result†, meaning that, not only budgetary control is a good â€Å"judge† of performance, but it also develops better aspects in comparison to other evaluation techniques. In conclusion, this essay has highlighted the role of budgetary control and it’s functions in terms of planning the organisational control of a company, as well as its role in performance management. Motivation and communication are both key aspects in the management of performance, and both of these functions are met through the system of budgetary control, either by setting achievable incentives, or by providing the necessary requirements to improve communications within a company. Having underlined the role of budgetary control as an enhancer of performance management, it is clear to see how it has become a key mechanism for the integrative control of an organisation. Nonetheless, this essay has outlined some of the key disputes of the reliability and effectiveness of budgetary control as an adequate method of performance management. An example of this is highlighted by the fact that when managers are given strict budgeting figures, they sometimes deem the goals to be too easily achieved, and hence give a lesser input of motivation. Despite the many critics of budgetary control as a tool for the organisation of a company, scholars such as Van der Stede (2000) and Bhimani et al. (2008) have confidently stated that when a budget is set correctly, it can significantly improve an organisations performance, including the integrative function within a company; and is in fact a more effective tool than other existing methods of control.

Forest Gump Essay Example for Free

Forest Gump Essay Gump, motion picture chronicling the adventures of Forrest Gump, a kind, but slow-witted man who has a knack for being in the right place at the right time. Released in 1994, the film won Academy Awards for Best Picture, Best Screenplay, Best Director, Best Film Editing, and Best Visual Effects. Tom Hanks earned an Academy Award for portraying Gump as a sweet, simple, straightforward man with incredible luck. Gump happens upon many pivotal moments of American history during the 1950s, 1960s, and 1970s—for example, he teaches Elvis Presley how to dance and he witnesses the Watergate burglary. Gump also makes a million dollars, runs across the United States, and falls in love with the girl next door. Director Robert Zemeckis Sergeant Forrest Gump Sr. (born June 6, 1944 also known as Forrest Gump in Greenbow, Alabama) is a fictional character who first appears in the 1986 eponymous novel by Winston Groom. Forrest Gump also appeared on screen in the 1994 film of the same name directed by Robert Zemeckis. Gump was portrayed as a child by Michael Conner Humphreys and portrayed as an adult by Tom Hanks, who won an Academy Award for the role. The portrayal of Forrest in the novel is notably different from the portrayal in the film. He later reappears in the 1995 novel Gump and Co. In 2008, Forrest Gump was named the 20th greatest movie character of all time by Empire Magazine. Introduction The world will never be the same once youve seen it through the eyes of Forrest Gump: a film chronicling the life of a mentally challenged man present during three of the most distinctive and dynamic decades in American history. While on the surface lies a heartwarming and inspirational story, the underlying narrative tends to explore progression of American society while depoliticizing history. Throughout the film Forrest is directly involved in major events of the 60s, 70s, and 80s, yet he never shows any initiative of his own. What is the filmmaker trying to insinuate? Contents ? 1. Life 1. Early Years 2. College 3. In The Army 4. Washington, D. C. 5. Ping-Pong 6. Shrimping Boat Captain 7. Home in Alabama 8. Running 9. Back To Present ? 2. Different from the Novel ? 3. Sociological Analysis ? 4. Awards ? 5. Trivia ? 6. Quotes ? 7. Question and Answer Event ? 8. Conclusion ? 9. References [pic]Life 1. 1 Early Years Gump was born near the fictional small town of Greenbow, Alabama, on June 6, 1944 (the same day that the Allied forces began Operation Overlord). His father was absent during his life, his mother saying he was on vacation. His mother named him after Nathan Bedford Forrest, a noted Confederate general in the American Civil War and the first Grand Wizard of the Ku Klux Klan who is supposedly related to Gump. She intended his name to be a reminder that sometimes we all do things that, well, just dont make no sense. Forrest was born with strong legs, but a crooked spine. He was forced to wear leg braces which made walking difficult and running near impossible. He also had a relatively low I. Q. of 75 which nearly prevented him from being accepted into public school (his mother managed to get the principal to reconsider by allowing him to sleep with her). Despite his physical and mental challenges, Forrests mother told him not to let anyone tell him he was different, telling him stupid is as stupid does. Forrest and his mother lived in a large house just outside the town of Greenbow. They made money by renting out rooms to travellers. One of their guests was a young Elvis Presley. Forrest liked dancing to his music and his leg braces gave him a peculiar dancing style that would supposedly inspire the young Elvis famous hip dancing after he became famous. On the bus ride to school, Forrest met Jenny Curran and was instantly taken with her. I had never seen anything so beautiful in my life, he would later say of her, She was like an angel. The two became close friends, often playing around a large nearby tree. Jenny was one of the few people besides his mother to accept Forrest as he was, helping him learn to read and standing up to bullies who harassed him. However, Jennys home life was not nearly as happy as Forrests: her mother had died when she was five and her father was an abusive alcoholic who molested his children (until Jenny was taken away to live with her grandmother), and Forrests friendship offered her an escape. One day, a group of bullies were throwing fallen fruit at Forrest and chasing him on their bikes. Jenny told Forrest to just run away. As Forrest struggled to run, his leg braces broke apart. Once he was free of them, Forrest was able to run incredibly fast. Forrest would never wear leg braces again and was able to run everywhere he wanted to after that. 1. 2 College Forrest and Jenny remained close friends all the way through high school, though he remained a target for bullies. One day, while running from some bullies, he interrupted the local high schools football practice by running across the field faster than all the players. This feat caught the attention of Alabama Crimson Tide head football coach Paul Bear Bryant, who was at the practice scouting football players. After his incredible running ability impressed the coach, Forrest received a football scholarship to the University of Alabama, where his speed helped them win several games. He was later named to the All-American team and got to meet President John F. Kennedy at the White House. When asked by the President how he felt, Forrest (having drunk about fifteen Dr Peppers) gave an honest answer of I gotta pee. Forrest was also present at the University when it was desegregated and observed Governor George Wallace denouncing the desegregation. While several citizens jeered the black students entering the campus, Forrest, not entirely understanding the situation, simply walked up to a black woman and handed her a book she dropped, saying simply Maam? You dropped your book maam? before following her and the others into school. 1. 3 In the Army At his college graduation in 1967, Forrest was approached by an army recruiter who asked if hed given any thought to his future. Soon after, Forrest would join the United States Army. On the bus Forrest met Benjamin Buford Blue, a young black man from Bayou La Batre, Alabama, who went by the nickname Bubba. Bubba told Forrest about his family history of cooking shrimp and how he had planned to buy his own shrimping boat after getting out of the army. Forrest did well in the army as he followed orders well without distraction; for example, he set a new company record for assembling his M14 rifle with his drill sergeant, who regularly singled him out as an example for the recruits, replying he would be a general. Meanwhile, Jenny had been kicked out of school for posing in Playboy and had gotten work singing in the nude at a strip club in Memphis, Tennessee. Forrest went up to visit her one night and beat up some patrons who were harassing her. Forrest tells Jenny that he loves her, but Jenny replies that he [doesnt] know what love is. Jenny is angry but later becomes concerned when he tells her he was being deployed to Vietnam. Jenny tells him not to try being brave if he was ever in trouble and to just run away instead. While in Vietnam, and assigned to company A, 2/47th Infantry, 3rd Brigade, 9th Infantry Division Forrest and Bubba meet their platoon leader Lieutenant Dan Taylor, whom Forrest would refer to as Lieutenant Dan. While on patrol, Bubba proposed that he and Forrest go into the shrimping business together after their time in the army was finished. Forrest agreed. After several uneventful months, their platoon was ambushed by the Viet Cong and several soldiers were wounded and killed. In the confusion, Forrest initially was ordered to retreat, and was separated from the rest of his platoon, but after becoming concerned for Bubba, he ran back to look for him. Instead, Forrest found Lieutenant Dan and several other wounded soldiers and carried them to safety before looking for Bubba. Forrest finally found Bubba badly wounded and managed to carry him away from the combat area before it was hit with napalm from an air strike. His last words were I wanna go home. Sadly, Bubba died of his wounds soon after. Forrest himself was shot in the buttocks during the firefight and recovered in an army hospital. Lieutenant Dan was in the bed next to his, having lost his legs because of his injuries. Lieutenant Dan was angry at Forrest for cheating him out of his destiny to die in battle with honor (as several of his ancestors had) and rendering him crippled. . 4 Washington, D. C. Forrest later receives the Medal of Honor for his bravery in Vietnam. When being awarded, President Lyndon B. Johnson asked where he was hit and when Forrest told him he whispers in his ear hed like to see it, so Forrest, despite knowing there were people watching, drops his pants right there to show him. Shortly thereafter, Forrest went out sightseeing in Washington, D. C. and accidentally found him self among a group of veterans attending an anti-war rally led by Abbie Hoffman. While at the rally, he was reunited with Jenny, who had since become a hippie. Forrest was less enamored with her new boyfriend Wesley, the president of the SDS at Berkeley, and beat up Wesley after he saw him hit Jenny during an argument at a Black Panther Party gathering. Forrest and Jenny stayed up all night while Jenny told Forrest of her travels. Before they went their separate ways again in the morning, Forrest gave Jenny the Medal of Honor he earned in Vietnam. 1. 5 Ping-Pong While in the hospital, Forrest had taken up ping-pong. Rather than returning to Vietnam, Forrest was assigned to the Special Services, entertaining wounded veterans with his ping-pong skills. He would later travel to the Peoples Republic of China during the Ping Pong Diplomacy period. When he returned in 1971, he was a national hero, famouser than even Captain Kangaroo and was invited by Dick Cavett on The Dick Cavett Show. John Lennon was also a guest on the show at the time and hearing Forrest talk about the Chinese having no possessions and no religion too, inspired him to write the song Imagine. Soon after, Forrest was briefly reunited with Lieutenant Dan, now a bitter alcoholic, confined to a wheelchair, having lost his faith in God. Lieutenant Dan was also dismayed that Forrest, whom he declared as an imbecile who embarrassed himself on television, was given the Medal of Honor. When Forrest told him of his and Bubbas plan to go into the shrimping business, Lieutenant Dan only laughed and joked that if Forrest was ever a shrimping b oat captain, he would be Forrests first mate. Upon visiting President Richard Nixon he was invited by the President to stay at the Watergate Hotel complex. He was awakened by flashlights in the offices opposite his room. Believing the tenants to be having difficulty with a fusebox, Forrest calls Frank Wills at the security office to notify the maintenance crew, inadvertently initiating the Watergate scandal, which leads to President Nixons resignation. Shortly after this, Forrest was honorably discharged from the army with the rank of Sergeant and returned home to Alabama. 1. 6 Shrimping Boat Captain Upon his return Forrest finds the house filled with memorabilia capitalizing on his fame as a ping-pong player in China. At his mothers insistence, Forrest made $25,000 endorsing a brand of ping-pong paddles and used most of the money to travel to Bubbas home town of Bayou La Batre and purchase a boat. When someone pointed out it was bad luck to have a boat without a name, Forrest names his boat after Jenny (whom, unbeknownst to him, had descended into a life of drugs and sexual promiscuity at this point and even contemplated suicide over her choices). Sometime later, Forrest was visited by Lieutenant Dan, who as a man of his word, had come to be Forrests first mate, just as he said he would do on New Years Eve. For several weeks, the two had no luck catching shrimp. Things changed, however, when the area was hit by Hurricane Carmen. Forrests boat was the only one left standing and they found themselves with a monopoly of shrimp. Under the name Bubba Gump Shrimp Company, they soon became very wealthy. Lieutenant Dan, having faced his demons during the storm, thanked Forrest for saving his life in Vietnam, and Forrest assumes that Dan (without actually saying so) made peace with God. 1. 7 Home in Alabama Forrest returned home to Greenbow when he learned his mother was dying of cancer. After her death, Forrest stays and leaves his shrimping industry in the hands of Lieutenant Dan and retired to mowing and cutting grass and lawns, as he apparently enjoys doing it. Meanwhile, Lieutenant Dan participated in a substantial investment into what Forrest says to be some kind of fruit company. In reality, the company was the fledgling Apple Computer, and it is implied that their investment largely kick-started Apples rise and success. With the money he got from the Apple Computer investment, Forrest spent them on renovating the church he frequents, establishing a medical center at Bubbas hometown and gave Bubbas family his share of the investment money that is enough for them to never work again. Jenny returns to Greenbow and moves in with Forrest. The two spend time together and Forrest later describes it as the happiest time of my life. One night, Forrest asks Jenny to marry him, but she turns him down, saying You dont want to marry me. Forrest replies with, Im not a smart man, but I know what love is. After this exchange, Jenny comes to Forrests bedroom, tells him she loves him, and the two make love. Jenny hails a cab very early the next morning and leaves, unbeknownst to him before he wakes up. 1. 8 Running Forrests newfound loneliness leads him to take a run for no particular reason. At first, he decides to run to the end of the road, then across town, then across the county, then all the way to the Missis sippi border. Eventually, he criss-crosses the country several times over a span of three years. Forrest attracts media coverage, and eventually, dozens of followers. During the run, he inspires the phrase Shit Happens to a bumper-sticker salesman after stepping in a pile of dog droppings. He also uses a yellow t-shirt provided to him by a designer to wipe off his face after being splattered by mud. In the process, he forms the iconic Smiley face logo and tells the man to Have a nice day. One day, while running in the Western United States, Forrest decides hes tired and stops. He immediately turns around and walks back to Alabama. His followers are dumbfounded at his sudden decision. Meanwhile, Jenny has taken a job as a waitress in Savannah, Georgia and sees news coverage of Forrests run on television. 1. 9 Back to the Present Back to the present (the present in the film being around 1981, as seen from a car and on a bus, and televised footage of Ronald Reagans assassination attempt), Forrest tells his latest companion on the bench, an elderly woman, hed recently received a letter from Jenny asking him to come see her. When he tells her the address and directions hed been given, she tells him its only a few blocks away, and he hurries over on foot. Forrest and Jenny are happy to see each other. Before they can do much catching up however, Forrest is introduced to Jennys young son, a bright young boy whom she named Forrest after his father. Forrest at first thinks she met another man named Forrest, until she explains Youre his daddy, Forrest. Forrests fearful inquiry as to Little Forrests intelligence leads Jenny to quickly assert that he is completely normal. Forrest learns that Jenny is sick from a virus (implied to be HIV). He invites her and Little Forrest to come home and stay with him. She asks him to marry her and he accepts. Forrest and Jennys wedding is a quiet, intimate ceremony attended only by a handful of family and friends. Among the attendees is Lieutenant Dan, who has titanium prosthetic legs, with his Vietnamese fiancee Susan. It is the only time Jenny and Dan meet. Forrest, Jenny, and Little Forrest have a few happy months together as a family before Jenny dies on Saturday March 22, 1982 (which was actually a Monday). Forrest has her buried under the tree where they played as children, and then buys her childhood home (where her ather had mistreated her) and has it bulldozed. Though he misses Jenny terribly, Forrest becomes a good father to Little Forrest. Visiting Jennys grave one day, he reflects on the idea of fate and destiny, wondering if Lt. Dan was right about people having their own destiny, or if his Mother was right about description of life as floating around accidentally like on a breeze. He eventually decides maybe its both, maybe both are happening at the same time. Forrest is last seen outside his home, seeing Little Forrest off on his bus ride to school, telling his son he loves him. . Differences from the novel The portrayal of Forrest in the original novel is notably different to how he was portrayed in the film. Largely, in the novel Forrest is shown to be somewhat cynical and abrasive, while in the film he is a more placid and naive person. He is also described as being an autistic savant and has extraordinary talent in numerical calculation. Changes from the novel to the film include: the deaths of Forrests mother; and Jenny, neither of whom died in the original book. The novel also provides additional back-story on his father. It is revealed that his father was a dockworker, who worked for United Fruit Company. He was killed when a crate of bananas being loaded off a boat fell on top of him, crushing him to death. Forrest goes on a number of different adventures including being an astronaut, playing the harmonica in a band called the Cracked Eggs, becoming a professional wrestler (The Dunce) and running for the United States Senate (with the campaign slogan I Got to Pee). 3. Sociological analysis An understanding of Forrests background in an important and characterizing element in the film. Disadvantaged by a terrible spine condition and a low IQ, Forrest struggles through childhood in small-minded Greenbow, Alabama. Due to his mental disabilities, Forrest becomes the victim of academic discrimination, which his mother fights desperately to resolve. He might be a bit on the slow side, but my boy Forrest is going to get the same opportunities as everyone else, she stated to the principal of Greenbow County Central School. Hes not going to some special school to learn to how to re-tread tires. (Gump 1995) Forrests mother was determined. Taking advantage of this, the principal coerced Forrests mother into trading a sexual favor for enrollment in school. In addition to these unsettling events, Forrest finds himself tormented and isolated by neighborhood children and townspeople who seem incapable of treating him with anything but reproach and disdain. Forrest was also an active part of many important events, including protests lead by George Wallace against desegregation, the Vietnam War, the Ping Pong Diplomacy period, anti-war activism lead by Abbie Hoffman, Black Panther Party meetings, and the Watergate scandal. It would be reasonable to say that being part of such important events and would make him vulnerable to the social forces of the times, yet his lack of critical thought as a result of low intelligence seemed to indicate the complete opposite he remained wholly oblivious and ignorant of their significance. During George Wallaces Stand in the Schoolhouse Door protest, Forrest stands curiously in the background, more interested in his surroundings rather than the actual protest. During the Vietnam War, Forrest never questions the morality or the agenda of the U. S. government, and receives the Congressional Medal of Honor for his efforts. His entire experience during the Vietnam War can be summed up into one conversation between him and the Drill Sergeant: Gump! Whats your sole purpose in this Army? To do whatever you tell me, Drill Sergeant! (Gump 1995) Still, the most dismaying portion of impassive responses glorified in this film can be contributed to Forrests careless involvement in the anti-Vietnam War rally lead by Abbie Hoffman. He was entirely clueless as to the purpose of the anti-war movements. His view of Abbie Hoffmans role? There was this man, giving a little talk And every time he said the F word, people, for some reason, well, theyd cheer. Though the focus of the film is directed towards Forrest Gump, the effects of social forces are most often expressed and implied through Jenny Curran. Forrests generally unobservant nature contrasts harshly with Jennys forthright and independent character. Without Jenny, we would have a collectively unrealistic and uncertain portrayal of many occurrences that contributed to the structure of todays society. Unlike Forrest, Jenny was consciously and intentionally involved in the counterculture movements of the 60s, as she is seen trailing the countryside with fellow hippies, participating in anti-war movements, and secretly involving herself in Black Panther Party meetings. Before Jenny sets off on what turns out to be downward spiral towards debasement, she speaks to Forrest of her motives. I want to reach people on a personal level. I want to be able to say things, just one-to-one. (Gump 1995) However, Jennys plans for a better society are brought to a staggering halt when Jenny develops a fatal disease stemming from precarious drug use. 4. Awards Academy Award for Best Picture (1994) Academy Award for Best Actor (1994): Tom Hanks Academy Award for Best Director (1994): Robert Zemeckis Academy Award for Best Screenplay—Based on Material Previously Published (1994): Eric Roth Academy Award for Best Film Editing (1994): Arthur Schmidt Academy Award for Best Visual Effects (1994): Ken Ralston, George Murphy, Stephen Rosenbaum, Allen Hall Golden Globe Award for Best Motion Picture—Drama (1995) Golden Globe Award for Best Motion Picture Actor—Drama (1995): Tom Hanks Golden Globe Award for Best Motion Picture Director (1995): Robert Zemeckis 5. Trivia In this movie, every still photograph of Forrest Gump shows him with his eyes closed. 6. Quotes Forrest Gump (explaining his run across the United States):â€Å"I just felt like running. † Forrest Gump: â€Å"My mama always said, life was like a box of chocolates. You never know what you’re gonna get. † 7. Question and answer event (The delightfully sarcastic humor of film critics David Edelstein helps narrate this question ad answer about this movie. ) Here is another big one that didn’t (surprisingly) make your list: Forrest Gump. This one did make it close to the top ten, didn’t it? A: Well, I certainly agree with you about Titanic, and after my less than positive review in Slate, I had 500 pieces of hate e-mail (mostly from teenage girls and much of it unprintable here) to prove it. But while I found Titanic mostly square and dumb (not badly acted, though—DiCaprio and Winslet are marvelous romantic leads), it’s almost never pernicious. The movies I wrote about are ones I found not just overrated, but objectionably, infuriatingly overrated. Which brings us to Forrest Gump. Yes, it came close to making my top ten most hateful. I have little patience for the conceit of the radiant simpleton, and even less when the radiant simpleton is positioned as morally superior in every way to, say, anti-Vietnam War activists. But Gump was just well made (and weird) enough to keep me in my seat. Let’s put it at number eleven. 8. Conclusion Although Tom Hanks (Star in Forrest Gump) affirms that the film was non-political and thus non-judgmental, the previous examples show implications otherwise. Though the film does take a stand against disability discrimination by shedding some light on the difficulties that accompany being handicap during a callous time in American history, its motives were generally ambiguous and unclear. Based on the filmmakers unattractive outlook on counterculturalism, his lack of discretion when touching on issues like desegregation and independence, as well as his insensitive approach to the deaths of activists, we can arrive at the following conclusion: the harrowing experiences exposed in this film can be easily discarded as something warranted only by devoted individuals who attempt to foster humanity. 9. References

The Country Development: Nepal

The Country Development: Nepal Shangri-La, the Kingdom of the Himalayas, Gateway to Everest. Few places on Earth are as idealized in the West as Nepal. Upon arriving in the ancient capital of Kathmandu, Nepal is very likely to take your breath away. But this would be the smog fumes mixing with the chemical smell of city-urchins snorting glue, and not the view of the mountains. Particularly since the Himalayas have not been visible from the Kathmandu Valley for decades. Wiping away the rose hued glaze of applied mystique , the Nepal that remains is one that grapples daily (beginning at five am, an hour after the street dogs cease baying and an hour before the autorickshaws begin coughing) with a headlong rush into the modern world whilst trying to actually develop along the way. Nepal is running away from its past with great determination and no destination. From 1996 to 2006 this running was often done at gunpoint. In February of 1996, Maoist rebels launched an armed struggle to replace Nepals constitutional monarchy with a communist republic. Given Nepals endemic Royal corruption, caste and ethnic discrimination, deep rural poverty , and a near total concentration of power and wealth in the Valley, the Maoists call to rewrite the nation resonated across the plains, the hills and the mountaintops, affecting all segments of the Nepali population. By the time that decade had run its course, 300 years of Nepalese monarchy was abolished and a Communist dominated parliamentary system was established. The Maoists introduced, often under duress, a multitude of measures aimed at addressing centuries-old, deeply-rooted forms of discrimination. The long standing feudal-caste system was dismantled and in parallel, a representative form of governance was introduced. Th e Maoist period also brought great social change as an embracing of ones ethnic identity was encouraged. For the first time in millennia, gender roles were questioned as the insurgency actively promoted female involvement on the frontlines. A closer look at the Maoists social oratory of hope and glory reveals, as is often the case, that all is not well for social development in Nepal. After the cessation of major violence in late 2006, poverty mitigation programs became a center talking point in all the newly-established political parties agendas. However, in harmony with most agenda goals in the Nepalese parliament, the key authorities stopped short of the necessary strong monetary commitment to both implement and monitor these programs. The social investment policy neglects the development of human capital by passing up the chance to create opportunities for future social development. Considering the poor to non-existent results from both targeted regional programs and broad national endeavors, thus far all available data supports the assertion that government social policy has thus far failed to increase economic opportunities for Nepals poor. Another integral and highly divisive socioeconomic issue that remains unso lved is the expansion of employment programs, including the incorporation of former insurgent combatants into the military. Lastly, Kathmandu has been tepid at the best of times in including conflict-ravaged populations into social and economic life. The question remains however, as to the state of the economy they are being reintroduced to. Even the most rudimentary grasp of numbers allows an observer to comprehend the principle issue of the Nepali economy. Agriculture. It has been the mainstay of the economy for millennia, and is now fatally out of step with the demands of the 21st century. Agriculture provides livelihood to approximately 80% of the population and accounts for almost half of the countrys Gross Domestic Product (GDP). Geography has not been kind to the idea of farming , and only 16 percent of the total land is arable. While agriculture employs more than two thirds of the people and takes up almost half of the GDP, Nepal has the lowest per capita arable land in the world. Food production in almost entirely confined in the south, in the narrow belt of what was once jungle and is now flatlands that borders India known as the Terai. Cultivation in more mountainous regions (which is to say the other 84% of Nepal) is mostly for subsistence. The fifth five-year plan, beginning in 1975 was the first in which agriculture beyond preventing starvation was given top priority. In order to increase agricultural production and diversify the farm base, the government began to focus on improving irrigation facilities, providing credit to and encouraging farmer to use imported, high yielding varieties of seeds, fertilizers, insecticides and pesticides, etc. However the complete lack of a transportation system designed to move quantities of food (or anything else for that matter) stymied the government efforts. Nepal also suffered near-catastrophic environmental collapse in the 1980s due to the absence of the requisite training in the aforementioned chemicals. The net result of these actions was that crop production grew at a dismal rate of 2.4%, failing to keep pace with the population growth rate, which began at 2.6% per annum. The degradation and divergence would not be correct in the years before civil war broke out and only began being redressed in late 2008. In addition to agriculture, Nepal has a very limited industrial base that constitutes 20 per cent of the GDP. Most of those industries are agro-based industries like rice and tea. The majority of Nepals fledgling industrial base is dependent on imported raw materials, primarily from India. These manufactured goods are almost entirely small scale, local cottage industries. In Nepal, the term capital goods is quite literal, as whatever intermediate or capital goods are produced are locked up (quite literally) on the eastern plains of the Terai or in Kathmandu. However, Kathmandu is only the capital as long Nepal remains both a nation and a state, and given the political climate that threatens to wash away both of those concepts, a closer look at the Nepali government is warranted. Politically, post-Maoist Nepal is defined by the fact that it is dependably unreliable. Indeed, Transparency International ranks Nepal 153th out of 180 in the organizations most recent Corruption Perception Index. This is reflected in the difficulties Nepal has had in writing a constitution. After establishing an interim constitution in 2007, the Constituent Assembly (CA) was slated to draft a permanent constitution within in a year. In late May of 2012, the CA was dissolved having extended the constitution writing deadline four times without a constitution being written. The country is now cast into even deeper political and legal uncertainty. By May of 2012, after squandering half a decade, the four major parties had come together in compromise on almost all issues. The issue that sent fissures through the CA and ultimately broke the government was whether or not the country should be divided into federal states along ethnic lines, as opposed to the 14 administrative zones, done fo r purely bureaucratic reasons that presently exist. Baburam Bhattarai , the current prime minister, has called for a new CA to be elected on November 22nd 2012. Effectively, this election stands to be a vote on the polarizing and highly volatile issue of ethnic federalism. Much of this uncertainty stems from the fact that in the span of 20 years, Nepal has gone from centuries of absolute monarchy, to a parliamentary monarchy, to anarchic civil war followed then by a tottering federal republic. Gazing across the myriad of social, economic and political concerns that shroud Nepal in cynicism, it is easy, far too easy, to not know what needs to be rectified first. The paramount concerns for Nepal are the development and sustaining of transportation infrastructure and power systems. From these two, all else flows. The significance of the ability to move and the power needed to provide that mobility is impossible to overstate. According to the World Bank, the ratio of Nepals road area to population and total area is one of the lowest in the world. While large trucks clog all three of Nepals paved highways, they invariably have one of three destinations: Kathmandu, India or to a lesser extent, China. For the vast majority of the country, the most commonly used method of transportation is by porters with pack animals. It is almost blindingly simple, but it cannot be stressed enough, tourists, locals, potatoes, rice, bottled water, generators, medicines, troops , ideas, chickens, bricks, pipes, computers, aid workers, anything that can be used for development must first get to its location. As mentioned previously, Nepal has only three highways, constituting almost 90% of the countrys paved roads. The highway system (a word used in the most generous of terms) should be domestic infrastructure but is in fact anything but. The southern highway was built with Indian rupees for Indian gain, the northern highway b uilt with Chinese renminbi for China to be able to drive tanks through Nepal should it need to invade India (its commonly nicknamed the two tank road among Nepalis) and the middle highway was constructed between Kathmandu and the tourist city of Pokhara, making it the only highway with both its terminus in-country It is important to note that all three of these highways, are by curse of topography, narrow two lane constructions. What this means in practical terms is that Maoist strikes, known as bandh are a powerful flexing of political power, affecting millions and causing massive disruptions to development. A key component of a bandh is closing the highway (used in the singular in Nepal), a task lacking in logistic difficulties and ways of circumventing it. The lack of transportation systems breeds political uncertainty, and discourages economic invests both foreign and domestic. Intertwined with problems of movement is the issue of how to power that movement. Nepal is a nation left in the dark. Power generation, primarily electrical is the bedrock of development that must be established in tandem with transportation if Nepal is to have any chance of a brighter tomorrow. It is important to note that 63 percent of Nepalese households lack access to electricity and depend on expensive oil-based generators or simple forgo power altogether. Unlike Nepals lack of arable land, the country is not deficient in economically exploitable hydroelectric power. The mighty Himalayan mountains flow into thousands of equally mighty rivers. However, the hydroelectric potential of Nepal is rivaled only by its lack of hydroelectric power. According to USAID, the currently exploitable power stands at 83,000 megawatts (MW), but only 650MW have been developed. Nepal has but one all-season hydroelectric plant, with the ability to store energy generated during the summer monsoon for use during the rest of the year. This is of monumental importance as the other hyd roelectric stations are at the mercy of water levels. With winter being the sun-lacking dry season, it is at precisely the time when demand for lighting and heating is highest that power cuts are at their most crippling. Across the country, winter time power cuts are routinely 10-14 hours a day but can be for as long as 16 hours, with 18 hours being relatively uncommon. Lastly, this electrical rationing is called load shedding and is intimately connected with the countrys political corruption. Allegations of mismanagement concerning the electricity crisis, enforced by 16 hours without power a day, have been launched at all levels of the Nepal Electricity Authority. Because a considerable amount of electricity has been sold to India and China, because partnership deals with foreign investors have been signed and then ignored for over a decade, because the country burns in the summer and freezes in the winter, the NEA has been accused of widespread corruption and misappropriation of f inances. In summary, it is perhaps an adage from antiquity that encapsulates Nepali development best. Festina lente. Make haste, slowly. The confluence of urgency tempered by diligence and deliberation catalyzed by the needs of the people is what will ultimately allow Nepalis from all walks of life to feel as the tourists do, amazed at how truly wonderful the roof of the world is.