Change Model Essay Example for Free

Change Model Essay The aim of this essay is to critically analyse the background of the Qantas and its decision to launch Jetstar on May 2004 that operated around 800 flights a week across network of 14 destinations within Melbourne, Sydney and Brisbane. Secondly, this essay will evaluate how Data Collection Feedback Cycle change model is used to gather major information and to critically analyse it. Thirdly, this essay will critically evaluate the background of Qantas and Virgin Blue and will also highlight various reasons that eventually led the Qantas group for the launch of the Jetstar. Fourthly, this essay will also critically analyse the revenue and profit performance of Qantas prior the introduction of Jetstar i.e. 2002. Fifthly, it will continue to critically evaluate the trend in Qantas and Virgin Blue in 2003. Then the sixth paragraph will also critically evaluate the trend in Qantas after the launch of Jetstar. Lastly, the essay will also look into the annual reports of the year 2005-2009 and critically analyse the significant value added by the Jetstar to the Qantas group; and will critically analyse whether the executive decision of Qantas to launch Jetstar in order to retain the 60% domestic aviation market from its competitors has been a strategic success or not. This paragraph will critically analyse the change management information gathered to launch Jetstar low cost airline in May 2004 by using the Data Collection Feedback Cycle change model. Nadler (1977) as cited in Cumming and Worley (2009:122) highlights that the Data Collection Feedback model consists of five phases that are (1) planning to collect data, (2) collecting data, (3) analysing data, (4) feeding back data and (5) following up on the data collected. In planning to Gather information to justify change Nadler (1977) argues that primary methods such as, direct interviews with CEO and key change agents, observing and identifying the need for change and the use of un obstructive measure as sampling technique, force field analysis and scatter diagrams, could be used to gather major information. In contrast Danaher have used various published data to trace the evolution of the Jetstar strategy of its initial position, to its efforts to attain price competitiveness and service parity, followed by its highly focused, cost-effective service delivery strategy. Based on it they have developed a hierarchical model with parameters estimated at the  individual level. This allows us to study not only how service design and pricing initiatives shift the perceived performance of Jetstar relative to its competitors but also how the airline can move market preferences toward areas in which it has competitive advantage. After done with the planning of the collection of data from competitors performance on its revenue, sales profits, passenger numbers and market share in 2002, 2003 and 2004 against Qantas key performance indicators for the same period between 2002, 2003 and 2004 from the Annual Reports of both Virgin Blue and Qantas domestic operations. Nadler (1977), after the data has been collected data they are analysed using the qualitative change data such as directors report, World Business Briefing /Australia: Airline Profit(2004).The reminder of this essay will critically analyse the data collected from secondary sources such as Annual Reports, newspaper articles and journal articles to analysis the data sourced to evaluate what would be the most effective change to be implemented by Qantas in responding to Virgin Blue competition the Australian aviation domestic sectors. This paragraph will evaluate the basic background of Qantas and Virgin Blue and will also highlight various reasons that eventually led the Qantas group for the launch of the Jetstar. After the deregulation of Australian aviation market there were several airline companies entering the market however the most significant entrance was of low fare airlines Impulse in June and Virgin Blue in August 2000. The arrival of Impulse Airlines and Virgin Blue doubled the number of players and dramatically challenged the stable duopoly of Qantas (after its merger with Australian Airlines) and Ansett, setting off a vicious price war (Traca, D., 2004). However, Impulse facing a major trouble in the cash flow agreed on May 1, 2001 to hand over its operations to its biggest rival, Qantas Airways. As per the deal Impulse stopped its passenger service under its own name on May 14 and leased 21 aircraft as well as cabin crews and pilots to Qantas. The deal led the stock of Qantas heaved by 26% closing at $3.40 per share giving Qantas a significantly stronger position in the Australian market (Gaylord, 2001). Qantas, Australia’s leading domestic and international carries launched a budget airline called Jetstar in May 2004 (Qantas annual report, 2004). With Jetstar Qantas’s aim was to cover the low fare segment of the aviation  industry, which came into existence in the year 2000 with its competitor, Virgin Blue. Virgin had been successfully eating up QANTAS market share by attacking it from below as a no frills provider. In 2001 the collapse of Ansett in domestic market, led Qantas to lease extra flights, add hundreds of special flights in order to help stranded travellers due to Ansett crisis. At the time Qantas flew more than 50,000 former Ansett passengers for free and other 65,000 on heavily discounted fares. Due to this Qantas was able to deliver a profit before tax of $631m and net profit after tax of $428 million at the end of 2002, 30 June, despite of the fact that the world’s aviation market was suffering from â€Å"constant shock syndrome†, due to the September 11 attack followed by bombings in Bali, the war in Iraq and of course the devastating outbreak of Severe Acute Respiratory Syndrome (Qantas annual report, 2003). The shutdown of Ansett also highly benefitted Virgin Blue, since the event provided a wide opportunity for Virgin Blue to grow rapidly and become Australia’s second leading domestic carrier. In 2000 it started with only one route (Brisbane to Sydney) with two aircrafts and a team of just 200 people. In 2001, with the opportunity to widen its market segment, 14 new routes were launched (virginaustralia – history). The aim of this paragraph is to highlight how Qantas and Virgin Blue became the only two players in the Australian domestic aviation market in 2002. It will also look in to the key financial indicators of both the companies so that a comparison could be drawn out. In 2002 there were only two companies that survived the fare war of 2000-2001. One of them was Qantas that gained 80% of the domestic market share following Ansetts cessation. Whereas, the number of international passenger declined by 11% which makes an average decline of about 25% in global aviation market (Traca, D., 2004). In the same year Qantas domestic carried 1485 million passengers making a RPK of $2034 million and the ASK of $2503 million (Traffic and capacity statistics, 2002). Qantas announced its financial results for the year ended 30th June 2002. As per the financial result the company had $631 million of profit before tax, a net profit after tax of $million, revenue of $ 10,968.8 million and earnings per share of 29.1 cents (Qantas annual report, 2002). The other survivor of the fare war, Virgin Blue managed to emerge as second Australian Domestic carrier, covering of about 20% of the domestic market  (Traca, D., 2004). Due to its strategic low operating cost and soaring market share, it was able to achieve net profit before tax of $34.8 million and revenue of $388.3 million. In this year the airline carried 3.2 million passengers, its traffic as measured by RPK’S was 3169 million, capacity measured by ASK’S was 3898 million (Virgin Blue annual report, 2004). In March 2002 Patrick Corporation, the premier port cargo handler, bought 50% of the airline. This change made Godfrey, chief executive of Virgin Blue confident about the enlargeme nt of the domestic operation and also expansion into the international market with service to South Pacific (Traca, D., 2004). This paragraph critically analyses the key financial indicators of the Qantas and the Virgin Blue of the year 2003. It will also highlight how Virgin Blue concentrating only of the leisure domestic market was slowly overcoming the market share of Qantas. In 2003 Qantas domestic carried 1768 million passengers making a RPK of $2262 million and the ASK of $2683 million (Traffic and capacity statistics, 2003). Qantas announced its financial results for the year ended 30th June 2003. As per the financial result the company had $502.3 million of profit before tax, a net profit after tax of $343.5 million, revenue of $11,374.9 million and earnings per share of 20 cents (Qantas annual report 2003). Speaking of announcements, in the Annual General Meeting held on 16th October 2003 it was announced that â€Å"the airline is investigating the establishment of separate domestic low cost airline to service the leisure market in Australia† (Preliminary monthly traffic and capacity statistics, July 2003).In this same year Virgin Blue carried 6.8 million passengers, its traffic as measured by RPK’S was 7194 million, capacity measured by ASK’S was 9078 million. Taking advantage of the fact that Virgin Blue had no other competitor serving the price sensitive market of Australia, it earned revenue of $914.6 million, compared to previous year the revenue earned up roared by 135.5% and the number of passengers carried also increased by 107% (Virgin Blue annual report, 2003). This paragraph will critically analyse the launch of Jetstar in May 2004 and the changes that it brought in the key financial indicators of Qantas and as well as of Virgin Blue. Following the announcement made in 2003 Annual  General Meeting Qantas Introduced Jetstar in May 2004. In the first year Jetstar alone carried 273,000 passengers. Prior Jetstar Qantas already had Qantas Domestic and Qantas Link serving domestic passengers. With these three Qantas in total carried 1973 million passengers. Compared to 2003/04 the number increased by 9.4% (Traffic and capacity statistics, 2004). In the same year Total Domestic (Qantas, Qantas Link and Jetstar) traffic was measured in Revenue Passenger Kilometres (RPKs) of $2451 million while capacity, measured in Available Seat Kilometres (ASKs) increased to $3021 million (Traffic and capacity statistics, 2004). On 19 August 2004, Qantas announced its financial results for the year ended 30 June 2004. In the announcement it was stated that the company had achieved a profit before tax of $964.6 million and a net profit after tax of $648.4 million. Similarly, $11.4 billion of revenue, earning per share of 35.7 cents (Qantas annual report, 2004/05). Despite increasing domestic competition during the year Virgin Blue continued to show strong growth and profitability. During the year Virgin Blue carried over 10million (m) passengers, an increase of 53% compared to previous year. Doubling its passenger number the third time in a row in this same year it welcomed its 20 millionth passenger. Its revenue for the 2004 financial year was $1362.3million which is 49% more than the previous year. In the same year profit before tax was up by 45% to 226.2million and a Net Profit After Tax of 158.5million (Virgin blue annual report, 2004). Till March 31, 2004 Virgin Blue had 44 Boeing Net Generation 737 – 700 737 -800 aircraft out of which 36 were leased and 8 were owned. However, during the year the fleet was increased by 15 aircrafts. Since the day of establishment Virgin Blue was committed to keep its cost base low and they are continuously working through it so that they could consistently provide their customers with low fares travel. Their cost per ASK for the financial year 2004 was 8.16 cents whereas a year before it was 8.48 cents. A decrease of 3.5% put the company on a good front in terms of scale and productivity (Virgin blue annual report 2004). The Australian discount airline Virgin Blue, has won 30% of the market from Qantas, the national carrier, which will introduce a low-fare airline, Jetstar. Fare surcharges are being imposed by both groups as fuel pri ces rise (Shaw, 2004). Jetstars initially offered $48 for Melbourne to Hobart route and from $54 for Sydney to the resorts south of Brisbane. The price was similar  to what the price Virgin Blue was offering at the same period. All Jetstar flights offered one class of travel, with unreserved seating. In contrast Virgin Blue offered assigned seating and baggage connections to final destinations (Henly, 2004). This paragraph critically analyse the key indicators for Qantas and Virgin Blue for launching Jetstar in May 2004. It is very clear with the annual report that Jetstar has been profitable ever since it was launched in the year 2004 (Jetstar Media centre). However, the road wasn’t quiet smooth in the initial years. From its launch Jetstar was exclusively using a â€Å"low price† message in its communication, but it was lagging way behind Virgin Blue in terms of quality. The Jetstar overall quality disadvantage was greater at 22.3% (6.02 versus 7.75) (Danaher et.al, 2011. pp. 586 -594, Fig 3). Jetstar was already appealing on the price front, and then it addressed its deficit in quality and tackled that by focusing on some specific sub attributes (not disclosed by the company) that provided Jetstar a good opportunity to overcome the point of difference with Virgin Blue. Then the price perception of Jetstar relative to Virgin Blue dramatically improved from 6.9% deficit in March 2008 to 2.5% deficit in only 3months i.e. 7.42 versus 7.62 (Danaher et.al, 2011. pp. 586 -594, Fig 3). Since the establishment the main concern as a parent company for Qantas Group was that whether Jetstar would financially be profitable in its own right. Hence, it did by earning revenue of $1.020 billion, $1.414 billion, and $1.605 billion in the year 2007, 2008, and 2009 respectively. It was 7%, 10%, 12% of Qantas group revenue respectively (Qantas annual report, 2009). Similarly, in the same order the profit earned was $79 million, $104 million and $118 million (Danaher et.al, 2011. pp. 586 -594, Table 2). Similarly, speaking of market share of Jetstar, it has increased by 29% from the year 2008-2009. Earlier with the perceived mediocre price competitiveness and low quality it was in a poor position as compared to Virgin Blue, whereas, with the necessary remedies taken within the 1st quarter of 2008 it was in position almost equal to Virgin Blue in terms of covering the large proportion of the target market. Jetstar Market Share of Domestic Australian Leisure Air Travel was 14% in the first quarter of 2008, with the changes made the market share increased to 14.6% and it gradually kept on increasing and it had 18.1% of market share in March 2009. Further, with the increase in profit it improved its perceptual position, whereas,  Virgin Blue has remained relativ ely stationary. In conclusion if we are to pay close attention to the domestic growth strategies of the country’s largest airline company; Qantas, its decision of launching Jetstar seems be a successful strategic decision. It was matter of concern that the Virgin Blue an airline company focusing on the price sensitive market would whether survive the competition with 82 year old veteran airline company. However, with its striking approach of low fare Virgin Blue today covers 35% market share of the domestic aviation sector. By critically evaluating the financial indicators of both companies for the year 2002-2004 and also following the series of events, it becomes quiet clear that though Virgin Blue had started small it managed to cover 20% of the target market in 2002. In further years concentrating only in the no frill travel it was able to hold the 30% of the market share, which became a matter of concern for Qantas because though it was making more profits then Virgin Blue it was losing it domestic market grip, therefore, led to the launch of Jetstar. However, even after the Launch of Jetstar Qantas performance was not like it was expected because in the year 2004 Qantas domestically carried only 2061 million passengers which were only 88 million more than the last year. However, with the necessary major changes (not disclosed by the company) Jetstar alone was able to regain the market share of 18.1% by March 2009. REFERENCE LIST Gaylord, B. (2001). Qantas to Absorb Competitor As Fare War Takes a Victim. The New York Times; Business Day. 11Shaw, J. (2004). World Business Briefing /Australia: Airline Profit. The New York Times; Business Day. Henly, G, S. (2004). Travel Advisory; New Offshot of Qantas Offers Lower Fares. The New York Times; Travel Danaher. J. P., Roberts. H. J., Roberts. K., Simpson. A. (2011). Applying a Dynamic Model of Consumer Choice to Guide Brand Development at Jetstar Airways. Marketing Science, 30(4), 586 – 594. Doi: 10.1287/mksc.1100.0619 Traca. D., (2004). Virgin Blue Fighting With National Champion. INSEAD, 5179. Traffic and Capacity Statistics. Retrieved from: http://www.qantas.com.au/travel/airlines/investors-traffic-statistics/global/en Jetstar Media Centre. Retrieved from: http://www.jetstar.com/mediacentre/facts-and-stats/jetstar-group Nadler, D. (1977). cited in Cumming and Worley (2009). Organization development change, 9th edition, South- Western Cengage Learning. Qantas annual report (2002). Retrieved from http://www.qantas.com.au/infodetail/about/investors/2002AnnualReport.pdf Qantas annual report (2003). Retrieved from http://www.qantas.com.au/infodetail/about/investors/2003AnnualReport.pdf Qantas annual report (2004). Retrieved from http://www.qantas.com.au/infodetail/about/investors/2004AnnualReport.pdf Virgin Blue annual report (2004). Retrieved from http://www.virginaustralia.com/cs/groups/internetcontent/@wc/documents/webcontent/~edisp/annual-rpt-2004-a3.pdf

The Competitive Advantages Of Effective Knowledge Management Commerce Essay

The Competitive Advantages Of Effective Knowledge Management Commerce Essay Today, the future and the value of a company depends on provide the new product and service quickly and timely in order to meet the needs that always change in the market. Thus, I believe that knowledge is the more importance factor than land or capitals to create a competitive advantage for enterprises. And now, this essay will discuss more about the value of managing knowledge and some competitive advantages that can be created through knowledge management in the company. Then, I would like to discuss about the In addition, this essay is also talk about the leadership and managerial skills in the organization by implementing successfully KM. DISCUSSION ABOUT THE KNOWLEDGE MANAGEMENT: Data, Information, Knowledge: Nowadays, we are living in an age of information that we can find easy through television, internet, magazines etc. But not all information is reliable. Transforming information into knowledge within the organization is an advantage. However, not all managers have able to do it. Thus, the first thing I want to discuss about the difference between data, information and knowledge in order to transform raw data into meaningful information. Data is the raw material. It can be a set of discrete facts and exist in any form such as number, symbols, imaging etc. Data represents unorganized and unprocessed facts. Data is transformed into information by adding value through context, sorting, calculating, analysis and evaluation. Information can be considered as a processed data. Data and information are everywhere but knowledge is hard to get. You need information in order to get knowledge. However, knowledge is not information. Information is only becomes knowledge when you have able to realize and understand specific purpose of it. Knowledge is usually come from learning, thinking or taking experiences in a particular area. Knowledge has two types: Explicit knowledge and tacit knowledge. Explicit knowledge is the visible knowledge. You can find them easily through book, documents, reports, films, magazines, etc. The explicit knowledge is easily transferable. In contrast, tacit knowledge is the knowledge that put in your mind. Simply, tacit knowledge is the personal experience, skills and hard to transferable. For example: Each pastry cook can made Tiramisu cake with different flavors, although all of them use with the same Tiramisu Cake recipe. Some cake are delicious, some cake are bad. Because skilled pastry cook has not shown own experiences in recipe. May be, they can add some special ingredients to make their cakes with good flavorful. This is the tacit knowledge. They did not share their experiences as well as knowledge for everyone. I think this is the importance aspect in the organization. The managers must look for ways to employees can share tacit knowledge together in a particular sector. Tha ts also the objective of knowledge management. Knowledge management: Knowledge Management (KM) can be defined as the logical process that helps people to use knowledge effectively and efficiently. Knowledge management is the process the company uses to measure the value of the intellectual value of each employee in the company. Moreover, it is the process used to evaluate and track key metrics associated with the organization of intellectual property can be used to create better services, products and value to shareholders of the corporation. There are many different knowledge management life cycles. They are made by Wiig (Wiig Knoeldge management cycle 1993), Zack (Zack Knowledge Management Cycle 1996), Nickols (Nickols Knowledge Management Cycle 1999), McElroy (McElroy Knowledge Management Cycle 1999), Rollet (Rollet Knowledge Management Cycle 2003), Bukowitz Williams (BW Knowledge management cycle 20003). Actually, they have some common steps and meaning. However, each cycle has its own characteristic. Look at the table below for comparison. Nickols (1999) Wigg (1993) McElroy (1999) Rollet (2003) Bukowitz Williams (2003) Zack (1996) Acquisition Creation Individual and group learning Planning Get Acquisition Organization Sourcing Knowledge claim validation Creation Use Refinement Specialization Complication Information acquisition Integrating Learn Distribution Store/ access Transformation Knowledge validation Organizing Contribute Presentation Retrieve Dissemination Knowledge Integration Transferring Assess Distribution Application Maintaining Build/ sustain Conservation Value realization Assessing Divest Source: Adapted from Kimiz Dalkir, Knowledge Management in Theory and Practice (Oxford: Elsevier Butterworth, 2005), pp. 27. Competitive advantages: Although there are many different perspectives on knowledge management, however the general objective of knowledge management is look for ways to employees share and learn knowledge as well as experiences together. Thats not only help employees improve the expertise knowledge, but also the knowledge management can create the competitive advantages and enhance value for enterprises. As you know, human resource is the valuable asset in organization. If the organization can use this resource effectively, organization will become very strong. Knowledge management can give all the employees in organization many opportunities to show ideas and innovation. Therefore, organization can have more opportunities and advantages than competitors. The employees can share expertise knowledge, experiences or passion together. Thats also make all of the employees in organization more closer and understand  each other  better In addition, transforming from tacit knowledge into explicit knowledge is not only help improve expertise knowledge of employees, but also help the organization have enough capable of responding promptly to the change in personnel. And now, I would like to give you a reality example as well as an incident by not applying knowledge management in organization.   It occurred in my familys restaurant in three years ago. When my manager intends to open a restaurant of his own, he has left the restaurant. The important thing, he has taken away all the experience, the trade secret and a lot of good employees and the relationships. Then he became a competitor with my restaurant. During that period, my restaurant encountered a lot of trouble and business performance decreased seriously. Another example, at Tam Viet Group in 2007, a vice president has left the company and he established an own company to direct competitive with the Tam Viet. By applying knowledge management, all these knowle dge such as customer relationships, unfinished projects, etc. were acquired and stored by all other employees. Therefore, Tam Vietnamese were not affected. Additionally, Knowledge management can also give to the enterprise with high adaptability in the rapidly changing marketplace. The competitors are always updates their products and services better to meet the demand of customer. Therefore, most of the successful enterprises are always catch information and transfer them rapidly. By applying the knowledge management, the enterprises can easily compete with other competitors. The organization can launch new products with the higher quality than competitors at the same cost. The employees can save time through making decision or solving the problems quickly and exactly. KNOWLEDGE MANAGEMENT ON SUPPORTING MANAGERIAL PRACTICES: Similar to those competitive advantages that I mentioned above, knowledge management can help manager so much in practices. Firstly, the employees have a freely environment to performance themselves. The employees can share and learn knowledge, experiences, idea together. Therefore, the manager can collects and exploits tacit knowledge or innovation in order to enhance competitor advantage for the organization. Additionally, KM can help manager make decision timely and exactly by capturing,  analyzing  and  conversing  of information logically. In addition, the manager will have enough response to device with changing of the marketplace as well as the human resources. Leadership and managerial skills: A manager needs to have a good leadership to change products, systems and people efficiency. A good leader must have capacity to accelerate the process to decide a matter and to make process work effectively and quickly. It is a difficult problem. A good manager should have more diverse skills in order to have enough capable of handling all of problems in the organization. The first skill is the information technology (IT) skill. I think this is the key For example: in my first internship at ACB bank, I can get information of customer trading history via CIC.org.vn website. You will save more time for get information of customer. Thats progress of technology. Thats also the reason the manager should have a good IT skill to support the management easier and faster. In the high technology age, a good manager should know to take advantage of technology to support for the management and sharing knowledge in the organization. If so, companies will have more competitive advantages than competitors. In addition, a manager should also build a trust and respect relationship with employees. Listening skill is also important. As a manager, you should build an open structure. I mean that you should gap of discrimination between superiors and subordinates. The subordinate can easily meet and express freely their opinions to you. Listening will help you clearly understand about your staffs in order to make decisions fairer and more accurate. Lets change the last skill that I want to discuss is the communication skill. In my opinion, communication is the most difficult and complicates skill of the manager. According to John Quincy Adams If your actions inspire others to dream more, learn more, do more and become more, you are a leader. Its a great statement. A manager has to know create motivation for employees in order to they have enthusiasm and try their best to work. The motivation is not only based on the high salary, but also based on the workplace. A manager can adapts communities of practice (COP) program in the company. COP is considered as a group of people hold together by sharing the knowledge, experiences, ideas or something like that. COP program can provide a place for employees in particular areas or require employees work in team to share methods or tacit knowledge and mutual support. Thus, the employees can improve their knowledge; learn more about the experiences and more closer. Besides that, manager s hould also consider one of the challenges of communication, the different cultures. Especially is the multinational company. this is a new step to the understanding by employing individuals from various backgrounds, cultures and lifestyles. Perceptual, Cultural and language barriers are a challenge to be overcome when a company work in the global orientated environment. It affects team spirit, work efficiency, directly affect the business situation of the company. Moreover, it is the cause of lack of teamwork, morale low. The different culture can affect a company and its success in variety of ways. CONCLUTION: In conclusion, the knowledge management is a new way to develop your company in the future. From the very beginning, the essay discussed some basic concept of the knowledge management for you. As you can see the next part talked about the competitive advantages that the company can take from KM. There are so many, for example: using human resource effectively, transferring from tacit knowledge to deficit knowledge, etc. Moreover, the knowledge management will help the managers in many ways. And, of course, the managers have to learn and develop his/her skills to managing knowledge. There are some basic skills that a manager should have are listening skills, IT skills, etc. In the knowledge economy, knowledge management has more impacts on organizations. Applying knowledge management is considered as a key for success organization. The strong organization always has a good knowledge management. Rà µ rà  ng trong nà ¡Ã‚ »Ã‚ n kinh tà ¡Ã‚ ºÃ‚ ¿ hià ¡Ã‚ »Ã¢â‚¬ ¡n Ä‘Ã ¡Ã‚ ºÃ‚ ¡i hÆ °Ãƒ ¡Ã‚ »Ã¢â‚¬ ºng tri thà ¡Ã‚ »Ã‚ ©c, vai trà ² cà ¡Ã‚ »a quà ¡Ã‚ ºÃ‚ £n là ½ tri thà ¡Ã‚ »Ã‚ © là   và ´ cà ¹ng quan trà ¡Ã‚ »Ã‚ ng. Nà ¡Ã‚ ºÃ‚ ¿u khà ´ng à ½ thà ¡Ã‚ »Ã‚ ©c Ä‘Æ °Ãƒ ¡Ã‚ »Ã‚ £c Ä‘ià ¡Ã‚ »Ã‚ u nà  y mà ¡Ã‚ »Ã¢â€ž ¢t cà ¡ch Ä‘Ã ºng Ä‘Ã ¡Ã‚ ºÃ‚ ¯n, nguy cÆ ¡ tà ¡Ã‚ »Ã¢â‚¬ ¢n thà ¡Ã‚ ºÃ‚ ¥t tri thà ¡Ã‚ »Ã‚ ©c rà ¡Ã‚ ºÃ‚ ¥t dà ¡Ã‚ »Ã¢â‚¬ ¦ xà ¡Ã‚ ºÃ‚ £y ra và   mang là ¡Ã‚ ºÃ‚ ¡i nhà ¡Ã‚ »Ã‚ ¯ng thià ¡Ã‚ »Ã¢â‚¬ ¡t hà ¡Ã‚ ºÃ‚ ¡i khà ³ cà ³ thà ¡Ã‚ »Ã†â€™ tà ­nh toà ¡n hà ¡Ã‚ ºÃ‚ ¿t. Tri thà ¡Ã‚ »Ã‚ ©c cÃ…Â ©ng nhÆ ° nguà ¡Ã‚ »Ã¢â‚¬Å"n nhà ¢n là ¡Ã‚ »Ã‚ ±c là   yà ¡Ã‚ ºÃ‚ ¿u tà ¡Ã‚ »Ã¢â‚¬Ëœ sà ¡Ã‚ »Ã¢â‚¬Ëœng cà ²n cho sà ¡Ã‚ »Ã‚ ± tà ¡Ã‚ »Ã¢â‚¬Å"n tà ¡Ã‚ ºÃ‚ ¡i cà ¡Ã‚ »a mà ¡Ã‚ »Ã‚ i tà ¡Ã‚ »Ã¢â‚¬ ¢ chà ¡Ã‚ »Ã‚ ©c. 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LASIK Vision Correction Essay -- Lasik Seeing Eye blind Essays

LASIK Vision Correction   Ã‚  Ã‚  Ã‚  Ã‚  Are you ready to give up your glasses or contacts? LASIK vision correction is an up-and-coming procedure designed to reduce your dependence on glasses and contacts. My objective is to show both sides of the procedure, the risks involved and the wonderful possibility of not having to wear glasses or corrective lenses. Of patients with moderate vision impairments who have had the LASIK surgery performed, eighty-two percent achieve 20/20 vision or better and ninety-nine percent achieve 20/40 or better (May 60). However, LASIK vision correction is not for everyone. There are definite risks as well as possible side effects involved. Some of the side effects are hazing, night glare and halos, loss of vision, dry eye, infections and corneal abrasions.   Ã‚  Ã‚  Ã‚  Ã‚  LASIK stands for Laser-Assisted In Situ Keratomileusis and is a procedure that permanently changes the shape of the cornea, the clear covering on the front of the eye, using an Excimer laser (â€Å"LASIK†). A knife, called a microkeratome, is used to cut a flap in the cornea. A hinge is left at one end of the flap. The flap is then folded back revealing the stroma, the middlesection of the cornea. Pulses from a computer-controlled laser vaporize a portion of the stroma and the flap is then replaced (â€Å"LASIK†).   Ã‚  Ã‚  Ã‚  Ã‚  Initial clinical trials of LASIK in the United States began in 1996 with Marc Michelson, M.D. being one of the first LASIK surgeons involved. These clinical investigations culminated in the approval by the FDA of the LASIK procedure in 1999 (May 20). â€Å"LASIK is the most popular refractive [or vision correction] procedure worldwide right now,† Marc Michelson tells WebMD (Braslavsky). Michelson says that because the LASIK procedure has become very popular lately, patients need to be careful when choosing a surgeon. He emphasizes the need for patients to seek out someone with experience and a long history of good outcomes (Braslavsky).   Ã‚  Ã‚  Ã‚  Ã‚  There are many factors taken into account before becoming a candidate for LASIK surgery. Candidates for LASIK surgery should be at least 18 years old and not be pregnant or nursing. Candidates should also have no active eye disease, a stable prescription for one year and have no restrictions mandated by their employer. Having realistic goals is also an important factor. Some common goals are: 1.  Ã‚  Ã‚  Ã‚  Ã‚  To be less dependent on gl... ...ford LASIK vision correction. This just is not the case. This surgery is quite expensive and results are not guaranteed. Surgical complications are estimated to occur in between 1.2 and 2.2 percent of patients. The CRS-USA LASIK Study noted that, overall, 5.8 percent of LASIK patients experienced side effects at the three-month follow up period (â€Å"Risks†). My attempt here was to show that there are risks involved with this procedure and to encourage research to be done before a decision is made. Corneal abrasions, infections, hazing, dry eye, loss of vision, and night glare and halos are among the many possible side effects. Are you willing to take the risk?   Ã‚  Ã‚  Ã‚  Ã‚   WORKS CITED Braslavsky, Andrea M, MS. â€Å"Keeping an Eye on Side Effects of Laser Eye Surgery.†   Ã‚  Ã‚  Ã‚  Ã‚  2001 Healtheon/WebMD. 13 Oct. 2001.  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚  Ã‚  Ã‚  . â€Å"Lasik Eye Surgery: Learning About LASIK.† U.S Food and Drug Administration.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  13 Oct. 2001. . May, Carl J., M.D. LASIK Vision Correction. Utah: MedWorld Publishing, 2000. â€Å"Risks and Complications.† The LASIK Institute. Oct. 2001. 21 Oct. 2001   Ã‚  Ã‚  Ã‚  Ã‚   The May Eye Care Center and Associates. Bringing Your World Into Focus: Laser   Ã‚  Ã‚  Ã‚  Ã‚  Vision Correction.

Community Analysis Essay -- Community Identity

Imagination plays a crucial role in creating communities and its identity. Fiction, in this case will cover both absolute fabrications and biases in the discourse of history's narration. History can be malleable in the hands of narrators, which they use to unite their audience into a common interpretation of their history. Alicia Barber, The author of the essay, Local Places, National Spaces: Public Memory, Community Identity and Landscape at Scotts Bluff National Monument, talks about two community's disagreement on a tourist spot's proper use and maintenance. Barber analyzes the community's relations to the landmark and how it affects the discourse of history's narration, the malleability of public memory, and how it all connects with community identity. Michael Ignatieff wrote about a civil struggle between two groups who identify themselves very differently from each other. In his analysis, he mixed his personal account of the situation, explaining the role of narcissism in the discourse of history's narration. His essay, The Warrior's Honor: Ethic War and the Modern Conscience, describes a more radical conflict from fabricated major differences. These two authors describe two very different approach to their conflicts, but their discourse to the narration of their history are similar. Their fabrications and biased narrations stem from their egocentric imaginations that support their identity. Imagination's role in a community's identity enables its members to associate their history with their identity. Patriotism, backed up by history, strengtheners a community's bond together as a group. Barber explains in the statement below how a community's involvement in history plays a role in their narration of their history. â€Å"Wh... ...s about their 'imagined community' and 'imagined image' make up their identity. These differences would not exist without their narcissistic imaginations that inevitably form fictions from history. But, because of their refusal to recognize the other group's relational differences, major differences rise from their actions. Nationalism's depends on these imaginations; it uses the group's self-love to stake their claim in history, narrate it in their narcissistic discourse, and blind members from relational differences that would weaken their identity as a group. Works Cited Barber, Alicia. â€Å"Local Places, National Spaces: Public Memory, Community Identity, and Landscape at Scotts Bluff National Monument.† American Studies 45 (2004): 35-64. Ignatieff, Michael. The Warrior's Honor: Ethnic War and the Modern Conscience. New York: Henry Holt and Company, 1997.

Robert Jervis - Perception And Level Of Analysis :: essays research papers

Robert Jervis in Perception and Level of Analysis espouses the notion that in order to fully explain crucial decisions and policies it is essential that one pays heed to the decision-maker’s beliefs about the world and his or her perceptions of others. Rather than attempting to understand foreign policies as directly resulting from the three other levels of analysis, the bureaucratic, the domestic, and the international environment, which he outlines, Jervis contends that examination of a decision-maker’s perceptions, both their causes and effects, can more readily determine and explain behavioral patterns; in such a light, the taxonomy or three other levels of analysis appear devoid of truth value when applied alone, and all related theories are shown as invalid except in extreme cases. Nonetheless, one might more accurately contest that while careful study of a decision-maker’s beliefs is a necessity for comprehension, analysis of such beliefs is in fact an ex amination of bureaucratic organizations, domestic circumstances, and the international environment; all four are interrelated in the sense that the perceptions of the decision-maker are influenced by the circumstances existent in the three other levels. Likewise the three levels are themselves affected and often altered by the politician’s choices. Therefore, in order to provide the most comprehensive explanations of foreign policy decisions one cannot completely disregard externalities, and conversely one cannot ignore individual perceptions of decision-makers. One cannot rely solely on the bureaucratic level of analysis, the domestic, the international environment, or even on a combination of the three as adequate. What one might interpret as a clash of bureaucratic interests and stands yielding incoherent and conflicting policies, could in reality be a â€Å"clash among values that are widely held in both society and the decision-makers’ own minds† (Jervis 28). Similarly, if domestic situations were the medium upon which politicians base their decisions then changes in leadership would not necessarily produce significant changes in foreign policy; however, the consistency of foreign policy is difficult to measure. For example, some might contend that the Cold War would not have occurred had President Franklin Delano Roosevelt not died; they suggest that his death altered American policy in the sense that President Truman and his anti-Soviet position came to dominate political decision-making. Others contest that FDR would ha ve acted similarly to Truman, as he too was coming to an anti-Soviet stance prior to his death. If the former is seen as accurate the domestic level of analysis is insufficient and not applicable, but in the latter instance it could be viewed as a valid basis for judging decision-making.

Cognitive Appraisal and/or Personality Traits

Suggested APA style reference: Li, M. (2009, March). Cognitive appraisal and/or personality traits: Enhancing active coping in two types of stressful situations. Paper based on a program presented at the American Counseling Association Annual Conference and Exposition, Charlotte, NC. Cognitive Appraisal and/or Personality Traits: Enhancing Active Coping in Two Types of Stressful Situations Paper based on a program presented at the 2009 American Counseling Association Annual Conference and Exposition, March 22, Charlotte, North Carolina Ming-hui Li Ming-hui Li, EdD, LPC, LMHC, is an assistant professor in the Department of Human Services and Counseling at St. John’s University, Queens, NY. His areas of specialty include stress-coping and resilience development. College students frequently experience stressful situations (Dungan, 2002; Li, 2006). Some college students actively cope with stressful situations while others become victims of the situations. The researcher has been interested in exploring factors that lead college students to actively cope with stressful situations. Enhancing these factors may facilitate college students to employ active coping. The term active coping in the study refers to people’s coping responses that are characterized by solving problems, seeking social support, and non-avoidance. The purpose of this study was to explore effective predictors of active coping in two major types of stressful situations among college students: relation and work. Results of this study may provide information for counselors to help students adapt better to college life by enhancing specific factors in different stressful situations. Theoretical Framework Researchers have not reached an agreement on the nature of coping. For example, process-oriented researchers (e. g. , Albinson & Petrie, 2003; Lazarus & Folkman, 1984; Olff, Langeland & Gersons, 2005) proposed that cognitive appraisal determines the responses individuals adopt to cope with stressful situations. In contrast, diathesis-oriented researchers (e. g. , Abela & Skitch, 2007; Li & Yuan, 2003; Wagner, Chaney, Hommel, Andrews, & Jarvis, 2007) suggested that a match between personality traits and stress types decides coping responses. The present study explored the extent to which a combination of these two theoretical approaches can determine college students’ employment of active coping. Process-oriented researchers (e. g. , Albinson & Petrie, 2003; Lazarus & Folkman, 1984; Olff, Langeland & Gersons, 2005) proposed that coping is a process (instead of a mere trait) in which personal factors, such as beliefs, and environmental factors, such as novelty, work together to affect coping responses through cognitive appraisal. These researchers argued that personality traits and environment are insufficient to determine coping responses. Cognitive appraisal, they believe, is what determines individuals’ coping responses. From their perspective, coping responses can be decided only after individuals have cognitively considered (a) how their lives are influenced by the situation and (a) what they can do to deal with the situation. In contrast, diathesis-oriented researchers (e. g. , Abela & Skitch, 2007; Li & Yuan, 2003; Wagner, Chaney, Hommel, Andrews, & Jarvis, 2007) advocate that individuals’ personality traits influence coping responses in specific contexts. They argued that personality traits influence coping responses most in stressful situations that are closely related to those traits. For example, individuals’ self-efficacy (a task-related trait) has great influence on their coping responses to task-related stressful situations, such as looking for a part-time job. In contrast, individuals’ secure attachment (a relation-related trait) is powerful in influencing coping responses to relation-related stressful situations, such as getting along with new roommates. Both approaches have been supported by previous studies. However, little attention has been drawn to the possibility of combining the two approaches. The present study addressed this possibility. The study was aimed to explore the extent to which a combination of these two theoretical approaches influences people to actively cope with stressful situations. Cognitive appraisal and three traits (self-efficacy, secure attachment, and resilience) were included in the combined model. According to the process-oriented approach, cognitive appraisal was expected to predict active coping across the two stressful situations. Based on the diathesis-oriented approach, self-efficacy was expected to predict active coping in work-related stressful situations such as looking for a part-time job; and secure attachment was expected to predict active coping in relation-related situations such as getting along with new roommates. In addition, the researcher hypothesized that resilience can predict active coping in both relation-related and work-related stressful situations because this trait reflects individuals’ general ability to moderate the negative effects of stress (Benetti & Kambouropoulos, 2006). Cognitive appraisal, self-efficacy, secure attachment, and resilience were applied to predict active coping in two types of stressful situations (relation, work), in order to detect the effectiveness of the combined model. The two hypotheses tested in the study were: Hypothesis 1: In relation-related situations, secure attachment, cognitive appraisal, and resilience can effectively predict active coping. Hypothesis 2: In work-related situations, self-efficacy, cognitive appraisal, and resilience can effectively predict active coping. Methods Participants were 126 students recruited from a college in Taiwan. Their age ranged from 18 to 23 years old. The mean age of this sample was 19. 6. Participants were categorized into two groups—a relation group and a work group, based on their self-reported stressful situations. The numbers of participants in groups of relation and work were 76 and 50, respectively. The researcher administered a questionnaire to participants when they were waiting for a class. Participants signed informed consent forms before they responded to the questionnaire. Data was collected using a questionnaire containing the Resilience Scale (Wagnild & Young, 1993), the Revised Adult Attachment Scale (Collins, 1996), the Coping Strategy Indicator (Amirkhan, 1990), the Chinese Adaptation of General Self-Efficacy Scale (Zhang & Schwarzer, 1995), and category I (cognitive appraisal) of the Student-Life Stress Inventory (Gadzella, 1991). All of the instruments have been used to study college students and have demonstrated adequate validity (construct or concurrent validity) and reliability (Cronbach’s coefficient alpha range from . 6 to . 93). All of the instruments except the Chinese adaptation of General Self-Efficacy Scale were translated by the researcher from English into Chinese. Two bilingual Psychology professors and four bilingual doctoral students examined the translated instruments. A bilingual undergraduate student, who was blind to the original English instruments, back-translated the Chinese versions into English. The original instr uments and the back-translated instruments were very close in meaning, indicating correct language transference. Internal consistency estimates of reliability (Cronbach’s coefficient alpha) were computed for each of the instruments used in this study. The values for coefficient alpha were . 89, . 90, . 75, . 87, and . 81 for the Student-Life Stress Inventory (SSI), the Resilience Scale (RS), the Revised Adult Attachment Scale (AAS-Revised), the General Self-Efficacy Scale (GSS), and the Coping Strategy Indicator (CSI), respectively. The alpha values for the three sub-scales of the Coping Strategy Indicator (CSI) were . 86 (problem-solving), . 88 (seeking social-support), and . 68 (avoidance). In addition, the alpha value for the category I (cognitive appraisal) of the Student-Life Stress Inventory (Gadzella, 1991) was . 84. The research design of this study was a correlational design with four independent (predictor) variables and one dependent variable. The four independent variables were cognitive appraisal, resilience, secure attachment, and self-efficacy. The dependent variable was active coping. This research design consisted of two separate multiple regression procedures that were used to test the proposed model in two types of stressful situations. Data Analysis and Results The data were analyzed by using SPSS 14. 0. Two procedures of multiple regression were applied to test the two hypotheses. The step-wise method was used because the available literature does not provide direction as to how the variables in this study should be entered into a multiple regression equation. By using the step-wise method, the researcher allowed the computer to select the model with the best statistical â€Å"fit. † Correlations among predictor variables and between predictor variables and the dependent variable were examined in order to meet the requirements of multiple regression. The outlier was removed so it did not impact the accuracy of data analysis. The criterion used to screen outliers were (a) a Cook’s distance greater than 1, and (b) a standardized residual greater than 3. Hypothesis 1 was supported while Hypothesis 2 was not supported. Results showed that (a) cognitive appraisal and resilience can predict active coping in stressful situations associated with relation, and (b) secure attachment can predict active coping in work-related stressful situations. Tables I and II showed the results. Table I. Summary of Regression Analyses of Resilience, Secure Attachment, and Self-Efficacy Predicting Active Coping in Relation-Related Stressful Situations ____________________________________________________________ _____ Variable B ? R[pic]Change p ____________________________________________________________ ______ Resilience . 13 . 29 . 09 . 00 Cognition – 2. 56 – 4. . 18 . 001 ____________________________________________________________ ______ Table II. Summary of Regression Analyses of Resilience, Secure Attachment, and Self-Efficacy Predicting Active Coping in Work-Related Stressful Situations ____________________________________________________________ _____ Variable B ? R[pic]Change p ____________________________________________________________ ______ Secure Attachment . 50 . 1 . 17 . 003 ____________________________________________________________ ______ Discussion The study was aimed to test the effectiveness of the model combining two approaches to coping. Results i ndicated that this model is effective in stressful situations associated with relation. In stressful situations associated with relation, individuals who less engage in cognitive appraisal (i. e. , lower levels of cognitive appraisal) and are able to moderate the negative effects of stress (i. . , higher levels of trait resilience) tend to actively cope with the situations. This finding is consistent with Kulenovic and Busko’s (2006) finding that cognitive appraisal and personality trait simultaneously influence individuals’ coping responses to stressful situations. It seems that when people are in the initial stage of coping with a relation-related stressful situation, the less they evaluate the situation and the stronger their trait resilience becomes, the more likely they can cope with the situation actively. A possible explanation of the finding that cognitive appraisal and trait resilience simultaneously influence individual’s coping response to relational stressful situations is that cognitive appraisal leads people to respond to situational factors such as how the romantic relationship ended and who wanted to end the relationship (Bouchard, Guillemette, & Landry-Leger, 2004) while trait resilience directs people to respond to any situation that causes stress such as breaking-up with a boy/girl friend and losing a job (Li, 2008). In work-related situations, those who hold positive attitude toward social interactions (i. e. , high levels of secure attachment) tend to actively cope with work-related situations. It seems that when individuals are in the initial stage of coping with a work-related stressful situation, the more they believe they can get along well with people in the workplace, the more they become willing to take action to deal with the situation. Conclusion While re searchers have proposed different theoretical approaches to explain coping, no adequate efforts have been made to test the possibility of combining different approaches. This study addresses this issue by combining two existing approaches into one model and tests the effectiveness of the model. Results of the study not only expand our knowledge about coping but also provide useful information for counselors to help clients deal with stressful situations. When clients are in the initial stages of coping with relation-related stressful situations, counselors can help the clients by engaging them in reflection of their previous positive coping experiences rather than urging them to cognitively appraise the situations. When clients are in the initial stage of coping with work-related stressful situations, counselors can help the clients by enhancing their person skills. References Abela, J. R. Z. ; Skitch, S. A. (2007). Dysfunctional attitudes, self-esteem, and hassles: Cognitive vulnerability to depression in children of affectively ill parents. Behaviour Research and Therapy, 45, 1127-1140. Albinson, C. B. , & Petrie, T. A. (2003). Cognitive appraisals, stress, and coping: preinjury and postinjury factors influencing psychological adjustment to sport injury. Journal of Sport Rehabilitation, 12, 306-322. Amirkhan, J. H. (1990). A factor analytically derived measure of coping: The coping Strategy indicator. Journal of Personality and Social Psychology, 59, 1066-1074. Benetti, C. , &; Kambouropoulos, N. (2006). Affect-regulated indirect effects of trait anxiety and trait resilience on self-esteem. Personality and Individual Differences, 41, 341-352. Bouchard, G. , Guillemette, A. , & Landry-Leger, N. (2004). Situational and dispositional coping: An examination of theire relation to personality, cognitive appraisals, and psychological distress. European Journal of Personality, 18, 221-238. Collins, N. L. (1996). Working models of attachment: Implications for explanation, emotion, and behavior. Journal of Personality and Social Psychology, 71, 810-832. Dungan, D. E. (2002). Five days of stress and coping in the lives of college students. (Doctoral dissertation, Texas Tech University, 2002). Dissertation Abstract International, 62 (10-B), 4827. Gadzella, B. M. (1991). Student-life Stress Inventory. Library of Congress, Copyright. Kulenovic, A. & Busko, V. (2006); Structural equation analyses of personality, appraisals, and coping relationships. Review of Psychology, 13, 103-112. Lazarus, R. S. , & Folkman, S. (1984). Stress, appraisal, and coping. New York: Springer. Li, M. H. (2006). Stress, traits of resilience, secure attachment, and self-efficacy as predictors of active coping among Taiwanese students (China). (Doctoral dissertation, Texas Tech University, 2006). Dissertation Abstracts International, 67(4-A),1233. Li, M. H. (2008). Relationships among stress coping, secure attachment, and the trait of resilience among Taiwanese college students. College Student Journal, 42, 312- 325. Li, X. , & Yuan (2003). The relationship between junior middle school students’ diathesis, and life stress with mental health. Chinese Journal of Clinical Psychology, 11, 287-288. Olff, M. , Langeland, W. , & Gersons, B. P. R. (2005). Effects of appraisal and coping on the neuroendocrine response to extreme stress. Neuroscience & Biobehavioral Reviews, 29, 457-467. Wagner, J. Chaney, J. , Hommel, K. , Andrews, N. , & Jarvis, J. (2007). A cognitive diathesis-stress model of depressive symptoms in children and adolescents with juvenile rheumatic disease. Children's Health Care, 36, 45-62. Wagnild, G. M. , & Young, H. M. (1993). Development and psychometric evaluation of The resilience scale. Journal of Nursing Measurement, 1, 165-178. Zhang, J. X. , & Schwarzer, R. (1995). Measuring optimistic self-beliefs: A Chinese adaptatio n of the General Self-Efficacy Scale. Psychologia, 38 (3), 174-181.

Young Goodman Brown

Though each character was put into three completely different situations, each one had a very similar way of dealing with his own problem. They all stuck to their own opinions regardless of how it affected each of them as an individual. In â€Å"A & P,† Sammy did not let Lange talk him out of quitting his Job as cashier even though it cost him his employment (Uptake, par. 30). He clung to his beliefs and left Just as Young Goodman did when he found his fellow town's people assembled in the forest to worship Satan (Hawthorne, par. 6). He could have conformed to the group and joined the worship, but instead he did what he felt was right despite the fact that with leaving the forest he would lose everyone he cared for. Likewise, Old Man Warner could very well have adapted to the rest of the small towns and got rid of â€Å"the lottery,† but he believed that the lottery fulfilled a purpose and was insistent on having it though, he could quite possibly be the next villager t o lose his/her life (Jackson, par. 30).In contrast to the similar ways they handled their situations, each character has different purpose for the decision they settled upon. Sammy did not quit his Job because he felt like Lange was being unfair to the bikini girls, but he hoped that the arils would appreciate his valiant efforts and he would receive three lovely ladies as a reward for his deed (Uptake, par. 31). Goodman Brown made his decision because he felt betrayed by his friends and believed that they were In the wrong.He kept his faith and deserted what he was against (Hawthorne, par. 67). Lastly, Old Man Warner was against the getting rid of the lottery because the system worked for him. He was used to the tradition and It had never failed him so he saw no reason to annihilate this well-known ritual (Jackson, par. 40). The final contrast between the characters of these three stories Is how their decisions affected them In the end.Men of Principle; â€Å"A & P, †  "Young Goodman Brown, † and â€Å"The Lottery† By Qualification Lottery,† and mining Goodman Brown,† Sammy, Old Man Warner, and Goodman Jackson, par. 30). Felt betrayed by his friends and believed that they were in the wrong. He kept his used to the tradition and it had never failed him so he saw no reason to annihilate this well-known ritual Jackson, par. 40). The final contrast between the characters of these three stories is how their decisions affected them in the end. Young Goodman Brown Though each character was put into three completely different situations, each one had a very similar way of dealing with his own problem. They all stuck to their own opinions regardless of how it affected each of them as an individual. In â€Å"A & P,† Sammy did not let Lange talk him out of quitting his Job as cashier even though it cost him his employment (Uptake, par. 30). He clung to his beliefs and left Just as Young Goodman did when he found his fellow town's people assembled in the forest to worship Satan (Hawthorne, par. 6). He could have conformed to the group and joined the worship, but instead he did what he felt was right despite the fact that with leaving the forest he would lose everyone he cared for. Likewise, Old Man Warner could very well have adapted to the rest of the small towns and got rid of â€Å"the lottery,† but he believed that the lottery fulfilled a purpose and was insistent on having it though, he could quite possibly be the next villager t o lose his/her life (Jackson, par. 30).In contrast to the similar ways they handled their situations, each character has different purpose for the decision they settled upon. Sammy did not quit his Job because he felt like Lange was being unfair to the bikini girls, but he hoped that the arils would appreciate his valiant efforts and he would receive three lovely ladies as a reward for his deed (Uptake, par. 31). Goodman Brown made his decision because he felt betrayed by his friends and believed that they were In the wrong.He kept his faith and deserted what he was against (Hawthorne, par. 67). Lastly, Old Man Warner was against the getting rid of the lottery because the system worked for him. He was used to the tradition and It had never failed him so he saw no reason to annihilate this well-known ritual (Jackson, par. 40). The final contrast between the characters of these three stories Is how their decisions affected them In the end.Men of Principle; â€Å"A & P, †  "Young Goodman Brown, † and â€Å"The Lottery† By Qualification Lottery,† and mining Goodman Brown,† Sammy, Old Man Warner, and Goodman Jackson, par. 30). Felt betrayed by his friends and believed that they were in the wrong. He kept his used to the tradition and it had never failed him so he saw no reason to annihilate this well-known ritual Jackson, par. 40). The final contrast between the characters of these three stories is how their decisions affected them in the end. Young Goodman Brown Though each character was put into three completely different situations, each one had a very similar way of dealing with his own problem. They all stuck to their own opinions regardless of how it affected each of them as an individual. In â€Å"A & P,† Sammy did not let Lange talk him out of quitting his Job as cashier even though it cost him his employment (Uptake, par. 30). He clung to his beliefs and left Just as Young Goodman did when he found his fellow town's people assembled in the forest to worship Satan (Hawthorne, par. 6). He could have conformed to the group and joined the worship, but instead he did what he felt was right despite the fact that with leaving the forest he would lose everyone he cared for. Likewise, Old Man Warner could very well have adapted to the rest of the small towns and got rid of â€Å"the lottery,† but he believed that the lottery fulfilled a purpose and was insistent on having it though, he could quite possibly be the next villager t o lose his/her life (Jackson, par. 30).In contrast to the similar ways they handled their situations, each character has different purpose for the decision they settled upon. Sammy did not quit his Job because he felt like Lange was being unfair to the bikini girls, but he hoped that the arils would appreciate his valiant efforts and he would receive three lovely ladies as a reward for his deed (Uptake, par. 31). Goodman Brown made his decision because he felt betrayed by his friends and believed that they were In the wrong.He kept his faith and deserted what he was against (Hawthorne, par. 67). Lastly, Old Man Warner was against the getting rid of the lottery because the system worked for him. He was used to the tradition and It had never failed him so he saw no reason to annihilate this well-known ritual (Jackson, par. 40). The final contrast between the characters of these three stories Is how their decisions affected them In the end.Men of Principle; â€Å"A & P, †  "Young Goodman Brown, † and â€Å"The Lottery† By Qualification Lottery,† and mining Goodman Brown,† Sammy, Old Man Warner, and Goodman Jackson, par. 30). Felt betrayed by his friends and believed that they were in the wrong. He kept his used to the tradition and it had never failed him so he saw no reason to annihilate this well-known ritual Jackson, par. 40). The final contrast between the characters of these three stories is how their decisions affected them in the end.